Improving project collaboration : start with the conflicts
By: Terje I. Vaaland
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Material type: 
ArticlePublisher: Nijkerk : Elsevier, 2004International Journal of Project Management 22, 6, p. 447-454Abstract: The paper aims at exploring how collaboration between clients and major contractors can be improved in situations where tension is challenging relationship continuation. Relationship conflict is reduced through the identification of conflictual events and analysis of differences in both parties' perceptions. By addressing these events it is possible to reveal the underlying dimensions of tension and reluctance for relationship commitment and trust. In order to improve the level of collaboration a process is tested on a Norwegian construction project. The managerial implications of the process is that tension between the contractor and the client can be reduced to a level where the relationship can survive, and even grow stronger than prior to undertaking the process
The paper aims at exploring how collaboration between clients and major contractors can be improved in situations where tension is challenging relationship continuation. Relationship conflict is reduced through the identification of conflictual events and analysis of differences in both parties' perceptions. By addressing these events it is possible to reveal the underlying dimensions of tension and reluctance for relationship commitment and trust. In order to improve the level of collaboration a process is tested on a Norwegian construction project. The managerial implications of the process is that tension between the contractor and the client can be reduced to a level where the relationship can survive, and even grow stronger than prior to undertaking the process
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