The Bouwagenda is a collaboration between the Dutch government, the construction industry and knowledge institutes to tackle the challenges that currently face society. The most important challenge is the challenge of climate change and the transition of the construction sector to a circular system. This transition needs to happen in a revolutionary way. This thesis is aimed at proposing the first steps of a strategy on transitioning the construction sector by researching the significance and possibilities of a “different way of thinking” in the design of construction projects. A transition is defined as a process of fundamental and irreversible change in a society’s culture, (institutional) structures and practices. Two factors play an important role in transition: outside pressure and niche innovations. Outside pressure opens up the so called regime (how we do things) creating opportunities for niche innovations to develop and break with the conventions in the regime. Governing this process is considered a paradox since societal change is found too complex to handle in terms of straightforward management. Transition management therefore aims to develop governance systems to manage transition. A four step cycle stimulates the forming of coalitions and the execution of innovative experimental projects. These innovation experiments are an important driver for change but are alos differnt from conventional construction projects. An abduction 2 design approach to actually create innovative solutions in these experimental projects is found to be a promising strategy. To be able to apply this transition management strategy to the Bouwagenda the current situation of the construction sector needs to be examined. Based on literature and case studies the most important barrier was found in the separation between client and contractor. Also the organisational structures of experienced clients and high risks that come with large construction projects were found to be barriers in applying a transition management design approach. Inspiration for a strategy to overcome these barriers was found in competitive student innovation teams that create bottom up innovative solutions. National Bouwagenda Challenges are found to be the basis of a strategy for transition. The strategy consists of two parts, a management tool that can be used to assess the progress of the transition and make adjustments accordingly, and an innovation process for construction projects that take on the challenge. This process overcomes the barriers and is centred around early client and contractor collaboration in a design process and a designerly way of thinking.