News

Written by Chris Gardini with HOK and Bart van Vliet with HOK, IPI Mission & Research Committee Members

How the Courtyard 3 Connector Project Turned Collaboration Into Project Success 

The Courtyard 3 Connector (C3C) project at San Francisco International Airport offers a powerful example of how intentional, structured partnering can transform outcomes on complex capital programs. 

Completed in 2025, the $353 million progressive design-build project created a secure connection between Terminals 2 and 3 while also delivering a new 120,000-square-foot facility that houses airport executive offices and the Airport Integrated Operations Center (AIOC). The building itself is impressive. But what makes the project particularly meaningful for the construction industry, and for members of International Partnering Institute, is how collaborative partnering became the backbone of the entire effort. 

From early planning through final activation, the project demonstrates how teams can intentionally design collaboration into the project to navigate uncertainty, manage complexity, and produce better outcomes. 

Partnering Begins Before the First Design Decision 

Airports are among the most operationally sensitive construction environments in the world. Every design decision affects airport staff, airlines, passengers and operations teams. 

Recognizing this complexity early, the owner and project leadership established a structured partnering framework before key project decisions were finalized. The goal was not simply to improve communication but to create a culture where stakeholders could openly surface risks, share expertise, and make decisions collectively. 

• That structure included: 
• Facilitated partnering workshops 
• Leadership alignment sessions 
• Project surveys and scorecards 
• Clear escalation pathways for issues 
• Shared problem-solving processes 

Over the course of the project, more than 40 partnering sessions and over 40 team surveys helped track alignment, trust, and team effectiveness. 

This framework ensured that when challenges emerged (and they did) the team already had the tools and relationships needed to address them. 

A Project That Had to Adapt 

The project began with a straightforward mission: connect terminals and build a new office facility. 

But like many major programs delivered during this era, the project was soon forced to adapt. In late 2020, as the COVID-19 pandemic disrupted the aviation industry, portions of the interior scope were temporarily suspended while the team developed the Guaranteed Maximum Price. 

Rather than allow uncertainty to fragment the team, the partnering structure helped maintain alignment among stakeholders. When work resumed, the project’s scope evolved to include the creation of the Airport Integrated Operations Center, a sophisticated command center where airport leadership, security personnel, and operations staff could coordinate in real time. 

Adding a highly technical facility in the middle of a paused project could easily have introduced conflict and delays. Instead, the team leaned into collaborative decision-making to bring together designers, builders, operators, and technology specialists to redefine priorities and move forward with a shared vision. 

For partnering practitioners this tipping point moment highlights a core lesson: alignment built early allows teams to adapt later. 

Turning Collaboration Into Daily Practice 

Partnering on the SFO C3C project was not limited to occasional workshops. It was embedded in day-to-day project organization. 

Stakeholders used regular surveys and scorecards to measure how the team was functioning. When survey results showed collaboration dipping during remote work periods, leadership took immediate action by reestablishing co-located workspaces near the job site. 

That move restored informal interaction, accelerated problem solving, and strengthened relationships across organizations. 

The project team also emphasized transparency in decision-making. Issues were raised quickly, reviewed collectively, and resolved with input from the people closest to the work. 

Rather than escalating conflict, the process focused on maintaining momentum.

Solving Complex Problems Through Partnering 

Over the life of the project, the team faced numerous technical and logistical challenges that could have easily stalled progress. 

Electrical Infrastructure Challenges: During design and construction, the team discovered significant constraints related to power requirements for critical airport operations systems. Addressing the issue required coordination between engineers, contractors, code authority, and airport leadership. Through open dialogue and shared problem solving, the group developed solutions that maintained both compliance and schedule. 

Technology Integration Decisions: Plans for integrating operational technology systems required reevaluation as the project evolved. Instead of moving forward with a traditional outsourced integration package, the team collaboratively reassessed the strategy and developed a more tailored, cost-effective approach. 

