The coming weeks will mark 12 years since our first conversations with Transport for London (TfL) sparked the development of what would become a transformative tool for the construction industry: the RICS Conflict Avoidance Process (CAP).
In autumn 2013, TfL, and several of their project partners, approached us with a challenge. They were looking for a proactive, structured approach to managing emerging issues before they escalated into formal disputes. The result was CAP: a process designed to resolve issues early, preserve working relationships, and keep projects on track.
Since its launch, CAP has gained remarkable traction across the sector. It’s been rewarding to see how this approach has developed and is now an industry-wide movement with momentum of its own.
The influence of CAP has grown far beyond its London origins, leading to:
- The Conflict Avoidance Pledge, an opportunity for organisations to demonstrate their commitment to early resolution of matters.
- The Conflict Avoidance Coalition, which brings together over 100 leading organisations - including public bodies, contractors, consultants, and professional institutions - who are united in a shared mission: to reduce the financial, reputational, and relational costs of disputes through better conflict management.
- Replication in NEC contracts, recognising CAP as industry best practice
- Recognition by governments across the UK, the Americas, and the Middle East
- Adoption and use of CAP by major organisations and public bodies, demonstrating its scalability and impact.
- A growing movement to rethink how construction projects are managed. A cursory search of #ConflictAvoidance on social media will give an indication of its
We’re proud to have been part of its journey from the very beginning, and we look forward to seeing the routine adoption of CAP into all construction projects in the very near future.