Conflicts in construction /

"The book deals with all types of conflict but concentrates on the conflicts that lead to disputes in construction projects. The book shows the reader how to avoid, manage and resolve conflicts before they become serious disputes"--

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Whitfield, Jeff (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Hoboken, New Jersey : Wiley-Blackwell, 2012.
Temas:
Construction industry > Management.
Conflict management.
Construction > Industrie > Gestion.
Gestion des conflits.
TECHNOLOGY & ENGINEERING > Construction > General.
Conflict management
Construction industry > Management
Acceso en línea:Texto completo
Tabla de Contenidos:
  • 1. Conflicts in Construction
  • 2. Why Do We Need to Manage Conflict?
  • 3. Causes of Conflict
  • 4. Dishonesty and Self Deception
  • 5. Interpersonal Relationships
  • 6. Anatomy of a Construction Project
  • 7. Twelve Steps for Reducing Conflict
  • 8. Reducing Conflict
  • 9. Managing Conflict
  • 10. Informal Dispute Resolution
  • 11. Formal Dispute Resolution
  • 12. Conflict in Changing and Challenging Markets.
  • 1. Conflicts in Construction
  • 1.1. Recent history
  • 1.2. Understanding conflict
  • 1.3. Addressing conflict
  • 1.4. Positive aspects of a conflict
  • 1.5. The real causes of conflict
  • 1.5.1. Misunderstandings
  • 1.5.2. Sensitivity
  • 1.5.3. Values
  • 1.5.4. Interests
  • 1.5.5. People
  • 2. Why Do We Need to Manage Conflict?
  • 2.1. Functional conflict
  • 2.2. Dysfunctional conflict
  • 3. Causes of Conflict
  • 3.1. A conflict of ideas
  • 3.1.1. Environment
  • 3.1.2. Education
  • 3.1.3. Experiences
  • 3.1.4. Ideas
  • 3.2. A conflict of beliefs
  • 3.3. A conflict of interests
  • 3.4. The Fertile Ground Theory
  • 3.4.1. Prototype
  • 3.4.2. Change
  • 3.4.3. Delay
  • 3.4.4. Quality
  • 3.4.5. Time
  • 3.4.6. Money
  • 3.5. Internal conflict
  • 3.6. Internal conflict in construction
  • 3.7. Other factors
  • 4. Dishonesty and Self Deception
  • 4.1. Plain dishonesty
  • 4.2. Self delusion
  • 4.3. Cognitive Dissonance
  • 4.4. Confirmative Bias
  • 5. Interpersonal Relationships
  • 5.1. Anthropological factors
  • 5.1.1. Social filtering
  • 5.2. Sociological factors
  • 5.2.1. Experiential influences
  • 5.2.2. Interpersonal influences
  • 5.3. Physiological factors
  • 5.3.1. Physical attributes
  • 5.3.2. Health
  • 5.3.3. Sensitivity
  • 5.4. Psychological factors
  • 5.4.1. Perception
  • 5.4.2. Women and men
  • 5.5. Prejudice
  • 5.6. Personality types
  • 5.6.1. People
  • 5.6.2. Stress
  • 5.6.3. Personalities
  • 5.7. The urge to conflict
  • 6. Anatomy of a Construction Project
  • 6.1. Overview of the project and the parties
  • 6.1.1. The client
  • 6.1.2. The feed contractor/design contractor
  • 6.1.3. The Contractor
  • 6.2. The pre-contract period
  • 6.2.1. The analysis so far
  • 6.3. The contract period
  • 6.3.1. The analysis so far
  • 6.4. The dispute period
  • 6.5. Summary and analysis of the dispute
  • 7. Twelve Steps for Reducing Conflict
  • 7.1. Step 1: Communicate with precision
  • 7.2. Step 2: Listen and consider attentively
  • 7.3. Step 3: Think before speaking
  • 7.3.1. Tone is so very important in responding to others
  • 7.4. Step 4: Take time to build relationships
  • 7.5. Step 5: Be honest in your dealings with others
  • 7.6. Step 6: Do not dispute trivial matters
  • 7.7. Step 7: Look for common ground
  • 7.8. Step 8: Recognise and avoid prejudice
  • 7.9. Step 9: Express your understanding
  • 7.10. Step 10: Control your emotions
  • 7.11. Step 11: Apologise gracefully if you are wrong
  • 7.12. Step 12: Accept apologies gracefully if others are in the wrong
  • 8. Reducing Conflict
  • 8.1. People, people, people
  • 8.2. Interpersonal techniques
  • 8.2.1. Smile
  • 8.2.2. Use names often
  • 8.2.3. First impressions
  • 8.2.4. Show interest in others
  • 8.3. Perceptions and personalities
  • 8.3.1. Perception and reality
  • 8.3.2. Personalities
  • 8.4. Tactical behaviour
  • 8.4.1. Deceit
  • 8.4.2. Blackmail and coercion
  • 8.4.3. Bullying and duress
  • 8.4.4. Harassment
  • 8.4.5. Sarcasm
  • 8.5. Summary
  • 9. Managing Conflict
  • 9.1. Simple resolution techniques
  • 9.1.1. Fact finding
  • 9.1.2. Problem solving
  • 9.2. Control of conflict
  • 9.3. Conflict prevention
  • 9.3.1. Precautions
  • 9.3.2. Symptoms
  • 9.3.3. Alarms
  • 9.3.4. Starve the conflict
  • 9.4. Prevent conflict from spreading
  • 9.4.1. Address the conflict
  • 9.5. Call the professionals
  • 9.6. Summary
  • 10. Informal Dispute Resolution
  • 10.1. Negotiation
  • 10.1.1. People
  • 10.1.2. Preparation
  • 10.1.3. Negotiation: Building rapport
  • 10.1.4. Negotiation: Tactics
  • 10.1.5. Negotiation: Agreement
  • 10.1.6. Negotiation: Settlement
  • 10.2. Alternative Dispute Resolution (ADR)
  • 10.2.1. Dispute Resolution Agents, dispute resolution boards
  • 10.2.2. Mediation and conciliation
  • 11. Formal Dispute Resolution
  • 11.1. General principles of dispute management
  • 11.1.1. Avoidance
  • 11.1.2. Reduction
  • 11.1.3. Control and management
  • 11.1.4. Resolution
  • 11.2. Arbitration and Litigation
  • 11.3. Arbitration explained
  • 11.3.1. Arbitration agreement
  • 11.3.2. Selection of arbitrator
  • 11.3.3. The Arbitration
  • 11.3.4. The Arbitrator's award
  • 11.3.5. Appeal
  • 11.3.6. Arbitration panels
  • 11.4. Litigation explained
  • 11.4.1. The Writ
  • 11.4.2. Pre-Hearing
  • 11.4.3. Hearings
  • 12. Conflict in Changing and Challenging Markets
  • 12.1. Will people change?
  • 12.1.1. Social change
  • 12.1.2. Education
  • 12.1.3. Women in construction
  • 12.1.4. The New Man
  • 12.2. Will contracts change?
  • 12.2.1. Partnering
  • 12.3. Does Europe have anything better to offer?
  • 12.4. Conflict in changing market conditions
  • 12.5. More conflict or less conflict
  • you decide!

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