Late-Stage Construction Constraints: When installation conflicts appeared in a crowded electrical room late in the project, designers, inspectors, and contractors worked together to redesign the configuration and coordinate construction sequencing to avoid major delays.  

In each case, the team relied on the same partnering principles: transparency, shared accountability, and a focus on solutions.

Building One of the Most Advanced Operations Centers in the U.S. 

One of the most ambitious elements of the project was the creation of the Airport Integrated Operations Center (AIOC) 

The facility brings together airport departments that were previously spread across multiple locations. Within the center, teams monitor airfield operations, passenger flow, security systems, and emergency response activities from a single coordinated environment. 

Developing the center required close collaboration between operational stakeholders, technology specialists, designers, and builders. To ensure the space would truly function as intended, the team created a simulation environment where layouts and workflows could be tested before construction was finalized. 

This process helped align the needs of multiple departments while avoiding costly redesigns later in the project. 

The result is a facility often described by stakeholders as mission control for the airport. 

Safety, Performance, and Trust 

By the time the project reached completion, the measurable outcomes reflected the strength of the team’s collaborative approach. 

The project achieved: 

• Over 700,000 labor hours with no lost-time incidents 
• Delivery within the project’s overall schedule and budget framework 
• Successful integration of complex operational technologies 
• High levels of stakeholder satisfaction 
• Strong partnering scores throughout the multiple lives of the project  

Perhaps most notably, trust among team members remained consistently high even as the project navigated a global pandemic, staff turnover, and evolving scope. 

For many participants, the project demonstrated that partnering is not just a philosophy—it is a practical management tool.

Lessons for the Industry 

For organizations working to advance collaborative delivery, several insights from the project stand out: 

1. Partnering must start early. Establishing alignment before major decisions are made creates resilience later. 

2. Measure team health, not just project metrics. Surveys and scorecards provided early signals when collaboration needed attention. 

3. Leadership engagement matters. Executive involvement helped resolve issues quickly and reinforced shared goals. 

4. Co-location still matters. Even in an increasingly digital workplace, physical proximity strengthened relationships and decision making. 

5. Treat collaboration as core priority. Just like design or construction, the partnering processes require planning, resources, and commitment. 

These lessons align closely with the mission of the International Partnering Institute to help industry leaders Deliver Partnering that Works. 

A Connector in More Ways Than One 

Today, passengers walking between terminals at San Francisco International Airport may see only a new corridor and a modern building above it. 

Behind the scenes, however, the project represents something much larger: a demonstration of how collaborative delivery methods can help teams overcome uncertainty and complexity while achieving exceptional results. 

The Courtyard 3 Connector quite literally connects parts of the airport, but its larger legacy may be how it connected organizations, disciplines, and people around a shared way of working that can shape how future SFO projects are delivered. 

For the partnering community, it’s a reminder that the most important structures we build are often the relationships that make everything else possible. 

Written by Jim Eisenhart, MIPI

What this ongoing dialogue will accomplish:  Enable IPI members to develop both an understanding of – and a strategy and tactical means for – turning around challenged construction projects with velocity.

Your multimillion-dollar construction project started smoothly.  Competent people, from highly credible organizations, began with good intentions.  They’ve all read the book or attended seminars on how to execute, say, a design-build project.  They know how teamwork on a successful construction project is supposed to work and the importance of trust.  Your project may even have been one that was negotiated or using a collaborative Project Delivery Method (DB, CM@Risk, etc.).

Regardless, things soon stalled.  People who were friendly are now wary; e-mailing has replaced talking.  Their shields are up.  You now find yourself facing delays, cost overruns, and unresolved disputes that can easily devolve into unresolved claims.  

Stakeholders are spending more time letter writing, case-building and pointing fingers than making proactive plans for project success.  The game now for every stakeholder is “playing not to lose”.  This spreads like a wildfire and every stakeholder feels compelled to respond in kind.  Distrust and the stress it generates are slowly burning out you and your colleagues.  Everyone dislikes going to work.

