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Conference papers

29 APR 2018

Do project managers need training in behavioural sciences?

The traditional function of the construction project management role is to integrate the technical variations between the different specialist roles involved in project delivery activities including risk management, to ensure integrative working practices devoid of cross purpose actions. This paper examines the behavioural patterns of the construction specialist roles responsible for design development and project risk management.

Two public sector and two private sector residential developments in the south eastern regions of England were examined. The findings revealed high incidence of intuitive decision making consistent with the prevailing theoretical evidence. The empirical evidence further confirmed intuitive decision processing practices differentiated along the lines of the dissimilarities in specialist roles.

The ensuing analytical inference being, intuitive construction risk management decision processing may require involvement of wide range specialist roles with affective heuristics relevant to the project context, and also, constant harmonisation of both the technical and behavioural differences of the assembled specialist roles. And in order to achieve this, there may be the need for behaviour science training for construction project managers to equip them with appropriate competencies to identify and manage the differences in behavioural patterns, in addition to the technical variations.