Conflict Management
Date Posted: 02/13/2024
Conflicts on the construction site are a common occurrence. A recent study in the United States revealed that workers spend an average of 2.8 hours a week managing conflicts, translating to approximately $360 billion. Disputes and disagreements will arise when multiple parties, such as general contractors, owners, architects, and subcontractors, work together to complete a project. These stakeholders have different opinions and interpretations of how things are supposed to be done. Those differing opinions can lead to conflict. Unresolved conflicts in the workplace can lead to lingering adverse effects such as poor morale, hostility, and inefficient work. There are also actual costs involved if a conflict is allowed to progress or fester. See data from the Center for Construction Research and Training (CPWR) below.
What are Some of the Typical Initiators of Conflict on a Job Site?
Conflict must first be understood before it can be resolved. Conflict is inherent in any work environment with more than one individual. It's just human nature to consider personal preference over the opinion of others. In the construction industry, plenty of workers and leaders feel their way of performing, making decisions, or addressing other individuals is superior. It takes a willingness to listen to the "other side" to prevent conflict or to resolve differences. Some typical sources of conflict on construction sites are shown below:
Perceived or real safety issues.
Rework.
Missing equipment/tools.
Construction scheduling.
Owner specifications.
Working conditions.
Personal situations.
Steps to Manage and Resolve Conflict
Recognize that conflict is normal: Conflict is as natural to construction employees as breathing. Remember, not all conflict is destructive. Differing opinions in the workplace are healthy sources of creative and innovative solutions. It is essential to understand when the conflict is helping and when it passes that point and becomes harmful.
Don’t ignore the conflict: You can’t bury your head in the sand and hope it resolves. Tackling the conflict head-on and working toward a quick and amicable resolution ensures the project stays on track.
Even a tiny dispute that may appear inconsequential can become a more significant problem if unresolved. If you allow the parties involved to work it out independently, you still need to follow up and ensure there aren’t any lingering issues. Take action early to avoid further complications down the line.
Have a process to manage conflict: Internal management processes are the best barrier to construction disputes: this requires precise planning of the procedures and the steps to follow to avoid conflicts or to identify and manage them quickly. This often involves the deployment of several additional project management processes.
Use clear and open communication: Poor communication on the job site often leads to conflicts. Make sure that expectations are clearly communicated to everyone on the project. Keep everyone on the same page and up to date with any changes or alterations to the project or schedule. Open communication is vital in a dispute. Expressing your feelings about the situation and sticking to the facts will let the other person know you’re genuine in your actions. Focusing on the problem and not what the other person did will avoid unnecessary conflict.
Actively Listen: Listen to what the other person says without interrupting. Try to be objective. Then, ask open-ended questions to ensure each side understands the other person’s thoughts and feelings.
Avoid placing blame: When conflicts arise, it’s not always a matter of one party being right and the other being wrong. Sometimes the best solution is somewhere in the middle; you may have to give a little to get a little. Be willing to compromise and work together to solve the problem. Construction is all about cooperation and collaboration. Taking the “my way or the highway” approach quickly kills a good working relationship and will hurt your business in the long run. There are some non-negotiables for resolving conflicts, like following safety rules and regulations or adhering to building codes.
Keep emotions in check: Conflicts can escalate quickly from a simple disagreement to a shouting match. This isn’t necessarily bad; it just means that the opposing parties are passionate and feel strongly about their opinions. Having a heated debate is one thing, but you should defuse the situation before it becomes a physical confrontation.
Resolving conflicts is about making the best business decision for the project, not personal feelings. Both parties should focus on developing a solution in the project's best interest.
Seek to understand the root of the conflict: Without understanding what caused the problem in the first place, whatever solution you offer may come across as unfair and biased, which will drive an even bigger wedge between the workers. Determining the underlying issues causing the conflict is essential to decide on the best solution. Conflicts are often caused by different interpretations of plans and specifications, change orders, scheduling, and poor communication.
Actively listening to the opposing party or parties to understand where they are coming from or why they think or feel a certain way is the key to resolving disputes. This demonstrates to the opposing party that their opinions matter and that you are committed to working with them to resolve the issue.
Consider personal baggage that some individuals may be carrying: Some conflicting parties can't let go of past wrongs done to them or some past negative experiences they have always brought with them. Considering a person's baggage doesn't mean not holding individuals accountable, but it often explains why some folks take a particular negative approach or position that can contribute to conflict.