Who started it?  Who knows?  Stakeholders can keep arguing hoping to win day-to-day individual battles.  But who wins in the end?  There’s a saying that if you ever want to have all stakeholders on an adversarial construction project agree on anything, ask them “what are the consequences of continuing to be adversarial?”.  And it is an interesting phenomenon that virtually all problem projects – from a billion-dollar transit line to a 2-million-dollar curb and gutter repair -- share the same characteristics.

Paradoxically, this universal agreement on the results being a collective train wreck can be the basis for a full project reset or turnaround.

We all know what doesn’t work. That includes management mandating change or lecturing stakeholders on the importance of teamwork, working together or developing trust.  And of course, forget slogans, or rah rah motivational talks which have a half-life of maybe two days.  

Why?  Most of us resent being told how to behave and besides, it is the other guy or gal that needs to change, not me.  Also, each of us has a different interpretation of how good communication or teamwork is supposed to work on a construction project.  There’s always the option of changing out key employees.  This as most stakeholders know, is costly and all too often doesn’t work.  

Dan Gilbert, a senior executive at Kaiser Permanente once told me, 

“Jim, a big problem with these new alternative delivery methods is the assumption that because we’re using this collaborative PDM, we don’t need to discuss and align on goals; the change order process, or how we will expedite the resolution of disputes.  This assumption can kill a project”.

There is no one best way to execute a construction project, let alone resolve a problem job.  If there was everyone would read the book, attend the seminar or try to exactly replicate the way a team worked together on a previous successful job of theirs.  Yes, your previous award-winning project is not a blueprint for future project success.  It’s kind of like saying that your Super Bowl winning team can repeat by executing the exact same game plan in the following season.  Yes, we can all learn from success, but now you have got some new players on your team with different abilities and skills.  And what worked against your rivals last season is no guarantee to work in the upcoming season.  Hubris can be fatal both in sports and on construction projects.

Provide your stakeholders with a choice – actually five choices:

#1.  Argue about who is right or wrong about why this job is not going well.  This is a fool’s errand.  Everyone has a different assessment or opinion – backed up by concrete examples -- of why this job is not working.  And, even if your assessment is the “right one” your fellow stakeholders will probably reject if only because it is coming from someone they do not trust.

#2.  Focus on solving our current problems.  This may work in the short term.  But there are two problems.  Number one:  agreeing on what are the problems actually are.  And, number two, even if we were to agree and come up with resolution, it offers no assurance that we will be able to solve tomorrow’s problems.  It’s also a reactive process that can make stakeholders defensive.  As in, “it’s not my problem, if you would just do your job”.

#3.  Just execute the job per the plans and the specs.  This of course is simplistic since each stakeholder can easily -- and honestly -- come up with their own interpretation of what the plans and specs call for.  This at best produces grudging compliance while arguing over the minimum necessary “to get by”.  

#4.  Do nothing.  We do not mean literally “do nothing” rather let this project play itself out the way it is currently going.  What does the end game look like?  And describe the day-to-day working environment?  As noted above, this is easy for stakeholders to concur on.

#5.  Do a complete project reset.  Acknowledge the reality of where this job is today and that we are not advocating short cutting or compromising contractual commitments or the specifications.  Rather, we will set aside our history — to include current conflicts and unresolved changes and claims (NOPC’s);  We will take these off the table today and put them in, as Brian Cahill, semi retired SVP for Balfour Beatty once told me — "a lock box”.  We will revisit them, if they still exist, only after we have developed and committed to an offensive game plan to win as a team. We will then create as a team “partnership goals” for the balance of this job (typically equating to schedule, budget, quality, dispute resolution, and 3^rd party impact).  These goals will not be contractually binding.  Challenge your team to create what are called “moonshot” goals as exemplified by President Kennedy’s commitment in 1961 about us going to the moon before the end of the decade.  High, but not impossible, goals can bring forth inspiration and real commitment.

