Attitude-Based Strategic Negotiation for Conflict Management in Construction Projects

Abstract

An innovative negotiation methodology for managing conflicts in construction projects is presented in this article where multiple decision makers are involved. The proposed negotiation methodology has a unique ability to consider the attitudes of the decision makers, which is an important psychological factor in the negotiations that take place in various stages of a construction project. The methodology is developed at the strategic level of decision making in which the graph model for conflict resolution (GMCR) is employed in assisting decision makers, such as project managers, to achieve the best strategic decision, given the competing interests and attitudes of the decision makers. A real-life case study is used to illustrate how the proposed methodology can be conveniently applied in practice and to demonstrate the importance and the benefits of incorporating the attitudes of multiple decision makers into the negotiation process in order to better identify the most feasible resolutions. The proposed negotiation methodology has been implemented in a negotiation decision support system that assists project managers in tackling real-world controversies, particularly in complex disputes that occur in construction projects.

Petri net model for supply‐chain quality conflict resolution of a complex product

“…Hipel et al (2011), Walker et al (2010,Wang et al (2011) andYousefi et al (2011) made many contributions to this domain.…”

The Complexity and Simulation of Revenue Sharing Negotiation Based on Construction Stakeholders

“…Koskinen and Makinen addressed the question of what sort of role do boundary objects play in negotiations of contracts in the project business context [12]; Yousefi et al presented an innovative negotiation methodology for managing conflicts in construction projects where multiple decision-makers are involved [13]. Cheung and Chow uncovered the underlying factors affecting withdrawal in construction project dispute negotiation from a behavioral perspective [14].…”

A Review of Conflict Management Techniques in Projects

“…The attitude of project manager is a predictor of conflict outcome. When the project manager exhibits positive attitude more positive and beneficial outcomes result from the negotiation process (Yousefi et al, 2010). In conflicting situation, one has to convert the destructive conflict into a constructive cooperation and collaboration for the better project performance (Reich, 2006;Du et al, 2011).…”

“…Negative outcomes include competition, disputes, strained relationships, low morale, inefficiency (Englund et Bucero, 2012), low productivity and performance , grievances, attrition, higher absenteeism, mistrust, low motivation and less job satisfaction and reduced coordination and cohesiveness . Usually project managers prefer negotiation to find the best alternative solution for the conflict in picture (Yousefi et al, 2010). The attitude of project manager is a predictor of conflict outcome.…”

“…In projects conflicts can occur between design and requirements, design and implementation and also among designers themselves. Construction projects became very complex and different stakeholders have different conflicting interests and objectives (Yousefi et al, 2010). Usually in the storming stage of team development, there are more chances for frequent conflicts.…”