دانلود رایگان مقاله مقابله با عدم اطمینان و ابهام از طریق همکاری تیم در پروژه های زیربنایی

Abstract

Managing risks and uncertainty are terms that are used interchangeably by project teams. Research on project procurement shows unexpected events in project delivery are often distinguished by these terms. This raises questions concerning how collaboration and coping ability help deal with inherent uncertainty and ambiguity. Using Weick's sense-making process of reflection and re-analysis a novel methodological approach was developed. A project database and contemporary literature was mined using the perspective of Snowden's Cynefin ambiguity framework. Two industry sourced examples provided support to the arguments made. The findings suggest that collaboration may lead to reduced people and process ambiguities and where ambiguity is revealed in projects it is often unrecognised, residing in a disordered zone. Observing ambiguity in this way provides a better understanding of ambiguity and advanced coping strategies. Having these perspectives is useful for identifying ambiguity where it may otherwise be missed or subsumed into risk and uncertainty

5. Conclusions

Some important concepts concerning uncertainty and ambiguity have been raised. Accordingly an argument that developing effective, intimate and trustful collaboration is a key element to capacity building within the broad project team. Accordingly, they are able to cope with risk, uncertainty and ambiguity in the project life cycle using an adaptation of the Cynefin framework. Discussion concerning the Cynefin framework highlighted and contextualised the concept of ambiguity in terms of people/ process and situational elements. The level of integration within the team enhances collaboration; this improves the team's understanding of the whole project context. This answers research question one. Aspects of integration enhanced by co-location of teams and communication that enhance a unified team mind-set lead to each team better understanding how their colleagues operate in their various clusters and the processes they follow building on background workplace assumptions. These mechanisms showed how collaboration improved coping capacity. They were highlighted with the four principal collaboration features explained, following Walker and Lloyd-Walker's (2015) study.