Important:  set your team goals before you talk about how we will achieve them.  Only then identify key processes that we will need to expedite in the next 60 to 90 days to achieve the goals.  Typically related to expediting submittals, RFI’s, change orders, quality, schedule, and dispute resolution.  Taking each, then identify teams with names of individuals drawn from each stakeholder who can best contribute to the process. Then leave them in action with measurable personal commitments to deliverables.  Finally establish a process for team accountability and recognition going forward.

Here is the “good news” about “problem projects” as described to me by a Senior VP at one of the top 10 largest GC’s:  “Jim, when a project is just so-so, people may just reconcile themselves to slogging through it.  But if the job is truly screwed up and you give them these choices, they will all jump on the last one”.

Written by Eileen Sien, P.E., MIPI  

In recent years, thanks to the success of best-selling author Ryan Holiday, a stoic approach to life has become more mainstream, inspiring a whole new audience to the stoic philosophy.  It seems only right to take a few minutes to look through the lens of stoicism as it relates to construction and the core tenets of collaborative partnering. It is pretty easy to see the value of applying the stoic approach to construction and more importantly to project teams.  

Similar to life, construction is not an industry of smooth paths. It is an industry of challenges, delays, conflicts, imperfect plans, weather disruptions, labor shortages, failed inspections, and constant pressure to deliver more with less. Anyone who has spent time in the field knows this truth: if you’re waiting for conditions to be ideal, you’ll never build anything.  This is where the stoic principle known as “The obstacle is the way” becomes not just philosophy, but a practical operating system for construction professionals. 

At its core,  in construction, ‘The Obstacle Is the Way’ means that difficulty is not something to avoid in construction, rather it is the true test of a project team. Every project begins with high expectations, but reality quickly intervenes. Materials arrive late. The site conditions don’t match the drawings (especially with regard to utilities). A subcontractor underperforms. The first instinct is frustration: blame follows, complaints rise, and stress builds. Stoicism teaches a different response: the event itself is neutral. It is how you interpret and respond to it that matters.  

In construction, obstacles clarify responsibility. You may not control the weather, inspectors, or supply chains, but you do control preparation, communication, decision-making, and leadership. The best construction teams are not the ones who face fewer problems, rather they are the ones who respond to problems with discipline and speed. 

Stoicism is a shift in perspective about the goal: construction is not about comfort or perfect projects; it is about excellence of character under pressure. When schedules slip, wisdom determines the next best move. When safety is at risk, courage demands stopping work. When conflict arises, prudence requires fairness over blame. When tempers flare, temperance keeps leaders calm and focused. 

These virtues are not theoretical -they show up daily on job sites. In fact, construction is one of the few professions where character is tested in real time. Amor fati (“loving one’s fate”) takes this further. It means embracing construction as it truly is, not as you wish it were. Change orders, constraints, and complications are not interruptions; they are the work itself. A project team who resents this reality burns out, but construction teams who accept this reality with neutrality grow stronger, sharper, and more valuable. 

Stoicism demands action. When something goes wrong, the right question is not “Who caused this?” but “What does this situation require of me right now?” That question moves projects forward.  Every difficult job, every hard lesson, every near-miss builds resilience. Smooth projects build confidence. Hard projects build capability. Over time, those capabilities define reputations and careers.  Construction will never be easy. But it can and is purposeful. 

The next time a project throws an obstacle in your path, pause before reacting. Reframe it. Focus on what you control. Act with discipline. Let the challenge sharpen your skill instead of draining your energy. If you want to build better projects, stronger teams, and a lasting career, stop fighting obstacles and start using them to grow stronger - individually and as a team. 

