Challenges for integrated design (ID) in sustainable buildings

It is often argued that integrated design (ID) is a powerful way to enhance collaboration in construction projects. This collaboration is seen as a way of improving innovation to create more sustainable buildings. Contrary to the traditional silo-type and linear design process, ID is based on upfront stakeholder involvement and a holistic approach to project decision-making. Although ID’s premises are theoretically-founded, a close empirical look at its practices shows that numerous challenges compromise its results and efficiency. This study examines the ID process through an iterative process that includes the construction of a conceptual framework and its empirical validation. We examine three green construction projects in Canada. Based on the analysis of 26 interviews with key project stakeholders and more than 198 construction documents, the study assembles–and ultimately applies–a multi-lens framework based on four themes: the fragmented nature of construction; risk perception; stakeholders' commitment; and efficiency in the design process. Results show that three tensions arise in ID practices: between collaboration and process efficiency, between short-term and long-term goals, and between integrated methods and traditional ones. The study sheds light on ID limits and reveals how stakeholders can improve their interactions to design more sustainable buildings.