"White Space" Leads to Better Decisions
I recently came across this opinion: “While division of labor and outsourcing may improve productivity, one drawback is that there will be more supervisors who lack an overall understanding of the entire workplace.” I can certainly understand that point of view, but my opinion is a little different. “Division of labor actually creates the leeway to see the big picture."That's what I think."
Suppose a system for automatically generating construction drawings were introduced. From the perspective of those who used to draw the plans themselves, some might argue that “they don’t understand the content.” However, upon closer reflection, the focus has shifted. The ability to “draw” and the ability to “understand” are two different things. What really matters is the ability to review and manage construction drawings.
Of course, there’s the approach of understanding things as you draw them, but there must also be a skill for grasping concepts without actually drawing them. Take window sash drawings or steel frame drawings, for example—you don’t draw them yourself, but you’re still able to understand them, right? In the same way, the more tools evolve, the more important the “ability to understand without drawing” becomes. This doesn’t mean cutting corners at all; it simply means that our roles are changing.
Just as some people can no longer write kanji on a computer, even if certain skills are lost, new skills will inevitably emerge to compensate for them. Besides, “being unable to write” kanji is different from “being unable to read” them. If you can read them and understand their meaning, you could say you’ve achieved your goal. Isn’t the same true for construction drawings?
And above all, when you delegate tasks that you used to handle yourself to others through the division of labor, you naturally free up that time. In other words, you gain the breathing room to see the big picture. Rather than being bogged down by handling every task yourself as you were before, you’ll have the breathing room to grasp the entire project from a higher vantage point.
By taking a step back from the detailed tasks right in front of you, you can gain a broader perspective on the situation. This “breathing room” leads to better decision-making.
It's impossible for one person to handle all tasks perfectly on their own.
It’s the same as how the prime minister cannot directly manage every aspect of the nation. The Prime Minister’s role is to receive reports from each ministry and agency and make decisions based on them. Similarly, I believe that on-site supervisors should delegate the details of their work and enhance their ability to grasp the big picture. In fact, no matter how talented a supervisor may be, it is impossible for one person alone to handle every task perfectly. That is precisely why they must delegate responsibilities to trusted colleagues and develop the ability to assess the overall flow of work.
To begin with, division of labor is already the norm at large-scale construction sites. Those in charge of specific construction tasks, construction drawings, and safety, among others, each assume their respective responsibilities, ensuring the project progresses efficiently. It is precisely because of this system of “dividing and delegating” that even complex sites operate without confusion. This system can be adapted on a smaller scale for small- and medium-sized sites as well. If problems arise, all you need to do is make repeated improvements.
Construction management is, by its very nature, a “technical” profession, and “on-site management and operations” is its core business. However, because this concept is vague, before you know it, the job turns into one where you feel you have to do everything under the sun. If we can break down these tasks through division of labor and delegate them to others, we should be able to focus much more on the work that truly defines us as technical professionals. This would allow them to focus on what they should be doing in the first place: “managing quality, schedules, and safety.”
In short, it’s not that “as the division of labor advances, on-site supervisors become ineffective,” but rather,We'll be able to see the big picture—something only we can doThat's what I think.
Rather than hesitating and thinking, “This might not work,” isn’t it the attitude of exploring “how to make it work” that serves as the driving force behind the construction industry’s progress? Not fearing change, reevaluating our roles, and responding flexibly—I believe these are the skills required of site supervisors in the future.
