Break the bias, deliver the benefits: how to stop unconscious bias from derailing your construction projects

We all have blind spots — it’s an inherent part of being human. These blind spots, often referred to as unconscious biases, are mental shortcuts our brains use to process information quickly. While these shortcuts might seem harmless, they can be detrimental in the fast-paced and high-stakes world of construction. Left unaddressed, unconscious bias can silently disrupt project timelines, exhaust budgets, and drain team morale.

More critically, bias can derail an entire construction project, leaving stakeholders and end-users without the benefits they were eagerly anticipating. In industries like construction, where projects are vital to urban development, infrastructure and housing, the stakes are high. Delays caused by bias can lead to increased costs, unmet deadlines and even dangerous environments. In these cases, unconscious bias is not just an internal issue — it’s a project killer.

However, by acknowledging and tackling unconscious bias, organisations can achieve far better outcomes. By fostering diversity, challenging assumptions, and implementing bias-reducing strategies, construction teams can not only hit deadlines and stay on budget but also deliver real value.

The gap: how bias is sabotaging your construction projects

Bias is often an invisible saboteur in construction, quietly undermining efficiency and creativity. It seeps into decision-making, team dynamics and overall organisational culture without being noticed. In construction project management, the ripple effects of bias manifest in several critical ways:

Uneven resource allocation: bias can influence how resources and responsibilities are distributed, resulting in certain team members experiencers being overlooked, even if they have the necessary skills. This often means that some key talents go underutilised, leading to inefficiencies.

Lack of diverse perspectives: when construction teams lack diversity, the project runs the risk of groupthink, where only similar ideas circulate. This stifles innovation and can result in missing out on creative, cost-saving, or problem-solving approaches. A lack of diverse viewpoints can also mean the project overlooks the needs of the communities it’s supposed to serve.

Poor decision-making: when decisions are made without considering the input of a diverse range of voices, critical issues can go unnoticed. This leads to missteps that could have been avoided and results in delays, cost overruns and sometimes, rework.

Team morale: if certain team members feel marginalised or excluded due to bias, their motivation can drop. This disengagement often translates into lower productivity, missed deadlines and a higher turnover rate among staff, all of which severely impact the project.

Bridging the gap: actionable steps to break the bias in construction

How could this construction project, and others like it, avoid such pitfalls? Bridging the gap between biased decision-making and unbiased, effective project execution requires intentional, future-focused actions. Here’s how the construction sector can approach it:

Build diverse teams from the start: to maximise project outcomes, form teams that reflect the diversity of your stakeholders and end-users. For example, in the case of construction, involving architects, engineers and project managers with diverse backgrounds and experiences will bring a broader range of perspectives to the table. In the housing estate case study, including local residents, women and people with disabilities during the design phase would have ensured that the needs of all potential users were considered from the outset.
Implement structured, bias-reducing processes: unconscious bias often influences decisions made on a "gut feeling" or assumptions. To mitigate this, create structured, transparent decision-making processes in construction projects. Use objective criteria and data to evaluate ideas, allocate resources and assign roles within the project team.
Foster open dialogue and psychological safety: construction teams are often hierarchical, which can stifle open dialogue. However, fostering an environment where all team members—regardless of rank—feel safe to voice their opinions can prevent biases from derailing the project. Encouraging junior staff, women and minority groups to challenge assumptions or raise concerns early in the project can bring to light important considerations that might otherwise be missed. Regular feedback sessions, site meetings and a culture of psychological safety will ensure that issues like inclusivity, sustainability, and accessibility are integrated into the project plan.
Invest in bias awareness and inclusivity trainingAwareness is the first step in combating unconscious bias. Construction companies must invest in training their teams to recognise biases and take action to counteract them. Regular workshops on unconscious bias, cultural competence and inclusive leadership can equip project managers and teams with the tools they need to make unbiased, informed decisions.

Future-focused recommendations: a long-term commitment to bias-free construction

Addressing unconscious bias in construction is not a one-off fix. It requires continuous commitment to inclusivity, diversity and future-focused thinking. Here are some recommendations for ensuring long-term success:

Leverage technology

Use data analytics and AI to spot patterns of bias in team dynamics, decision-making and project outcomes. Construction firms can use technology to track diversity in hiring, resource allocation and subcontractor selection, ensuring bias doesn’t influence these areas.

Adopt inclusive leadership practices

Leaders in construction play a key role in embedding inclusivity into the company’s culture. By prioritising diversity in team formation, leadership appointments and project planning, leaders can ensure that inclusive thinking becomes the norm in construction projects.

Review and adjust regularly

Continuously assess project outcomes, team composition and decision-making processes to ensure that biases aren’t creeping back in. Make adjustments where necessary, especially when feedback indicates that certain voices aren’t being heard or critical user needs are being overlooked.

Final thoughts

At Avi2i, we help organisations build high-performing, diverse teams that are primed for success. By breaking the bias, construction firms can ensure that their projects are delivered on time, on budget and to the benefit of all stakeholders.