Paul Chinowsky

Dr. Paul Chinowsky

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Academic Career Length

23Years (2004-Present)

(Calculated once Scilit publication data is synced: current year − year of first publication + 1)

Representative Publications

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1 October 2008 in Journal of Construction Engineering and Management
Verified
Journal Article
Closed access
PCPaul Chinowsky
Paul Chinowsky
JDJames Diekmann
James Diekmann
VGVictor Galotti
Victor Galotti
Engineering and construction projects are dependent on two fundamental elements: (1) the ability to plan and manage the technical components of the project such as the tasks and resources; and (2) the ability of the project participants to effectively develop into a high performance team. Historically, the industry has focused extensively on optimizing the project management processes associated with the former element. In this focus, organizations have emphasized the ability to develop the optimum plan, allocate resources efficiently, and utilize control functions to ensure that the project stays on schedule and within budget. Although this has been effective, this engineering focus has reached the point of diminishing results. Specifically, the engineering approach to project management has neglected to recognize the importance of the participants to the success of the overall project. Rather, the engineering approach has favored the development of an optimum plan as the path to effective project manage...
1 April 2010 in Journal of Construction Engineering and Management
Verified
Journal Article
Closed access
PCPaul Chinowsky
Paul Chinowsky
JDJames Diekmann
James Diekmann
JOJohn O’brien
John O’brien
High-performance teams achieve outcomes that exceed the expectations of the project and often demonstrate unique or innovative approaches within a final solution. The foundation of this high performance is the ability to focus on the success of the team over individual objectives. However, the recognition of this emphasis is based on the establishment of professional trust and strong communications between the team members. The social network model of construction introduced a dual-focused approach to enhancing these elements and creating high-performance project teams. The approach emphasizes balancing both a traditional project management emphasis on efficiency of communications with a focus on the social factors that move the project team from efficient to effective. In this paper, the model is extended to present the results of four studies of organizations that are full-service engineering companies that also provide construction oversight services. The paper presents the results of these studies in ...
1 July 2006 in Journal of Management in Engineering
Verified
Journal Article
Closed access
CBColleen J. Butler
Colleen J. Butler
PCPaul Chinowsky
Paul Chinowsky
The study documented in this paper builds upon the concept of multiple intelligences by examining the need for a greater concept of intelligence within the construction profession. Specifically, the paper documents the study of 130 construction executives for their emotional intelligence (EI) as measured by their emotional quotient. In this study, the writers analyze the relationship between EI and leadership behaviors, specifically examining the relationship between EI and transformational leadership behaviors. The paper outlines the strengths and weaknesses found in executives in relation to developing transformational leadership behaviors. Through the use of established testing procedures, the researchers identify five specific components of EI that are related to transformational leadership behavior at a convincing level of statistical significance. Of particular importance is the identification of interpersonal skills and empathy as key EI behaviors that need additional attention during the developme...
1 April 2006 in Journal of Professional Issues in Engineering Education and Practice
Verified
Journal Article
Closed access
PCPaul Chinowsky
Paul Chinowsky
HBHyman Brown
Hyman Brown
ASAlberto Szajnman
Alberto Szajnman
ARAllison Realph
Allison Realph
The traditional civil engineering-based approach to construction engineering and management education focuses significant attention on core subjects such as scheduling, estimating, and contracts. This paper introduces an alternative approach to this education based on the concepts of project-based learning. Through the introduction of courses developed by the writers, the paper provides a foundation for changing current education approaches from a lecture-based format to a project-based format. In this format, students are challenged with open-ended problems requiring greater application of multiple engineering concepts as well as requiring interaction with outside experts from within the construction industry and related professions. An outline for a project-based learning course is presented with experiences and lessons learned from four implementations of the course. Student responses are presented to indicate the potential benefits of such an approach. This finding is further supported by the introduc...
1 July 2007 in Journal of Management in Engineering
Verified
Journal Article
Open access
PCPaul Chinowsky
Paul Chinowsky
PCPatricia Carrillo
Patricia Carrillo
The changes in the engineering-construction industry of the 21st century require organizations to take a more active role in developing knowledge management and learning organization initiatives. The need to both retain knowledge within the organization and focus on continuous human resource development throughout all levels of the organization is becoming a primary challenge throughout the industry. This paper addresses this challenge by focusing on the question of the link between knowledge management and learning organizations, and how to transform an organization from a focus on knowledge management to a focus on developing a learning culture. Based on a series of studies by the writers into the characteristics of both knowledge management and learning organizations, this paper outlines models of each of these concepts and introduces a bridge that details the level of knowledge management implementation that must be in place prior to an organization having the capacity to move to a learning focus. Add...
1 January 2007 in Journal of Management in Engineering
Verified
Journal Article
Closed access
PCPaul Chinowsky
Paul Chinowsky
KMKeith Molenaar
Keith Molenaar
ARAllison Realph
Allison Realph
The transformation of organizations from production-oriented entities to proactive learning entities that continuously leverage the knowledge of the workforce is a primary objective of management researchers. This focus has significant relevance to the construction industry where production-related research has predominantly overshadowed organizational development research. As one effort to change this emphasis, the writers present a research effort designed to study current organization learning techniques and technologies fielded by organizations both inside and outside of the construction industry. Through a series of exploratory case studies, the writers developed a maturity model together with the Construction Industry Institute that provides construction organizations with a framework for developing a learning organization culture. The maturity model focuses on learning organization characteristics of leadership, processes and infrastructure, communication/collaboration, education, and culture at th...