by Henk Botha F.I.A.C., B. IUR. LL.B
© 2000 Bellstone Training
(International) Limited
You may not reproduce this report or
any part of it without the written permission of Bellstone Training
(International) Limited
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England
Conflict is normal in the construction industry. One should expect it. After all, the construction industry is one of the most diverse industries. It embraces many crafts and professions. It involves many parties, each with its own values, beliefs, interests, education and needs.
1. To avoid its escalation.
2. To prevent deterioration of relationships.
3. To avoid adverse effects on
timing and quality of the product.
4. To curtail the costs of conflict
resolution.
Misunderstandings
Misunderstandings usually occur because of poor communication. There is no dialogue, but a monologue: both persons are speaking, but not one is listening or hearing.
Values
Values differ between people, professions and skills.
Interests
People often have unrealistic expectations. The client wants quickness and a quality building at a low price. The contractor may want more time, a more reasonable quality and maximum price.
Personalities
Emotions play a role. Also, the ability to handle stress causes conflict. A persons self-esteem (or lack of it) can also cause conflict.
Environment
Factors under this heading include languages, dynamics, geography, childhood experiences, upbringing and religion.
Education
Education levels, both structured and unstructured learning, can have an influence on conflict.
Experience
It often happens that a contractor knows a solution won't work, while the client doesn't. A contractor thinks a solution will work, while a client doesn't agree.
Beliefs
Uniqueness of each project
Many things are different between projects. There are different teams, different funders and designers.
Visualization
Not all people are equally skilled to visualize two-dimensional drawings in a three-dimensional way.
Changes
Changes to plans, deadlines, payment dates, and so on, can cause conflict.
Delays
It doesnt matter whom or what one must blame for a delay. It could be the weather, a subcontractor, the bank or whoever. The mere fact that there is a delay, could cause conflict.
Quality
Parties often inadequately define quality. High quality may mean different things to a plasterer and to the project director or project manager. One must use objective standards to define materials and workmanship. One must precisely describe what one requires. A client may specify a much higher standard than what he really wants while wanting a lower price.
Money
Money is linked to quality. Penny wise, pound foolish. A sub-contractor may misunderstand your requirements and may quote a lower price than other contractors. When he realizes his mistake, conflict results.