The unmanageability of construction and the theoretical psycho-social dynamics of projects

Abstract

The article ‘researches’ construction fragmentation from the assumption that construction projects are ‘unmanageable’ (Mintzberg, 1982) in conventional terms, in an attempt to give thematic unity to this problem. Socio‐technical analysis which underlay the Building Industry Communications Research Project (BICRP) (Higgin & Jessop, 1963, 1965; TIHR, 1965; Chrichton, 1966) conducted by the Tavistock Institute for Human Relations (TIHR) from 1963 to 1965 is explored and developed, supplemented by other relevant authors. The argument is conducted formally without reference to particular examples and develops the debate provoked by Connaughton (2000). Formal statement of the problem assists reinterpretation (Boyd & Wild, 1999; Wild, 2001a) of existing material and new enquiry to clarify the conditions, if any, both necessary and sufficient, for the manageability of construction.

Iterative Project Processes within Temporary Multi-Organizations in Construction: The Self-, Eco-, Re-Organizing Projects

“…In those cases, actors tend to reject or modify a concept in order to adapt it to formally established structures and processes (Giddens, ), rather than modifying and/or designing processes in order to better integrate new ideas. Innovative ideas are sometimes intentionally ignored and discarded because they are considered too complex to manage—a pattern previously found by Wild (). This reaction, however, eventually produces adverse effects, intensifying iterations.…”

Project Communication Management in Complex Environments

“…The multiplicity of decision makers from different organizations with different goals and values influence resource allocation within shared problems oriented to the achievement of a plan or end result (Wild 2002). The project teams are linked by various types of contractual relationships and professional rules that determine the organization structure and project delivery system.…”

Culture and Leadership in Stakeholder Management

“…The uneven distribution of power results from the reality of the diversity of construction and hence participants in the processes are not necessarily equal. This uneven distribution of power creates potential confl icts in the processes of construction projects (Wild, 2002). There are many spheres where power can be manifested and utilised.…”

“…According to Wild (2002), 80% of construction projects involve one-off clients and are non-recurrent. There is mounting pressure for construction to collaborate.…”

“…The discourse of change towards collaboration espouse improved contracts, communications and management (Egan, 1998). The recommended change, however, remains aspirations of the policy makers (Wild, 2002). The inception, design, construction and operation of any construction project require the participation of various agents according to their professional knowledge, experience and their required input into the specific project.…”