Quantifying the predictability and preventability of conflicts between construction project parties

Abstract

PurposeAlthough 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/approachWithin 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.FindingsThe 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/valueThis 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.

Assessment of interorganisational conflict in building refurbishment projects using EFA and PLS-SEM

“…effective communication (Wu et al 2017) and trust between organisations (Noori and Mokariantabari 2019a; Cerić 2021), complete contract documents (Xu 2011) and meaningful interactions with tenants (Yee et al 2013). Moreover, Charkhakan and Heravi (2022) observe that identifying the organisations' culture and elevating their decision-making patterns constitute the most effective way to control IOC in construction projects.…”

Measuring sensitivity to change orders in construction projects using eigenvector centrality and radius of gyration

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