By Andrew Dainty
Verbal exchange inside of project-based environments provides targeted demanding situations. this is often very true in the building undefined, the place interplay has a tendency to be characterized by means of strange teams of individuals coming jointly for brief classes ahead of disbanding to paintings on different endeavours. This booklet examines conversation at a couple of degrees starting from interpersonal interactions among undertaking members to company verbal exchange among companies. a number of non-typical views at the strategy of verbal exchange are brought to motivate the reader to contemplate conversation in a extra cutting edge demeanour. the mix of differing views illustrates the variety of communique difficulties dealing with these operating inside project-based environments. functional suggestions is equipped on attainable ideas to communique difficulties, and a few examples and case reviews are offered.
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Additional resources for Communication in Construction: Theory and Practice
As will be discussed in more depth later in this book, the term ‘project’ suggests that the endeavour in question has a uniqueness, novelty and transience not found in static production environments. This, in turn, also conveys an implied risk associated with the activity (Turner, 1998: 4). The role of the project management function is to manage the systems that relate to these features; namely the scope of work, the project organisation, the quality, the cost and the duration of the project. Communication is an essential ingredient of all of these managerial requirements.
Notes that the Hyatt Regency case was a troubled project that had experienced serious failures whilst in construction. Chaotic lines of communication and confused chains of responsibility between designers, architects and contractors existed which were manifested in a woefully inadequate inspection system. This type of man-made disaster is partly attributable to the multiple numbers of interactions between project stakeholders who rely on each other to fully complete design work. A more detailed example of the implications of the industry’s poor communication practices is provided in the case study at the end of this chapter.
Informally, project stakeholders are likely to express different opinions about an event that has occurred during a project or indeed the overall success of a completed project. These ‘competing narratives’ have been found to be more prone to exist in projects that involve uncertainty; integration and urgency (Turner and Muller, 2003). Such conditions are common in most construction projects and may act as the catalyst for the different beliefs expressed by project participants. Boddy and Paton (2004) have examined this issue and argue that these differences originate in the subjective interpretations of a project itself and from the cultural, structural, political and career interests of its participants.