Conflict Resolution In Civil Engineering Construction Industry

scrap Resolution In Civil Engineering crook IndustryIntroduction booking exists in society gener onlyy, includes in family, work and so on. It is important and necessary to make up ones mind all kinds of remainders expeditiously and successfully. Inevitably, passage of arms is also a reality in the gracious engineering complex body part industry. It puzzle outs the operation of purposes, increases the monetary value of projects, wastes various resources, delays the duration of engineering, decreases staff motivation. Conflict has beget a serious bother in the civil engineering verbal expression industry (Davies, 1998). Conflict resolution becomes to a greater extent and more practice sessionful and crucial.There be quaternity objectives in the report fasten the concepts of fighting and construction industry, expound the significance of fight resolution, check up on the curtilages of create strifes and recommend well-nigh system actings to resolve conflicts.Me thodologyIn the report, thither be four briny objectives. There argon three main meters to accomplish the objectives. The inductive approach is used in the report.Firstly, finding out the key words of the report topic, it is necessary to read some(a) books, journals, periodicals and articles from library and websites. volume could understand the concept of conflict, the significance of conflict resolution, reason of causing conflicts and how to resolve conflicts. Secondly, according to the knowledge, author could define concepts, understand different opinions from different writers and analyze the different opinions. Thirdly, after studying and pondering, author expounds her own ideas of the four objectives.Literature reviewThe definition of conflict is that the wait on of cooperation is incompatible and unfavorable (Rahim, 1992). It is universal and exists with incompatible cooperation (Davies, 1998). Conflict exists in all more than one personal work environment. It is thron g used to considering their own affaire rather than others (Humphrey, 2008). Hellard (1992) thought that conflict is not only caused by a train of events. Peoples emotions could involve in the events and influence the causing of conflicts inevitably.The civil engineering construction industry ask many professional masses to involve in, such as Architects, Structure Designers, Constructors, Building and Quantity Surveyors and so on. There argon some kinds of conflicts in building industry, Zikmann (1992, p55) said that these include interest conflicts, structural conflicts, value conflicts, birth conflicts and data conflicts.Conflicts get along commonly between main contractors and the sub-contractors (Harding, 1991 as quoted in Langford, 1992). Not only eat up that, however conflict also occurred between contractors and clients, or contractors and clients architects. any(prenominal) particles, such as project types and sizes, procurement systems and government policy, could influence the conflict aspects (Lavers, 1992).Effectively managed conflicts argon necessary. It requires that the construction managers create enough abilities to resolve conflicts. The reason of causing conflicts is various. The legal age of conflicts argon developed because these be not responded correctly and timely. On the contrary, worthless managed conflicts could deteriorate the issues (Zikmann, 1992).There are some reasons of causing conflicts in construction industry. Some are because the construction plan is not clear. It confuses twain client and contractor. Some are because over-scope of task between contractor and his subcontractors. The contractor requires subcontractors to do extra work. Some are because time is not enough to complete the project. Others are because the client asks for extra work only if refuse to pay more money and extend the time of completion (Klinger, 2009).Contingency is another reason of causing conflicts. In construction industry, the ro les of every part could change. It means that in the radical environment, there are some barriers to influence relationship balance (Langford, 1992). It is a key ability for managers to manage the complicated relationship net working of project which is limited time and budget (Zikmann, 1992).Dispute avoidance is useful in construction steering. Conflicts are often caused by wrong consideration, inadequate preparatory and plan or poor project procedures and budget. The best-selling(predicate) expressive styles to avoid conflicts are early negotiation, risk audits and training (Brewer, 2007).The best way to resolve conflicts is prevention. It requires project managers to acquaint the objectives of client, make reasonable project plan and have the ability of prediction. People can jot the reason of causing conflicts before happening, but it is difficult to predict when the conflict will occur. Therefore, the certainty of predicting conflicts at the beginning and end is less than in a construction project (Cree, 1992). Not only prediction, but also communication could help to resolve conflicts. Poor communication could cause misunderstanding (Mackie, 1992).Follett(1940, as quoted in Rahim, 1992) said that there are some mains to resolve conflicts, such as domination, compromise, consolidation, avoidance and suppression. Fenn (1992) said that the new method to resolve conflicts is alternatives of litigation and arbitration. KuTenk (2000) classified the strategy of conflict resolution into three parts, avoidance, diffusion and antagonism. It is the method to resolve general conflicts and problems. It lacks of pertinence for construction industry. For construction industry, managers need the ability to negotiate to resolve conflicts (Jambro and Siddiqi, 2008). talks is the most common method to resolve conflicts. It is more flexible, economic and efficient than other methods (Dieterle and Ramirez, 2001). Mediation could avail negotiation. Parties select a medi ator to help them resolve the conflicts. Mediators could assist all parties to resolve but they have no right to compel any party to agree (Goodman, 2006).Arbitration was the favored method to resolve conflicts in 1980s and 1990s. It is efficient and economical. Litigation is resolution of conflicts in the court. It is a long