Is there a Missing Link in Constructions Adoption of New Technology?

CHANGE MANAGEMENT: THE BRIDGE BETWEEN INNOVATION AND PRACTICE 

Despite construction technology offering tremendous potential, a significant barrier remains: the lack of change management.

As outlined in a 2024 global survey conducted by Bluebeam, one-third of construction industry professionals report that lack of training, integration, and technical challenges are major obstacles to adopting technology.

Our survey further shows that many firms struggle to achieve successful sustainability efforts or maximize the potential of AI due to insufficient training and support.

THE ROLE OF CHANGE MANAGEMENT IN CONSTRUCTION 

It’s a common mistake to assume that great technology sells itself. But in construction—a field built on tried-and-true methods—change doesn’t happen overnight.

Professionals across the industry rely on deeply ingrained workflows and processes, making the adoption of new tech challenging without the right support. Investments in change management are often overlooked in the rush to deploy solutions, but this oversight can be costly.

Implementing construction technology requires more than delivering a product; it demands that leaders communicate, train, and help teams understand why a change is needed and how it will benefit them.

Without these elements, even the most powerful tools may fail to gain traction. To put it simply: If people don’t know how to use new technology effectively—or if they don’t see its value—then it’s unlikely to be embraced.

THE PSYCHOLOGY OF ADOPTION: WHY RESISTANCE IS HUMAN 

To understand why change management often takes a backseat, leaders need to consider not just the economic realities of the construction industry but also the psychological forces at play.

Human beings are creatures of habit, and the construction industry exemplifies this truth. Over years, professionals develop deeply ingrained workflows that feel reliable and efficient. These routines provide a sense of control and predictability in an industry often fraught with challenges like tight deadlines, unpredictable weather, and safety risks.

When a new tool or technology threatens to upend these routines, it’s natural for resistance to arise—not out of stubbornness, but as a defense mechanism against uncertainty.

Psychologists refer to this as the “status quo bias,” a cognitive tendency to prefer the familiar over the unfamiliar, even when the unfamiliar might offer better outcomes. In the context of construction, this bias is amplified by the high stakes of the work. A disruption in workflow can mean missed deadlines, increased costs, or safety risks, making workers and managers wary of changes that might compromise immediate goals.

This resistance is not just psychological but deeply practical. Construction operates on thin margins, and success is often measured by immediate, tangible results. If a new technology disrupts existing processes—even with promises of long-term efficiency—workers may focus on the short-term risks to productivity and budgets.

Our report underscores this dynamic, revealing that 72% of firms still rely on paper-based processes despite the availability of digital tools. This reliance isn’t just about economics—it reflects the comfort and trust built around familiar methods, which new technology must work hard to overcome.

Leaders in construction technology need to address these psychological barriers head-on. Change management must be about more than training; it must acknowledge and address the fears and concerns that naturally arise when long-standing habits are challenged.

Effective strategies include not only explaining the “what” and “how” of new tools but also engaging with the “why”—showing workers how these changes align with their values and make their jobs easier, safer, and more rewarding.

By marrying the principles of human psychology with economic practicality, construction companies can pave the way for smoother transitions to modern tools. This approach recognizes that behind every technological shift are people, and their acceptance is the true key to meaningful adoption.

A ROADMAP FOR EFFECTIVE CHANGE MANAGEMENT 

Successful change management isn’t about one-time training or product updates—it’s about a systematic approach that embeds the new technology into the workflow and culture.

For construction technology providers, here are a few key steps to make change management a core part of every project:

1. Engage stakeholders early.

When users are involved from the start, they’re more likely to feel invested in the change. By gathering insights and addressing concerns before rollout, companies can anticipate challenges and build trust.

2. Prioritize customized training and support.

Every construction team is different, and a one-size-fits-all training approach often falls short. Companies should offer tailored training programs and resources that meet users at their skill level, building confidence and buy-in.

3. Build continuous feedback loops.

Technology shouldn’t be static, nor should change management. Encouraging ongoing feedback helps providers refine tools to better fit real-world needs, creating a cycle of continuous improvement.

By embedding these steps into every phase of a tech deployment, companies can bridge the gap between innovation and industry practice. This investment in change management pays off, as it leads to sustainable adoption and long-term value, ensuring teams are not only ready but eager to embrace new technology.

MAKING CHANGE MANAGEMENT A PRIORITY 

If the construction industry is to truly benefit from the transformative power of technology, change management can’t be treated as an afterthought. It deserves a central role in the conversation around construction technology. If we want to see innovation translate into results on the job site, it’s time to respect the people behind the process. It’s time to prioritize change management alongside development, making it a permanent part of the conversation.