ABSTRACT

Professionals are paid to make informed decisions on behalf of their clients. Indeed, it could be argued that the value added to the project is related to the quality of the decision-making processes. Understanding how individuals and groups make decisions and the pressures brought to bear on the decision-making process is an important factor in the successful management of interdisciplinary projects. Decision making in AEC projects involves a wide range of participants, making interdependent decisions at different times and at differing levels within the project. Communication skills and the ability to cooperate are essential in order to make decisions and hence achieve the various work packages. However, as noted earlier in the book, neither communication nor cooperation skills should be taken for granted; both require continual effort from the participants to ensure that the most appropriate decisions are made for a given context. Participants have varying levels of power and input during the project life cycle. Similarly, the values held by individuals, their trust in others and the ability to interact harmoniously (or not) will colour the decisions made. Furthermore, individuals respond differently to various decision-making stimuli and may wish to tackle problems in different ways to their fellow participants. This can have a bearing on the ability of multidisciplinary groups to make decisions and hence function effectively.