Safety design management processes to mitigate design errors

Some organizations lack processes to mitigate design errors that may result in potential accidents or loss of life during building construction. Managers are concerned about preventing injuries and accidents, which may promote safer working conditions during construction. Grounded in the transformation-flow-value theory of production, the purpose of this qualitative single case study was to explore safety design management processes that managers use to mitigate errors. The participants included 7 members from 1 design firm with business operations in the United States northeastern region. Data were collected from semistructured interviews and company document reviews. Data were analyzed using Yin's 5-phase, where 5 themes emerged: developing standardized processes and procedures, collaboration and information sharing, active senior management involvement, allocating technical design experts, and leveraging technology implementation. The key recommendation for building design managers is to develop and implement a systemic and systematic approach to establish detailed communication protocols to improve the design management processes to mitigate design errors. The implications for positive social change include promoting safer and healthier working environments to protect workers' well-being and increase community residents' living standards.