Written by Sue Dyer, Founder, IPI

As we close out 2025, we at IPI want to pause and celebrate you, our members. We know how hard you work, how much you give, and how often the daily challenges of projects can make it feel like the wins slip by unnoticed. But this year, you accomplished more than you realize. You led, you learned, you collaborated, and you built lasting impact for your teams and communities. This short reflection is our gift to you: a chance to look back with pride, gather the moments that mattered, and see just how much you truly achieved in 2025. 

10-Minute New Year’s Eve Reflection 

Set the Scene (1 minute) 
Take a breath. Find a quiet moment. Remember: this isn’t about perfection, it’s about recognizing all the growth you might have overlooked. 

Step 1: The Big Picture (2 minutes) 

• What’s one project, achievement, or personal milestone from 2025 that you’re most proud of? 

• If you had to give 2025 a “title” or theme, what would it be? 

Step 2: Hidden Wins (3 minutes) 

Often our biggest accomplishments are disguised as everyday persistence. Ask yourself: 

• What challenge did you overcome that seemed impossible at first? 

• What new skill, habit, or mindset did you build this year? 

• When did you show up for someone else in a meaningful way? 

• What’s something you learned about yourself as a leader, teammate, or person? 

(Tip: even small things, like a hard conversation, showing kindness on a tough day, or staying consistent, count as wins.) 

Step 3: The Gratitude Lens (2 minutes) 

• Who supported or inspired you in 2025? 

• What unexpected good thing happened that you didn’t plan for? 

• What brought you joy this year, big or small? 

Step 4: The Wins List (2 minutes) 

Now, make a quick list of 10 wins from 2025. 
These can be big (a completed project, certification, award) or small (a lesson learned, a new friendship, a personal breakthrough). By the time you hit #10, you’ll see how much you’ve accomplished, grown, and loved this year. 

Step 5: Close with Celebration (30 seconds) 

Read your Wins List back to yourself. Smile. You did all of that in just one year. 
Write one sentence starting with: “Because of 2025, I am stepping into 2026 with…” (confidence, wisdom, courage, hope, joy, whatever fits for you). 

From all of us at IPI, thank you for the dedication, effort, and heart you bring to your work every day. Your commitment to building stronger teams and better projects makes a difference not only in your organizations, but across our entire industry. As you step into 2026, carry forward the pride of all you accomplished this past year. We are honored to have you as part of our community, and we look forward to celebrating even more successes with you in the year ahead. 

Written by Sue Dyer, Founder, IPI

‘Twas the night before Christmas, out on the site, 
Not a hard hat was stirring, the welds all were tight. 
The plans were all stacked in the trailer with care, 
In hopes that no RFIs soon would be there. 

The partners were nestled all snug in their vests, 
Dreaming of projects that pass every test. 
The owner with the builder, the designer with cheer, 
Had just settled in for a bright new year. 

When out by the crane there arose such a sight, 
The crew dropped their cocoa to gaze in delight. 
Away to the scaffolds they ran with a dash, 
Climbed up the ladders in one joyful flash. 

The moon on the steel gave a magical glow, 
And what to their wondering eyes did it show? 
A Christmas tree shining from high overhead, 
With bright lights and garlands and hard hats in red. 

The crew cheered together, their voices rang clear
“Happy Partnering to all, and a brilliant New Year!” 

Written by Sue Dyer, Founder, IPI

Construction projects are, at their core, a series of problems and challenges that teams rise to meet day after day. A new issue arises, the team rallies, they find a solution, and then they press forward to climb the next mountain. While this relentless drive is what gets projects built, it also creates a hidden risk: if teams never stop to celebrate their milestones, projects can become a long, demanding series of frustrations. Over time, that wears people down. Morale slips, relationships fray, and burnout takes hold. 

That’s why great project leaders know that success isn’t just about solving problems, it’s about celebrating the solutions. Pausing to recognize what’s going right keeps people motivated, strengthens relationships, and recharges the team for the road ahead. 

