Charkhakan, M H and Heravi, G (2023) Quantifying the predictability and preventability of conflicts between construction project parties. Engineering, Construction and Architectural Management, 30(5), pp. 1932-1950. ISSN 0969-9988
Abstract
Purpose: Although several studies have aimed to present models to predict conflict outcomes, fewer methods have been developed to analyze conflict manageability and provide management strategies based on prediction models. This research pitches into the manageability analysis of conflicts occur during the implementation of a proposed change in construction projects. In this way, a framework has been developed by defining two parameters: the predictability index and the preventability index. Design/methodology/approach: Within this framework, the predictability index determines how many outcomes of the prediction model can be used for conflict management based on the degree of clarity. The preventability index demonstrates how preventive measures for conflict management can be identified. Eventually, three preventive measures can be determined: (1) identifying weaknesses of decision-making patterns and organizational culture, (2) identifying events that may be prevented using soft skills and (3) identifying differences among similar change-implementation scenarios and evaluating causes of the differences. To demonstrate the capabilities of proposed framework, a practical example has been analyzed. Findings: The results show that the behavior of the project parties can be psychologically analyzed, and psychological conflicts can be distinguished from technical conflicts. Moreover, identifying the weaknesses of parties' decision-making patterns and their organizational culture is the most effective measure to prevent the conflicts. Originality/value: This research contributes to the construction body of knowledge by quantifying the predictability and preventability of conflicts between the project parties in a construction project based on: (1) the certainty level of the conflict occurrence and (2) the level of alignment between predicted outcomes of the conflict occurrence and the issued change request and/or change order.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | change management; change occurrence; conflict management; construction projects |
| Index terms: | body of knowledge, organizational culture, construction project, decision-making, methodology, change management, project party, prediction model, conflict management, change request, implementation, change order, management strategy |
| Subjects: | production management, contractual condition, research methods, management, sociology, decision analysis, conflict resolution, scope management, prediction and forecasting, knowledge management, contractual arrangements |
| Topics: | Contract Administration, Organizational Design, Business Strategy, Information Management, Research Practice, Project Management, Risk Management, Stakeholder Management, Procurement |
| Descriptive scope: | 4 PCTA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here