People-centered innovation is a paradigm shift in the construction industry. It is derived from the supposition that people not methods, schedules, or budgets deliver projects. Our data suggest that a multilevel, multidisciplinary project team through shared vision, values, and a common vernacular defines, designs, and delivers more successful projects than traditional methods. These projects meet the needs of shareholders, the community, stakeholders, and the planet. We employ the concepts of emotional intelligence and agency theory to explain an integrated project delivery (IPD) construction project using lean tactics that not only delivered, but also exceeded expectations resulting in a six-month schedule acceleration and $60M savings over the original estimated cost of the project calculated assuming traditional project delivery methods. The safety rating for this project was 50% better than the national average and the expected improvement in operating margin for the new building is 33% greater. This paper introduces the notion of people-centered innovation to an industry that has struggled to adapt and show positive results over recent decades. Our case study describes the significance of people-centered innovation in construction project delivery. We discuss the implications for the construction industry going forward.

Conventional building processes, which still dominate the industry, take too long, cost too much, and often disregard their social and environmental impacts. Over the past 50 years, while most industries have doubled or tripled productivity, the commercial building sector has experienced negative productivity growth. In order to mitigate these practice outcomes, the industry must transform from a transactional to a relational team structure that is people-centered. An integrated project model that is grounded in relational contracting, climate, and context can significantly improve building project outcomes that benefit the three Ps of engaged sustainabilitypeople, planet, and profit. The relational project environment is built on a foundation of shared vision, values, and the basis for a common vernacular that guides human activity and generates human bonds. This chapter defines the three relational states and translates them into actionable steps with which to positively affect a building project team structure. The integrated project delivery framework lays the groundwork for a building project success model. However, the key to its realization is the level of flexible cohesion exhibited by the project team members. The collective levels of flexible cohesion determine the team's ability to create and maintain a relational project environment without which project success would be greatly diminished. The individuals' flexible cohesion potential is driven by their attitudinal and behavioral characteristics. In other words, processes alone do not deliver projects; it requires a team of engaged people.

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