Work-group communication patterns in design and build project teams: An investigative framework

The manner of a work-groups' response to unexpected variations (change instructions) under UK design and build (D&B) arrangements is generally seen as being governed by the single point responsibility that this form of procurement promotes. Moreover, the task-oriented management structures which would be expected of the construction phase of this type of contract are typically focused upon the production process. However, these perceptions rely upon the supposition that communicative interfaces have little influence within such project environments, regardless of the level of synergy that the work-group has attained. Previous research has not informed the industry as to whether that is the case, as it has focused on the relationship of the end product with value for money, and not the formative aspects of the D&B process. This paper presents a research framework which takes a human focused perspective on D&B work-group efficiency. It suggests potential communication pattern problems within design and build work-groups, and specifically those resulting from change instructions imposed by clients. A range of potential barriers are identified, which suggest a need for a wider study examining intra work-group cultures across a range of D&B project scenarios. An innovative methodology is put forward for such a study based on a 'systems theory' approach. Its focus is on establishing the different perspectives, attitudes and behaviours of the work-group members in responding to change. By taking an holistic view of work-group interaction, it explores the professional, communicative and attitudinal interfaces that have a detrimental effect on information flow and problem solving efficiency.