Building Collaborative Trust in Construction Procurement Strategies

Jason Challender, PhD, is Director of Estates and Facilities at the University of Salford, UK, a member of its Senior Leadership Team, and responsible for overseeing a large department of approximately 350 estates and construction related staff. He is a Fellow and Board Director of the Royal Institution of Chartered Surveyors. Peter Farrell, PhD, is a Reader in Construction Management at the University of Bolton, UK, with over twenty-five years' experience in higher education and sixteen years' experience in industry. He is a Fellow of both the Chartered Institute of Building and the Royal Institution of Chartered Surveyors. Peter McDermott, PhD, is Professor of Construction Management and Procurement in the Built Environment at the University of Salford, UK, Chair of the North West Construction Hub, and a founding member and Joint Coordinator of CIB Commission W92 on Procurement Systems.

• Author Biographies xiForeword by Mark Farmer xiiiForeword by Emeritus Professor Peter Brandon xvPreface xviiAcknowledgements xixList of Figures xxiList of Tables xxv1 Introduction 1References 42 Context of the Lack of Trust in the Construction Industry 72.1 From Where Has the Lack of Trust Emerged? 72.2 Calls for More Research into the Study of Trust in Construction Contracting 92.3 Deficiencies with Traditional Construction Procurement 102.4 Overall Context of Collaborative Working and Partnering Within the Construction Industry 142.5 Why is Trust Important in Achieving More Successful Project Outcomes? Trust as a Collaborative Necessity 152.6 The Importance for Collaborative Working and Trust in Construction 172.6.1 Statistical and Academic Context 172.6.2 Government Context: Reports, Codes of Practice, and Recommendations for Change 192.6.3 Government Context: Construction Procurement in the Public Sector 232.6.4 Industry and Professional Context 232.7 Problems Challenging the Philosophy of Partnering: The Influence and Absence of Trust 242.8 Summary 29References 303 The Theory of Trust: Concept, Components, and Characteristics 373.1 Introduction to Chapter 373.2 What is Trust, Distrust, and Mistrust? 373.3 Potential Benefits of Trust: Incentives to Trust 393.4 Composition and Characteristics of Trust 393.4.1 Trust as a Multi-dimensional Construct 393.4.2 Components of Trust 403.5 Categories and Classifications of Trust 403.5.1 Integrity, Intuitive Trust, and Competence Trust 413.5.2 Calculus, Relational, and Institution-Based Trust 423.5.3 System-Based, Cognition-Based, and Affect-Based Trust 423.6 Importance, Influence, and Effects of Different Types of Trust 433.6.1 The Relative Importance of Different Categories of Trust Within a Construction Context 433.6.2 Influences from Conditional and Unconditional Trust 463.7 Relationships Between Trust and Distrust 483.8 The Dynamic Nature of Trust 493.9 The Fragility and Robustness of Trust in a Constantly Changing and Dynamic Environment 493.10 Summary 51References 524 The Challenge of Trust Initiation and Formation 554.1 Evolution of Trust from Social Sciences Perspective 554.2 The Notion of Trustworthiness 574.3 Mechanisms, Factors, and Processes for the Development of Trust 574.4 Measuring the Quality of Trust 604.5 Trust-building Mechanisms: Constructs and Attributes 624.6 Relationship Between Trust and Conflict 644.7 Trust as an Independent (Cause) and Dependent (Effect) Variable 654.8 Relationships Between Trust, Risk, and Control 654.9 Relationship Between Trust and Interdependence (Reliance) 684.10 Summary 70References 715 Introduction and Background to Collaborative Working and Partnering 755.1 What is Collaborative Working and Partnering? 755.2 Different Types and Variations of Collaborative Working 765.3 Mechanisms for Agreeing Tender Prices Under Partnering Contracts 785.4 Perfection Through Partnering Procurement: The Philosophy and Benefits of Teamwork and Integration of the Whole Supply Chain 795.5 Potential Problems and Risks for Collaborative Working and Project Team Integration 835.6 Summary 86References 876 The Importance, Reliance, and Influence of Trust in Construction Partnering 916.1 The Reliance and Importance of Trust for Construction Partnering 916.2 Propensity to Trust Theories, Applied to Collaborative Working 966.3 Trust as a Collaborative Necessity 1006.4 Relationship Between Trust and Collaborative Working as a Measure of Performance for Improved Project Outcomes 1036.5 Summary 105References 1077 Potential Problems, Barriers, and Risks for Trust in Collaborative Working 1117.1 Introduction to the Problem of Trust in Collaborative Working Relationships 1117.2 Potential Obstacles, Risks, and Difficulties 1127.2.1 Adversarial Practices, Relationships, and Behaviours 1127.2.2 The ‘One-Off’ Project–Based Nature of Construction Contracting 1137.2.3 Resistance to Change Old Familiar Working Practices 1147.2.4 Commercial, Economic, and Contractual Pressures 1157.2.5 Influence of Legislative and Governance Measures 1197.2.6 Organisational Barriers 1217.3 Methods to Address Potential Risks, Barriers, and Problems for Trust in Partnering Practices 