It seems that the industry must learn its harshest lessons on process, procurement and pride from disasters rather than in a measured way in classrooms, offices and labs. The partial collapse of a 640-meter-long concourse at Paris Charles de Gaulle airport last May 23 should send a signal that there is a need for change in the French design process. The rest of the construction world should pay attention to the underlying principles of project teamwork.

The investigative team appointed by the French government to probe the accident believes that the design process was not sufficiently rigorous for such a complex structure (see p. 10). Design of various parts of the structure was handled by different parties and there was not enough oversight or communications glue to hold the whole process together, investigators believe. That problem is not unique to France. Some of the same elements led to the 1981 collapse of walkways at the Hyatt Regency hotel in Kansas City, that killed 114 people (ENR 7/30/81 p. 11).

In the construction world today, there seems to be more pressure to pull apart teams rather than build them. Owners often want landmark structures to enhance their prestige or business interests but only offer baloney budgets. They relentlessly are driving costs down and shifting risks to close that gap and satisfy the short-term attention of shareholders.

Designers, meanwhile, rightfully run scared from any sort of risk. When the fingerpointing starts, it usually points to them because designers shape projects. And contractors of all sizes, seemingly addicted to low margins and high volume, live on the knife’s edge of business success or failure with each project. Swirling around project team members are packs of specialized law firms on the hunt.

The Paris collapse shows the need for all parties in the project delivery process to shake off the adversarial pressures and work more tightly as a team. Team building is not accidental–it is a project-focused process that brings together key stakeholders in the project outcome. It seeks to resolve differences, remove roadblocks and build and develop trust, commitment, interdependence and accountability. Rigorous communication and pre-project planning go a long way.

This sometimes is easier said than done, especially when existing governmental, professional or industry practices work toward another end. It is safe to say that the Paris probe will trigger an intense re-evaluation of the process that led to a collapse at a brand-new, $900-million facility that was intended to enhance national prestige and serve as a gateway to the nation and Europe. The accident not only killed four people, but also a dream–at least for the moment.