The Beginning and Future of African American Archaeology in Mississippi

Cover......Page 1
Title Page......Page 5
Copyright......Page 6
Contents......Page 7
Author Biographies......Page 13
Foreword by Mark Farmer......Page 15
Foreword by Emeritus Professor Peter Brandon......Page 17
Preface......Page 19
Acknowledgements......Page 21
List of Figures......Page 23
List of Tables......Page 27
Chapter 1 Introduction......Page 29
 References......Page 32
 2.1 From Where Has the Lack of Trust Emerged?......Page 35
 2.2 Calls for More Research into the Study of Trust in Construction Contracting......Page 37
 2.3 Deficiencies with Traditional Construction Procurement......Page 38
 2.3 Lowest Priced Tendering Through Traditional Forms of Procurements (Based on an Interview with a Main Contractors' Director of Procurement)......Page 40
 2.3 Lowest Priced Tendering (Based on an Interview with a Consultant Project Manager)......Page 41
 2.4 Overall Context of Collaborative Working and Partnering Within the Construction Industry......Page 42
 2.5 Why is Trust Important in Achieving More Successful Project Outcomes? Trust as a Collaborative Necessity......Page 43
  2.6.1 Statistical and Academic Context......Page 45
  2.6.2 Government Context: Reports, Codes of Practice, and Recommendations for Change......Page 47
  2.6.4 Industry and Professional Context......Page 51
 2.7 Problems Challenging the Philosophy of Partnering: The Influence and Absence of Trust......Page 52
 2.7 Trust and Loyalty; Lessons Learnt from Past Experiences (Based on an Interview with the Managing Partner of a Medium‐Sized Architecture Practice)......Page 54
 2.8 Summary......Page 57
 References......Page 58
 3.2 What is Trust, Distrust, and Mistrust?......Page 65
  3.4.1 Trust as a Multi‐dimensional Construct......Page 67
 3.5 Categories and Classifications of Trust......Page 68
  3.5.1 Integrity, Intuitive Trust, and Competence Trust......Page 69
  3.5.3 System‐Based, Cognition‐Based, and Affect‐Based Trust......Page 70
  3.6.1 The Relative Importance of Different Categories of Trust Within a Construction Context......Page 71
  3.6.2 Influences from Conditional and Unconditional Trust......Page 74
 3.6 The Importance of Unconditional Trust (Based on an Interview with a Regional Director of a National Main Contractor)......Page 75
 3.7 Relationships Between Trust and Distrust......Page 76
 3.9 The Fragility and Robustness of Trust in a Constantly Changing and Dynamic Environment......Page 77
 3.9 A Construction Project Manager's View on the Fragility of Trust......Page 78
 3.10 Summary......Page 79
 References......Page 80
 4.1 Evolution of Trust from Social Sciences Perspective......Page 83
 4.3 Mechanisms, Factors, and Processes for the Development of Trust......Page 85
 4.4 Measuring the Quality of Trust......Page 88
 4.5 Trust‐building Mechanisms: Constructs and Attributes......Page 90
 4.6 Relationship Between Trust and Conflict......Page 92
 4.8 Relationships Between Trust, Risk, and Control......Page 93
 4.9 Relationship Between Trust and Interdependence (Reliance)......Page 96
 4.10 Summary......Page 98
 References......Page 99
 5.1 What is Collaborative Working and Partnering?......Page 103
 5.2 Different Types and Variations of Collaborative Working......Page 104
 5.3 Mechanisms for Agreeing Tender Prices Under Partnering Contracts......Page 106
 5.4 Perfection Through Partnering Procurement: The Philosophy and Benefits of Teamwork and Integration of the Whole Supply Chain......Page 107
 5.4 Procurement Approach......Page 109
 5.4 Successful Project Outcomes Brought about By This Partnering Approach......Page 110
 5.5 Potential Problems and Risks for Collaborative Working and Project Team Integration......Page 111
 5.6 Summary......Page 114
 References......Page 115
 6.1 The Reliance and Importance of Trust for Construction Partnering......Page 119
 6.1 An Example of a Partnering Contract that Lacked Trust......Page 120
 6.1 Practical Hypothetical Scenario of Unconditional Trust and Deep Interdependence......Page 122
 6.2 Propensity to Trust Theories, Applied to Collaborative Working......Page 124
 6.3 Trust as a Collaborative Necessity......Page 128
 6.4 Relationship Between Trust and Collaborative Working as a Measure of Performance for Improved Project Outcomes......Page 131
 6.5 Summary......Page 133
 References......Page 135
 7.1 Introduction to the Problem of Trust in Collaborative Working Relationships......Page 139
  7.2.1 Adversarial Practices, Relationships, and Behaviours......Page 140
  7.2.2 The ‘One‐Off’ Project–Based Nature of Construction Contracting......Page 141
  7.2.3 Resistance to Change Old Familiar Working Practices......Page 142
  7.2.4 Commercial, Economic, and Contractual Pressures......Page 143
 7.2 The Important of Fairness and Equality (Based on an Interview with a Consultant Quantity Surveyor)......Page 145
  7.2.5 Influence of Legislative and Governance Measures......Page 147
  7.2.6 Organisational Barriers......Page 149