1227.3.1 Incentives and Problem Solving Through Teamwork 1237.3.2 Partner Selection Processes, Key Personnel, Management Skills, and Training 1257.3.3 Risk Workshops 1277.3.4 Issue Resolution Processes 1277.4 Summary 128References 1298 Factors Which Influence the Development of Trust in Construction 1338.1 Introduction to the Factors for Influencing Collaborative Trust in Partnering Strategies 1338.2 Influence of Motivational Factors on Collaborative Trust in the Construction Industry 1388.2.1 Potential Benefits of Motivational Initiatives 1388.2.2 Types of Motivational Initiatives 1388.2.3 Communication and Cooperation 1398.2.4 Training, Education, and Continual Professional Development 1408.2.5 Relationships and Teamwork 1418.2.6 Fairness and Equality 1428.3 Influence of Ethical Factors on Collaborative Trust in the Construction Industry 1438.3.1 The Importance of Ethical Considerations for Partnering 1438.3.2 The Definition of Ethics 1448.3.3 Ethics from a Professional Perspective 1448.3.4 Governance and Regulation 1458.4 Influence of Organisational Factors on Collaborative Trust in the Construction Industry 1458.4.1 The Temporary Organisational Nature of Construction Projects 1458.4.2 Alignment of Organisational Strategies 1468.4.3 Management Systems and Processes for Sharing Information 1478.4.4 Blending of Beliefs, Values, and Attitudes Within Organisational Environments 1498.5 Influence of Economic Factors on Collaborative Trust in the UK Construction Industry 1508.5.1 Economic Rewards and Risks 1508.5.2 Aligning Commercial Interests; Financial Incentives 1508.6 Summary 152References 1549 Developing a Framework of Trust-Building Mechanisms for the Partnering Toolkit 1619.1 Previous Studies as Context for the Influence of Trust-Building Mechanisms in Generating Trust Within Construction Partnering 1619.2 Regular Workshops and Review Meetings with Mutually Aligned Objectives 1699.3 Fair and Equitable Incentivisation Schemes: Transparency and Sharing of Data 1729.4 Partnering Charters Encapsulating Ethical Considerations 1759.5 Senior Management Commitment, Effective Open-Communication Strategies, and Issue-Resolution Processes 1769.6 Co-location Arrangements 1809.7 Social Networking, Teambuilding, and CPD Events 1809.8 Integrated Project Insurance (IPI) Initiative 1829.9 Compatibility and Complementary Nature of Management Systems and Joint Evaluation Processes 1839.10 Styles of Leadership and Recognition and Alignment of Organisational Strategies and Mutual Objectives 1839.11 Partner Selection Processes to Achieve Aligned Synergies 1849.12 Summary 185References 18710 A Partnering Toolkit Based on Integrated Trust-Building Mechanisms 19110.1 Introduction and Purpose of a Partnering Toolkit 19110.2 Embedding Trust-Building Mechanisms into the Partnering Toolkit as Part of Collaborative Management Strategies 19110.2.1 Relationship Management 19310.2.2 Communications Management 19410.2.3 Organisation Management 19510.2.4 Risk Management 19610.2.5 Financial Management 19810.3 Incorporating Partnering Toolkit Within Procurement Processes 19810.3.1 Appointment of a Collaboration Champion Role 19810.3.2 Staged Approach to Integration of Toolkit Through Different Design Stages 19910.3.3 Requirement for Measuring the Status of Trust and Collaboration at Regular Stages 20110.4 Tailoring the Partnering Toolkit to Suit the Nature of Projects and Their Environment 20310.5 Monitoring of the Partnering Toolkit and Influence on Project Performance 20910.5.1 Reflective Practice and Action Learning 20910.5.2 Applying Lessons Learnt for Continual Improvement of the Toolkit 20910.6 Summary 211References 21211 Implications in Practice for Collaborative Trust in Construction 21311.1 Critical Success Factors for Trust in Collaboration 21311.1.1 Improvement Measures and Encouraging Best Practice 21511.2 Embracing Trust-Building Strategies 21511.3 Fostering Trusting Relationships for Management Outcomes 21811.4 Nature of Projects and Their Suitability to Trust-Building Strategies and Collaborative Working 21911.5 Need for Evidence of Project Benefits from Collaboration Management Strategies 22011.6 Implication for Future Construction Procurement Strategies; Potential Application of the Trust-Building ‘Partnering Toolkit’ 22111.7 Summary 222References 22312 Reflections and Closing Remarks 227References 228Appendix A Glossary of Terms 229References 234Appendix B List of Abbreviations 237Appendix C Collaboration Champion/Facilitator Services 239C.1 Introduction 239C.2 Facilitation Services 240C.2.1 Establishment of the Collaborative Project 240C.2.1.1 Kick-Off Workshop 240C.2.1.2 Risk Management Workshop 240C.2.1.3 Communications and Issue Resolution Workshop 240C.2.1.4 Performance Measurement Workshop 240C.2.1.5 Project Management Processes and Systems Workshop(s) 241C.2.2 Support for the Project Management Cycle 241C.2.2.1 Support to the Core Group 241C.2.2.2 Risk Management Meetings 241C.2.2.3 Communications and Issue Resolution Meetings 241C.2.2.4 Continual Improvement Meetings 241C.3 Summary 241Appendix D Partnering Charter (Details of project removed for confidentiality) 243Index 245