Abstract:
Conflicts in construction projects seem an increasingly prevalent phenomenon in Kenya, which keeps increasing perhaps because of the projects’ uncertainty, complexity, and diversity of participants. Management of these conflicts remains ineffective; prompting the urgent need for effective conflict management strategies. This study sought to investigate the practice of conflict management in construction projects in Kenya to develop a schematic framework for managing conflicts in construction projects, using project harmony potential as a measure of the occurrence of conflicts or their lack in construction projects. The study adopted a survey research design where questionnaires were used to collect data from project developers, contractors, and consultants working in consultancy or contractor firms. Both quantitative and qualitative paradigms were adopted in this research. Random sampling was used to identify the 122 respondents. Data obtained was analyzed using descriptive statistics, relative severity index analysis, Pearson’s correlation, inferential analysis, and thematic analysis. A statistical model was developed, explaining 69.1% of the project harmony potential, using the key factors influencing successful conflict management. These factors encompassed delay management, project team partnering orientation, direct provisions for conflict resolution in the Project Handbook, promptness of monitoring and evaluation work, CPM technical experience, and communication plan. Furthermore, the research synthesized a schematic framework for managing conflicts in construction projects, providing a systematic and comprehensive approach to conflict resolution. The developed model not only enhances project harmony potential but also serves as a valuable tool for generating feedback, enabling continuous improvements in future projects.
Keywords: Conflict, Dispute, Project participants, Project harmony potential, Conflict Management strategies
