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We explore the design risk factors and associated managerial practices driving collaborative risk management for design efficacy in green building projects. By illuminating project design risk as an important project risk category in its own right, the study contributes to our understanding of optimising design efficacies for collaborative project risk management.

The study comprises exploratory interviews conducted with 27 industry project practitioners involved in the design and delivery/implementation of Green Star-certified building projects in South Africa.

The findings discursively highlight seven sources of design risk. We also identify seven specific collaborative risk management practices for design efficacy emerging from a consideration of how risk environments vary in the Green Star-certified projects, each with its own project design risk implications.

The study advances our understanding of how collaborations emerging from particular relational yet context-specific practices can be optimised to strengthen project risk management.

This study aims to provide prescriptions through a practitioner lens to managers and leaders wishing to cultivate an organizational environment characterized by employees’ voluntary open upward communication.

This paper presents a two-step progression to fostering successful voluntary upward communication, framing manager’s feedback inquiry as a precursor to enabling employee voice. Rationale is provided for each step based on an extensive review of the management literature. At times, the reviewed research reveals counterintuitive findings that serve to underscore the importance of this article.

Hallmarks of effective organizations include managers who are open to feedback and employees who are comfortable providing it. Specific, actionable and feasible advice is provided for managers to seek feedback more actively and to inculcate a culture of open upward communication.

This paper offers guidance that goes beyond the traditional practices adopted by organizations to encourage upward communication, feedback and employee voice. Yet, this guidance is no more difficult to enact than these more common approaches and it is supported by a growing body of research that has yet to be fully translated into lay terms.