EVALUATION OF CONSTRUCTION CONFLICT MANAGEMENT IN LAGOS AND ONDO STATES, NIGERIA

Abstract

This study appraises conflict management in the construction industries in Lagos and Ondo States with a view to enhancing construction projects in the study area through proper conflict management. The study identified the causes of conflicts in the construction industry, assessed the effect(s) of conflicts on construction projects performance, explored the approaches to conflict management in the study area, and evaluate the effectiveness of conflict management in the study area. Primary and secondary sources of data were employed for the study. Primary data were gathered from 98 construction professionals in the built environment in Lagos and Ondo States. The data collection tools used for the study were questionnaire and interview guide which were distributed to the respondents in order to evaluate Construction Conflict Management and Resolution Techniques in Lagos and Ondo States, Nigeria. Respondents were selected through purposive sampling technique. Purposive in the sense that those who have not witness conflict in any of their projects were not included in the study. Descriptive and inferential statistical tests were used in the analysis of the data. The presentation of the data was done using frequency tables and charts. Likert scale was used and Mean Item Score was used in ranking the variables of causes of conflicts, approaches to conflict management, and effectiveness of conflict management. T-test (ANOVA) was also used to evaluate the difference in the opinion of the various professionals involved in the study within Lagos and Ondo States. Findings on the assessment of the sixty-seven (67) causes of conflict in the construction industry identified from the literature show that Task related causes was ranked 1st with an overall mean score of 3.94 closely followed by external influence causes with an overall mean score of 3.91. Behavioral antecedent causes and emotional triggered causes was ranked 3rd and 4th with overall mean score of 3.73 and 3.65 respectively. On the task-related conflict, “disagreement about strategy and poor planning’’ were both ranked first by the respondents with an overall mean score of 4.05. “Budget allocation” with overall mean score of 4.16 top the list under the most important external variable that influences conflicts in an organization by the respondents. “Anger” with overall mean score of 3.89 was the most significant factor that triggers emotions in an organization. Regarding behavioral antecedents, “Hostility” with overall mean score of 4.06 was rated first by the respondents. On the effects of conflict on construction project performance, the study reveals that conflict leads wastage of construction resources, it increases construction cost and time. These two were ranked 1st and 2nd with overall mean score of 4.29 and 4.28 respectively. Evaluating the different approaches to managing conflict, the study found that compromising, avoiding and yielding/accommodation were the top three ranked conflict management styles with an overall mean score of 3.83, 3.83, and 3.82 respectively. It further revealed that greater percentage of the respondents agreed that the discovery of professional and personal goals of team members, clarifying your expectation, definition of control parameters, as some of the strategies for reducing conflicts in an organization. The study found a relationship between the general information of the respondents and the largest projects involved in. a statistically significant difference was also found in the largest projects involved in by the construction companies in the two states. The study concludes with the recommendations that: construction managers/Project Managers should ensure that conflict of any kind is not allowed to degenerate in to dispute and lawsuit as litigation has been found not to be the best option in conflict management, it is important also that project team leader should broaden their knowledge and acquire skills in the area of claim negotiation, (3) conflict management should be introduced as part of training of construction professionals who can take up the position of a project team leader at any time so as to be familiar with all the strategies and techniques needed for adequate conflict management.