Why Celebration Matters 

When we stop to celebrate, we do more than acknowledge an achievement. We: 

• Build motivation. Recognizing progress reminds the team why their effort matters and inspires them to keep pushing. 

• Strengthen collaboration. Celebrations bring people together in ways that meetings and reports never can, creating trust and camaraderie. 

• Reduce burnout. A pause to celebrate offers perspective, showing that the work is adding up to real success. 

Think of it this way: just as regular safety talks keep workers focused on what matters most, regular celebrations keep your project team focused on the bigger picture of progress and success. 

Practical Ways to Celebrate 

Celebration doesn’t need to be big or expensive. The key is sincerity. I have worked with several teams whose first purchase was a grill so they could celebrate. Here are some other practical ways leaders can recognize milestones: 

• Games & Activities. Organize a basketball game, golf outing, or even a group hike. Shared fun builds bonds that carry over to the jobsite. 

• Brown Bag Lunches. Once a month, gather for an informal lunch to reflect on what went right and call out those who made it possible. 

• Press Releases or Newsletter Articles. Public recognition in the company newsletter or local paper lifts spirits and creates positive PR. 

• Tokens of Appreciation. Simple, sincere rewards, a project-branded hat, mug, or jacket, go a long way in reinforcing positive effort. 

• Family Events. A picnic or day at the ballpark not only honors the team but also shows families that their support matters. 

• Creative Gestures. A thank-you card, a special cake, or even a playful “scorekeeping” contest around project milestones can make celebration memorable. 

The most effective leaders make these moments a regular rhythm of the project, not just a one-time gesture at the ribbon cutting, or the annual safety lunch.  

Partnering and the Power of Celebration 

At IPI, we know that projects succeed when teams are aligned and collaborative. Structured Collaborative Partnering provides the framework for teams to problem-solve together, but it also reminds us that relationships need reinforcement. Celebration is one of the most powerful reinforcements you can offer. 

The IPI Project Leader Certification Training equips leaders with the mindset and tools to foster collaboration, maintain momentum, and, importantly, celebrate the wins that sustain teams through tough challenges. 

A Call to Action 

As you move forward on your project, stop for a moment. Look back at what your team has accomplished. Then choose a way to celebrate, large or small, that fits your people and your project. You’ll find that recognition not only lifts spirits but also builds resilience for the next mountain ahead. 

Because projects aren’t just built with steel and concrete, they’re built by people. And people thrive when their efforts are seen, appreciated, and celebrated.

Written by Sue Dyer, Founder, IPI 

Anger is part of being human. On every construction project, tensions can run high, deadlines shift, plans change, weather interferes, and sometimes people just plain disagree. The challenge isn’t that anger shows up. The real issue is how we deal with it when it does. 

Left unchecked, anger can derail teamwork, damage relationships, and even put people at risk. According to the National Institute for Occupational Safety and Health, in 2023 46 construction workers lost their lives to workplace violence, largely from co-worker disputes. In 2025, construction still holds one of the highest rates of on-the-job violence, and it is also the industry with the highest rate of suicide. Clearly, learning how to deal with anger constructively is not optional. It’s essential for safety, productivity, and the health of our people. 

Where Do You Fall on the “Anger Thermometer”? 

Think about how you usually respond when anger rises. Do you quickly escalate to being furious, fuming, or even “ballistic”? Or do you tend to simmer with frustration, wanting to get even? Maybe you just get bothered or annoyed but keep it bottled up. 

Wherever you find yourself on the anger scale, the important thing is to recognize the signs early and bring your temperature down before it boils over. 

Seven Habits of People Who Handle Anger Well 

People who manage anger effectively do seven key things: 

1. Treat anger as normal. They know it’s not a flaw to feel anger, it’s just part of life. 
2. See anger as a signal. Anger is information that something needs attention. 
3. Pause before acting. They take time to think before responding. 
4. Express anger in moderation. They stay in control instead of lashing out. 
5. Aim to solve problems. Their goal is resolution, not just venting. 
6. Communicate clearly. They state their concerns in ways others can understand and respond to. 
7. Let it go. Once the issue is resolved, they don’t carry it forward. 

