Abstract
Early efforts injected into design can improve design quality and reduce errors in deliverables, project costs, and negative iterations. Previous studies only focused on exploring design errors from a static cognitive perspective and on solutions targeting individuals' actions in isolation. The purpose of this research is to understand the process of design error emergence and assess the use of social network theory and simulation to compare traditional versus BIM/lean-based environments for design error management. This study presents a novel design error management strategy that focuseson team structures, interaction dynamics, and error diffusion. Theoretical results show that the use of BIM and lean practice reconfigures the structures and communication of design teams to identify errors earlier, reduce their reoccurrence, and restrict their diffusion.