 7.3 Methods to Address Potential Risks, Barriers, and Problems for Trust in Partnering Practices......Page 150
  7.3.1 Incentives and Problem Solving Through Teamwork......Page 151
 7.3 Aligned Objectives, Incentivisation, Sharing of Information, and Strategic Partnering (Based on an Interview with a Client Project Director)......Page 152
  7.3.2 Partner Selection Processes, Key Personnel, Management Skills, and Training......Page 153
  7.3.4 Issue Resolution Processes......Page 155
 7.4 Summary......Page 156
 References......Page 157
 8.1 Introduction to the Factors for Influencing Collaborative Trust in Partnering Strategies......Page 161
  8.2.2 Types of Motivational Initiatives......Page 166
  8.2.3 Communication and Cooperation......Page 167
  8.2.4 Training, Education, and Continual Professional Development......Page 168
  8.2.5 Relationships and Teamwork......Page 169
 8.2 Fairness and Equality (a Consultant Quantity Surveyor's View)......Page 170
  8.3.1 The Importance of Ethical Considerations for Partnering......Page 171
  8.3.3 Ethics from a Professional Perspective......Page 172
  8.4.1 The Temporary Organisational Nature of Construction Projects......Page 173
  8.4.2 Alignment of Organisational Strategies......Page 174
  8.4.3 Management Systems and Processes for Sharing Information......Page 175
  8.4.4 Blending of Beliefs, Values, and Attitudes Within Organisational Environments......Page 177
  8.5.2 Aligning Commercial Interests; Financial Incentives......Page 178
 8.5 Scenario 2......Page 179
 8.6 Summary......Page 180
 References......Page 182
 9.1 Previous Studies as Context for the Influence of Trust‐Building Mechanisms in Generating Trust Within Construction Partnering......Page 189
 9.2 Regular Workshops and Review Meetings with Mutually Aligned Objectives......Page 197
 9.2 A View of Workshops from a Main Contractor's Perspective......Page 198
 9.3 Fair and Equitable Incentivisation Schemes: Transparency and Sharing of Data......Page 200
 9.3 Open‐Book Accounting......Page 201
 9.4 Partnering Charters Encapsulating Ethical Considerations......Page 203
 9.5 Senior Management Commitment, Effective Open‐Communication Strategies, and Issue‐Resolution Processes......Page 204
 9.5 Senior Management Involvement in Projects (A National UK Main Contractor's Perspective)......Page 206
 9.5 Communication Strategies as Explained Through the Experiences of a Business Development Manager of a Large National Contracting Organisation......Page 207
 9.7 Social Networking, Teambuilding, and CPD Events......Page 208
 9.7 Team‐Building Events/Social Events (A Quantity Surveyor's Perspective)......Page 209
 9.8 Integrated Project Insurance (IPI) Initiative......Page 210
 9.10 Styles of Leadership and Recognition and Alignment of Organisational Strategies and Mutual Objectives......Page 211
 9.11 Partner Selection Processes to Achieve Aligned Synergies......Page 212
 9.12 Summary......Page 213
 References......Page 215
 10.2 Embedding Trust‐Building Mechanisms into the Partnering Toolkit as Part of Collaborative Management Strategies......Page 219
  10.2.1 Relationship Management......Page 221
  10.2.2 Communications Management......Page 222
  10.2.3 Organisation Management......Page 223
  10.2.4 Risk Management......Page 224
  10.3.1 Appointment of a Collaboration Champion Role......Page 226
  10.3.2 Staged Approach to Integration of Toolkit Through Different Design Stages......Page 227
  10.3.3 Requirement for Measuring the Status of Trust and Collaboration at Regular Stages......Page 229
 10.4 Tailoring the Partnering Toolkit to Suit the Nature of Projects and Their Environment......Page 231
  10.5.2 Applying Lessons Learnt for Continual Improvement of the Toolkit......Page 237
 10.6 Summary......Page 239
 References......Page 240
 11.1 Critical Success Factors for Trust in Collaboration......Page 241
 11.1 A Contractor's Perspective of Organisational Collaboration Tools/Management Systems......Page 242
 11.2 Embracing Trust‐Building Strategies......Page 243
 11.3 Fostering Trusting Relationships for Management Outcomes......Page 246
 11.4 Nature of Projects and Their Suitability to Trust‐Building Strategies and Collaborative Working......Page 247
 11.5 The Need for Evidence to Support the Virtues of Partnering (A Main Contracting Director's Perspective)......Page 248
 11.6 Implication for Future Construction Procurement Strategies; Potential Application of the Trust‐Building `Partnering Toolkit'......Page 249
 11.7 Summary......Page 250
 References......Page 251
Chapter 12 Reflections and Closing Remarks......Page 255
 References......Page 256
Appendix A Glossary of Terms......Page 257
 References......Page 262
Appendix B List of Abbreviations......Page 265
 C.1 Introduction......Page 267
   C.2.1.4 Performance Measurement Workshop......Page 268
 C.3 Summary......Page 269
Appendix D Partnering Charter (Details of project removed for confidentiality)......Page 271
Index......Page 273
EULA......Page 282