Riding the Tornado: How Project Team Performance Moves From Turbulence to Top Performance
I recently spent a few days in Oklahoma City. After a partnering session, I headed back to my hotel, flipped on the news and heard the words everyone in Oklahoma knows well: tornado watch. Unfamiliar with the risks, I figured dinner at the top of the 50-story VAST building sounded like the perfect way to enjoy the show.
Great plan until mid-dinner, the “voice of God” from VAST building security directed everyone into a reinforced stairwell for safety. There we were, dressed for a nice evening, stacked on the stairs . . . waiting. Twenty-five minutes later, we returned to our tables. Storm gone. Show over. Lesson delivered. Also worth noting—I survived!
The next day, my team summed it up perfectly — “rookie move.”
And just like that, I found myself living the first step of the Four Stages of Learning—coined by Noel Burch—that same journey every construction project team performance takes from “we think we’ve got this” to truly high-performing.
1. Unconscious Incompetence: “We don’t know what we don’t know”
At the start of a project, teams often underestimate complexity. Assumptions go unchallenged, roles feel loosely defined, and early optimism can mask gaps in coordination. In construction, this shows up as:
- Misaligned expectations between owner, designer, and contractor
- Overconfidence in schedule or budget
- Limited awareness of risks or constraints
Leadership opportunity: Introduce structured partnering early. Alignment workshops and clear communication frameworks help teams see what they’re missing before it becomes costly.
2. Conscious Incompetence: “Now we see the gaps”
Reality sets in. Conflicts emerge, coordination issues surface, and the team becomes aware of its shortcomings. On a jobsite, this might look like:
- RFIs piling up
- Schedule slippage
- Finger-pointing between stakeholders
While uncomfortable, this stage is critical—it’s where growth begins.
Leadership opportunity: Normalize transparency. High-performing teams lean into this stage by addressing issues openly, using data, and reinforcing shared accountability rather than blame.
3. Conscious Competence: “We’re getting it—if we focus”
The team begins to improve. Processes are clearer, communication strengthens, and coordination becomes more intentional—but it still requires effort. In practice:
- Meetings become more productive
- Teams proactively manage risks
- Collaboration improves, though it takes discipline
Leadership opportunity: Reinforce consistency. Tools like partnering, aging logs, and performance metrics help teams sustain momentum and avoid slipping backward.
4. Unconscious Competence: “We just work—together”
This is the sweet spot: a high-performing, collaborative team operating with trust, efficiency, and shared purpose. You’ll see:
- Seamless coordination across disciplines
- Quick, solution-oriented decision-making
- Strong relationships that extend beyond a single project
At this stage, the team functions as a true partnership—often carrying that success into future projects.
Leadership opportunity: Capture and replicate success. Document lessons learned and intentionally keep high-performing teams together when possible.
The Takeaway
Construction projects are complex, high-stakes, and relationship-driven. Teams that understand where they are in the learning cycle can:
- Address challenges faster
- Reduce costly misalignment
- Build long-term partnerships instead of one-off transactions
Great construction teams build more than projects—they build capability. With the right focus, every stage becomes a step toward stronger partnerships and better results.
~ Cinda
Cinda Bond, MIPI, has been an OrgMetrics partnering facilitator for more than 10 years. She has facilitated more than 500 sessions for teams throughout the country. She also collaborates with engineering and construction teams to develop large documents containing hundreds of pages for construction contracts and proposals.
For more information please contact Cinda Bond, CindaBond@Orgmet.com / (925)640-9007 (cell), or OrgMetrics RobReaugh@Orgmet.com / (925)449-8300