Thurnell, D (2004) Emotional intelligence and the value management facilitator. In: Khosrowshahi, F (ed.) Proceedings of 20th Annual ARCOM Conference, 1-3 September 2004, Edinburgh, UK.
Abstract
The importance of the facilitator in the Value Management (VM) process has not been accorded sufficient emphasis in the literature to date, particularly in the construction management field. This paper aims to develop a deeper understanding of the conceptual construct of emotional intelligence (EI), Value Management facilitation, and group effectiveness, and to discover how these factors may influence the achievement of successful VM outcomes in the construction industry context. An exploratory review of the literature is undertaken, which suggests that the VM facilitator needs to possess attributes that include leadership qualities and competence in a variety of management skills related to human dynamics, particularly in emotional intelligence (EI). Furthermore, raising the "emotional awareness" of VM facilitators may provide the opportunity to enhance the effectiveness of the VM process, particularly in the New Zealand construction industry, where the "soft" VM approach (incorporating facets of soft systems methodology) is increasingly being adopted at the pre-design project stage. The emotional intelligence of the VM facilitator can significantly influence the socio-emotional issues encountered in the VM workshop, thereby effectively managing the group process, in order to enhance the value achieved on construction projects.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | emotional intelligence; group facilitation; soft systems methodology; value management |
| Index terms: | dynamics, construction project, competence, value management, effectiveness, emotional intelligence, construction industry, workshop, soft systems methodology, New Zealand, facilitator |
| Subjects: | psychology, practitioner, construction type, systems engineering, industry analysis, personnel development, production management, Geography, research methods, performance management, management |
| Topics: | Value Management, Human Resources, Quality Management, Construction Technology, Roles and Professions, Engineering Principles, Project Management, Geographical Context, Research Practice |
| Descriptive scope: | 3 PCT |
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