It takes practice!! By adopting these approaches, you not only keep yourself steady, but you also set the tone for others on your team. 

Practical Tips for Cooling Down 

When you feel anger growing, try these strategies: 

• Stay calm. Soften your face, breathe deeply, and talk quietly. 

• Use moderation. Keep your anger at a mild or medium level; don’t let it spike. 

• Remember you have a choice. You can say no to being pulled into someone else’s anger. 

Make It a Team Conversation 

Anger is contagious, but so is calm. This month, try using this as a toolbox talk with your project team. Ask: 

• What tends to set us off? 

• What strategies can we commit to for keeping anger under control?  

• How can we support each other if someone loses their cool? 

By having this conversation up front, you create a culture where people feel safe addressing problems before they escalate. 

Collaborative Partnering is about building strong, resilient teams. Keeping anger in check is a key part of that. Use this article as a toolbox talk on your project, and if you want to take it further, consider the IPI Project Leader Certification training. It equips teams with the collaborative tools they need to handle conflict, build trust, and keep projects moving forward, even when the pressure is on.

Written by Sue Dyer, Founder, IPI   

In construction, one constant remains: change is inevitable. Whether it’s a scope adjustment, an unforeseen condition, or a decision made later than planned, change has the power to either derail a project or, if managed proactively, be absorbed with minimal disruption. For owners and contractors, learning how to anticipate and respond to change is one of the most important skills for keeping projects on track. 

This is where the Delta Factor comes into play. Research from the Construction Industry Institute (CII) shows that when a change occurs has as much impact on cost and schedule as the change itself. For example, if a significant change hits at 25% completion, recovery is still possible. But if that same change arrives at 75% completion, the odds of getting back on schedule drop dramatically. 

The Hidden Cost of Change 

CII also found that the amount of change matters. Projects with less than 5% total change usually finish ahead of plan, while those with more than 10% change often suffer from steep productivity declines. Even more striking: design-phase changes almost always carry into construction. If your design has 20% change, expect about 20% change in the field. That means poor design management can all but guarantee costly construction problems later. 

This gives project leaders an early warning system: if the design phase feels chaotic, take action before shovels hit the ground. 

Building Resilience to Change 

Since change is inevitable, the real question is: how well does your team adapt? The most successful teams aren’t those who avoid change, but those who are resilient in the face of it. Resilient people and teams tend to share five key traits 

• Positive – They see challenges as opportunities rather than threats. 

• Focused – They know what success looks like and keep their eyes on the goal. 

• Flexible – They adapt quickly when things shift. 

• Organized – They manage uncertainty with structured approaches. 

• Proactive – They lean into change instead of resisting it. 

Here’s a quick self-check exercise: 
Rate your team from 1 (low) to 5 (high) on each of these five traits. Where do you score strongest? Where do you need to grow? Use this as a starting point for discussion in your next project meeting. 

Partnering Makes the Difference 

The truth is, no single leader can manage the Delta Factor alone. Successful navigation requires a collaborative environment where owners, contractors, and all stakeholders share information openly, act early, and support one another in building resilience. This is exactly what Structured Collaborative Partnering is designed to create. 

At IPI, we’ve seen time and again that teams who practice collaborative partnering are far more effective at managing change and protecting project outcomes. 

If you want to take your skills, and your team’s skills, to the next level, explore the IPI Project Leader Certification Training. This program equips project leaders with the tools, strategies, and mindset needed to guide their teams through uncertainty with confidence. 

Bottom line: Change is inevitable. But with the right mindset, proactive partnering, and the skills taught through IPI’s Project Leader Certification, owners and contractors can turn the Delta Factor into a powerful advantage, keeping projects on track, teams resilient, and outcomes successful.

