1. Queensland Teams and culture

2. Relational Contracting, Culture & Globalisation Value in Project Delivery Systems Facilitating a Change in Culture (2002-022-A)

4. Problem Implementation of relational contracting: throughout a range of projects with a focus on client body staff

5. Context Empowerment, regional development and sustainable industry Queensland government have experience Successful on large projects Need to examine skill sets needed for successful partnering/alliancing

6. Rationale RM, Partnering and alliancing require a change of mind set – a culture change Client side must change along with contracting side A fit is required between organisation structure and organisation culture

7. Objectives To move relational contracting down the value chain –Audit required of current position –Skill sets need to be identified –Change needs to be implemented

8. National culture Organisational culture Organisational assessment Commitment Competing values framework Pattern of interactions among collaborating individuals / organisations Structure of the coalition formed by collaborating partners Pattern and extent of information sharing among the partners Methodology – Value in Project Delivery Systems: Facilitating a Change in Culture

9. Diagonal slice In Australia it has been identified that there are four levels at which RM needs to operate and that each level has its own issues: Principal/Director Superintendent/project manager Superintendent reps/engineers Inspectors/foremen

10. Benefits of RM Less paperwork; More enjoyable to go to work; People are more helpful, less destructive and more proactive; Clients can potentially make savings in their operations; Contractors can potentially make savings in their operations; Training and education.

11. Workshops There must be a commitment from both sides to send ALL personnel along to the RM workshops; and To maintain a stable project team throughout the project.

12. A common language

13. Why RM does not Work Not all participants believe in the efficacy of RM; Problems arise in communication and adoption of proactive approaches; A high turnover of personnel from participating organisations is a serious impediment to the RM project; Project Delivery Strategy (PDS) is a key element in ensuring RM works effectively; Client buy-in.

14. Issues R aised in the Study Organisational Change

15. Organisational Culture Acceptance of the existence of a cultural mismatch; Rationalising the existence of different cultures throughout the organisation; Legitimising individuals expectations of the type of culture which is appropriate to the company; Empowering employees to address these mismatches.

16. MISMATCH Systematized Impersonal Mode Discretionary Personal Mode Developmental Group Mode Salient Dimensions of Managerial Subsystem 1.Organizational Referent Central information system? Hierarchy & staff? 2.Coordination and Control by: Rules, plans, schedules 3.Resource & Information Flows among Organizational Levels, Units & Positions: a.DirectionDiffuse b.AmountLow c.Standardization & Codification HighMedium 4.Perceived Interdependence among Components LowHigh 5.Frequency of conflict among Components Low

17. Organisational Structure Clearly define the mode within which the organisation wishes to operate; If a mismatch is accepted, prepare a plan of actions for organisational change; If a mismatch is not accepted, then a programme should be developed to explain the situation to employees.

18. (cont.) The consensus/conflict results suggest an issue that needs further investigation – if roles/relationships cannot be clearly stated or specifically laid down how should this be addressed by client departments. A social infrastructure already exists within many organisations which is in harmony with relational contracting approaches and this should be further nurtured and documented as a learning and skills issue.

19. (cont.) Organisations’ management of its own clients, the temporary multi intra-organisation that is imposed on it during projects, is a key issue in the whole project delivery process. The role of informal relationships in problem solving needs to be recognised and legitimised, within the context of ethical behaviour.

20. Traditional Adversarial Approach Long Term Benefits

21. Culture Reinforce all of the issues already identified and instil people with a vision.

22. How can this be achieved?

23. Long Term Issues A policy issue arises here – including relationship management skills as one of the recruitment criteria, not just possession of, say, an Engineering degree. This raises the following questions: –Is there a need to include this into formal graduate curricula and other training courses? –One cannot include relationship training if it is not taught. Who will provide the training material? –Should contractors be expected to and how can contractors train their own staff?

24. Client Management

25. Stakeholder Circle Bourne, L. and Walker, D.H.T. (2005) Visualising and Mapping Stakeholder Influence, Management Decision, 43 (5), 649-660.

26. Researcher at work