and expensive process (Klinger, 2009).Dispute review board (DRB) is build before starting of construction. Mostly, it is composed by three construction professionals who have abundant experience. It is highly effective and could reduce the cost of conflict resolution. Over 70% people thought DRB is better than arbitration about resolution result (Harmon, 2003-2004).The conflict resolution in England and Wales has some methods. It is divided into two parts non-binding and binding. In non-binding, there are conciliation, executive tribunal and mediation. In binding, there are adjudication, arbitration, expert determination, litigation and so on (Davies, 1998).Di scussionConflict is a kind of phenomenon which exists in everywhere commonly in the society. Every person has their own ideas, standpoint and interest, it is impossible to unify all ideas of all people. Therefore, the existing of conflicts is automatic consequence. Especially in civil engineering construction industry, there are so many people, roles and tasks, complicated relationship and interested parties.The conflict usually occurs between client or designer and contractor, contractor and subcontractors, contractor and workers or worker and worker. Any relationship is very important and could become the key point to influence the whole project. Good conflict resolution could bring high strength and more profit. Bad conflict resolution hinders the smooth process of construction project.The reasons of causing conflict are very various and complicated. These could be summarized into four types time, money, task allocation and contingency. Time means that the project could not be c ompleted on time. In consequence of the changes of design, unreasonable plan in construction stage, works programme are delayed. The kind of conflict often occurs between client or designer and contactor.The conflict is caused by money includes contractor does not gain money from client, contractor refuses to pay wages to workers, poor financial budget, material price fluctuation. Task allocation reason means that the project plan is poor, the duty assignment allocation is ambiguous, task allocation is unfair, harsh work environment and so on.Contingency is an uncertain element but exists generally and inevitable. It could be occurred in every aspect. Contingency usually can not be dealt with in time because of indeterminacy.Conflict likes a barrier for construction industry. Conflict resolution becomes more and more important. Domination and suppression are unacceptable methods. These methods could cause more serious conflicts. Four ill-uses method could be used to resolve proble ms about conflicts when people manage a construction project.First step is to prevent. Prevention could resolve conflict before occurring. Good conflict prevention needs excellent managers who have enough abilities to make project time and cost plan sensibly, manage all kinds of relationships well and prescribe tasks reasonably. Everyone take his due responsibility and obligation. It is the best way of resolving conflict to minimize the probability of causing conflicts.Second step is to establish a group which includes some experts who have extensive experience. These experts could make use of their experience to resolve a constituent of contingencies as curtly as possible and avoid the conflicts are deteriorated by their experience. Not only that, they also can give some salutary advice to resolve conflicts in other travel.Third step is to negotiate. Negotiation is an effective and economical method to resolve conflict. Conflict is the problem of two or more parties rather tha n only one party. So it is important to have good communication and good relationship between every party. Negotiation is a good way to get with every party. People could get the main reason of causing conflict and discuss the best way which every party can accept to resolve conflicts. Conflict could be resolved as soon as possible and avoid be deteriorated. Mediation is another way to negotiate between parties. It needs a mediator who selected by every party to help them to resolve conflicts. Negotiation could resolve conflict without breaking relationships. It is a double win method to resolve conflict between parties.Fourth step is arbitration or litigation. These are the resolution process in court. The differences are litigation needs discovery or jury and allows appealing. The process of arbitration or litigation is very long and takes a lot of money. It means that people spend long time and increase the cost of project but conflict is not always be resolved well. Do not use the step if conflict could be resolve by the first three steps.ConclusionConflict is occurred between different people or interest parties. In civil engineering construction industry, client, contractor, subcontractor and worker are four main grammatical constituent parts. Conflict likes a barrier to baffle the entire project. It is important to deal with and resolve conflict.There are four main reasons of causing conflict, time, money, task allocation and contingency. Good managers and reasonable approaches are necessary for conflict resolution. Prevention, expert group, negotiation and arbitration are four steps to resolve conflicts. These could assist to resolve conflict as soon as possible and minimize loss in civil engineering construction industry.ReferenceBREWER, G, 2007. Dispute avoidance. Contract Journal, 437(6611), 22.CREE, C A, 1992. Managing disputes. In FENN, P and GAMESON, R (Eds). Construction conflict caution and resolution. London EFN SPON, 47-53.DAVIES, E et al (Eds), 1998. Dispute resolution and conflict management in construction. London EFN SPON.DIETERLE, R A and RAMIREZ. A M, 2001. Using the project neutral process to resolve contentious disputes. AACE International Transactions, ABI/ express Global, CD51- CD56.FENN, P and GAMESON, R (Eds), 1992. Construction conflict management and resolution. London EFN SPON.GOODMAN, A H, 2006. Resolving differences. Kitchen Bath Business, 53(7), 46-47.HARMON, K M J, 2003-2004. Construction conflicts and dispute review boards Attitudes and opinions of construction industry members. Dispute Resolution Journal, 58(4), 66-75.HELLARD, R B, 1992. 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