Managing conflict in construction megaprojects: Leadership and third‐party principles

Abstract

This article examines the importance of conflict resolution skills and techniques when managing the complex relationships and interdependence necessary for large‐scale construction projects. Partnering between multiple public and private organizations is often required in order for these projects to succeed. The authors examine the specific partnering skills that contributed to the success of the Woodrow Wilson Bridge project.

Cost Overruns in Hydrocarbon Megaprojects: A Critical Review and Implications for Research

“…Research conducted by Jergeas () on a Canadian Alberta mega‐oil sands project revealed that the absence of knowledgeable leadership in engineering, procurement, construction, and start‐up of mega facilities contributed to significant cost overruns being experienced. A core required characteristic that has been suggested for leadership in a megaproject is the combination of vigilance and dynamism (i.e., propensity for action) (Anderson & Polkinghorn, ). Oil and gas megaprojects are typically massive in size and technicality; they often cover a long period of time thereby exposing the project to numerous potential risks.…”

“…An appropriate leadership style that engenders high levels of motivation within a project team is needed to minimize the risk of these problems occurring (Anderson & Polkinghorn, ; Ghosh et al, ). The fifth edition of the PMBOK® Guide recommends that strong leadership is required to ensure all phases of a project are successful.…”

Toward the Activist Ombudsman: An Introduction

“…To give just one example, years of working with disputes among collaborating scientists at NIH led me to recognize certain recurring issues in scientific work such as order of authorship on published papers, tensions between collaborators regarding the direction of a research project, problematic relationships among members of a scientific team, and issues about sharing data. As I came to see that many of these issues become conflicts because collaborating scientists had not been clear about their expectations of one another at the outset of their collaboration, I borrowed from mediators working with the Army Corps of Engineers the idea of developing partnering agreements for large‐scale construction projects (Anderson and Polkinghorn ) and adapted it to scientific collaborations. The result was a template for what we jokingly call “prenuptial agreements for scientists.” (See the to this article.…”

Application of Game Theory to Conflict Management in a Construction Contract

“…• tender preparation, selection of a contractor for construction works [1][2][3][4], • entities cooperation [5], • setting a portfolio of orders, • building a market entry strategy for a new entity, product or service (technology), • negotiating terms and conditions of cooperation of the parties to the contract [6,7], • mediation between contractors, • wage negotiations with employees, • selection of the optimal technological variant [8,9], • simulation of the course of conflict between entities competing in the same market, exploiting the same resource (e.g., employees, materials) [10][11][12][13][14][15], • simulating the course of the "price war" between sellers of construction production, enforcing obligations of the parties to the contract [16], • simulating the course of the conflict resolved in court, • simulating the operation of the entity (development company, executive, warehouse of building materials) in a situation of high competition in the construction market [17][18][19], Sustainability 2019, 11,1983; doi:10.3390/su11071983 www.mdpi.com/journal/sustainability Sustainability 2019, 11,1983 2 of 12…”