Written by Sue Dyer, Founder, IPI    

You are the builders of the modern world,

not only with steel and stone,

but with an unseen mortar of trust.

Through Collaborative Partnering,

you lay foundations of respect and care,

and from these, towers rise and bridges stretch.

Trust is not written in contracts;

it is born in honesty,

and in the steady hand that says,

“I will walk beside you until the work is done.”

This Thanksgiving, we honor you—

our members who believe in cooperation,

who prove that trust builds the future.

Together, we give thanks.

Written by Sue Dyer, Founder, IPI      

Every construction project team is unique. That’s why no two partnering sessions should look the same. The right agenda depends on where the team sits within the Four Stages of Partnering, a practical framework that helps leaders diagnose current dynamics and choose interventions that move the team forward 

Stage I: Reduce Conflict by Creating Control 

Stage I is the “controlled” stage, but only after leaders confront conflict head on. The immediate objective is to reduce conflict by restoring a sense of control for all parties. Practically, this means translating hot button issues into very detailed, specific agreements, who will do what, by when, and how progress will be verified. As people follow through on these commitments, reliability becomes visible and the first shoots of trust begin to grow 

Real world example: On a contentious bypass project mired in disputes, the team started in Stage I. Through partnering, they surfaced core issues, then cowrote highly detailed steps everyone could accept. As stakeholders consistently executed those steps, hostility cooled. The visible follow through seeded trust, opening the door to Stage II and, later, Stage III. The team never reached Stage IV, but the project still succeeded because leaders matched the partnering approach to the stage. 

Stage II: Build Trust to Enable Cooperation 

With conflict and early reliability established, the work of Stage II is to develop deeper trust, so cooperation becomes possible. Leaders should set measurable goals in the partnering session and then make progress highly transparent, regular check-ins, shared scorecard, and clear recognition when commitments are met. Trust at this stage is earned by consistency, not charisma. 

Stage III: Build an Effective One Team Culture 

By Stage III, “us vs. them” thinking gives way to one team, one table. Stakeholders focus on the project, not on each other, because trust, shared experience, and mutual understanding are now strong enough to sustain a highly effective team. Communication flows, problems surface earlier, and solutions are shaped collaboratively. This is where productivity and quality gains accelerate as coordination friction drops 

Stage IV: Maximize Opportunities Through Collective Creativity 

At the highest stage, the team operates so seamlessly that roles blur, you can’t tell who works for whom. The shared identity is “the project team.” With psychological safety and systemic trust in place, the group can maximize opportunities: reframing constraints, piloting better methods, and pushing performance toward what once seemed impossible 

Why Every Session Must Be Different 

Stages I–II are driven by dispute prevention and resolution; Stages III–IV are driven by creativity and innovation. That difference demands stage specific partnering: 

• Stage I: Priority on conflict resolution, detailed agreements, and verification rituals. 

• Stage II: Priority on measurable goals, transparent progress reviews, and reliability signals. 

• Stage III: Priority on alignment to project outcomes, integrated planning, and joint problem solving. 

• Stage IV: Priority on opportunity hunting, innovative ideas, rapid experimentation and implementation. 

Teams can also move backward under pressure. That’s normal, leaders should recalibrate the next session to the stage the team is in, not the one it used to occupy, or you want to be in. 

The Leader’s Edge: IPI Project Leader Certification 

Skilled leadership is what converts stages into results. The IPI Project Leader Certification equips leaders to (1) diagnose stage accurately, (2) select the right interventions, and (3) sustain momentum as conditions change. Certified leaders learn how to craft Stage I agreements that deescalate conflict, Stage II routines that compound trust, Stage III practices that fuse stakeholders into one team, and Stage IV habits that turn challenges into advantages. If your goal is to move more projects into Stages III and IV, where quality and value compound, this is the most direct path. 

Quick self-check: What stage is your project in today? What is the single most appropriate stage move you could make this week to nudge it one level higher?