Civil Engineering Reference
In-Depth Information
Decision-making should be devolved to the lowest level, both making
decisions speedy and at the same time creating ownership and commit-
ment throughout the lines of authority.
Site and other meetings are often lengthy and frustrating events and
this is invariably due to poor and inefficient chairing. Meetings should be
chaired by the most able rather than the most senior person. It doesn't
have to be the architect partner or the project manager; much better
a person who can manage the time well, and ensure everyone keeps
on task but still has their say. Agendas should be realistic and pre-
agreed to enable preparation, and support papers should be circulated
well in advance so that they may be read and considered before the
meeting.
Problems will occur. It is important to recognise this and agree an
early warning system so that they can be resolved as soon as they arise.
Problems ignored, or recognised too late, will damage both relationships
and the desired outcome.
Record-keeping should be for everyone's benefit. The form of records
and the distribution list should be agreed at the start of a project
so that everyone has access to the relevant information and queries
can be raised and resolved at the earliest stage. It serves no pur-
pose to secrete information in the hope of gaining advantage - or in
the fear that the other parties will know too much - at some later
date. There should be a spirit of partnering and cooperation from the
start.
9.4.3
Practise (and therefore model) openness/transparency
Following on from the last 'rule', openness means sharing information,
including records, so that everyone is fully informed and able to con-
tribute confidently. It means having no hidden agendas; being open and
up-front, and so encouraging other people to lower their defences and
to respond in a similar manner. Unfortunately it does also mean being
prepared to be abused occasionally, but the rare occasions on which this
happens should not cause the benefits of trust and cooperation to be
lost. They far outweigh the potential disadvantages.
Many successful contracts have been run on an 'open book' princi-
ple - nothing to hide, no one taking advantage, no one losing out. What
you see is what you get. What better model could there be for others to
follow?
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