Department variable to withdrawal
The construction industry is certainly mature and yet both the popular and the professional view see major problems in the simplest of tasks ( 2001). The inability of organizations and members of the construction industry to see major problems leads to conflict within the organization. This conflicts can be inter organizational or intra organizational. Inter organizational focuses on the conflict in the external environment brought about by extreme competitiveness by companies. Intra organizational conflict starts because of the differences in the beliefs, knowledge, practices, and culture of people in the construction firm. Simple failures to understand the other party at a verbal level stand alongside the baggage of agendas that virtually demands misunderstanding as a commercial negotiating tool (1997). It is optimistically believed that the current and genuine development of partnership and team spirit is reducing what were extensive departments of claims surveyors. Although there may be fewer people involved in actively seeking out the grey areas for commercial advantage, there still remains plenty of opportunity for completely innocent misinterpretation (2001).
Structural failures may be due to different instances. One instance is when engineers and leaders in the construction company fail to compute certain angles or specification of the building or edifice. Another reason for structural failures is when the materials used are of low quality and are made with low standards. Structural failures can be due to materials that are weak and are easy to be broken (2005). But one big cause of structural failure is when there is failure to communicate, or when people fail to see the need to communicate with in the construction team. Communication is vital for a team in every thing they do. Communication helps in making sure that the focus of the team is to reach their goal. It helps a team solve problems in reaching a goal. When there is failure to communicate the tendency is people do things according to what they please thus the goal of the group cannot be reached ( 1998).
When people in the construction team fail to communicate there is a big chance that the building will have defects because everyone will rely on what he/she believes should be the specification of the building thus creating in conflicts in how the building is built and how materials for the building will be used (1990). In the instance of no communication in the construction team the order of steps to be done in constructing a building cannot be followed since everyone will opt to do what he/she wants when he/she wants it ( 1998). The withdrawal of any department in the construction industry can be caused by lack of proper communication between departments and other related sectors. The lack of proper exchange ideas leads to less work to be finished and less progress for any project. Another cause of withdrawal of departments is the internal problems within departments. This internal problems stem out from various issues within each department that were not given appropriate solutions. The internal issues became more intense and harder to contend in a departmental setting thus it became a blown out problem.
Catastrophe flags
Hysteresis is an evolutionary process that takes place through historical time and takes place in an uncertain environment. There are pragmatic compatibilities between models of hysteresis and the post-Keynesian research program. A central characteristic of hysteresis is that the long run or final value of a variable depends on past values of this variable. This distinguishes hysteretic systems from other dynamic systems whose short-run outcomes are path specific, but which ultimately converge to configurations defined and reached without reference to the path taken towards them (1996). The first catastrophe flag which is Hysteresis focuses on determining the seen economic environment; it concentrates on the effect of what is done to the economy. Hysteresis develops over time and cannot be abruptly seen.
The second catastrophe flag is Anomalous variance, it comes out when there is a discrepancy in any transaction or situation in a certain sector. This discrepancy is not supposed to be neglected and should be made public for proper action to be done on it. Improvements cannot be hampered or slowed down. Once this kind of problem is evident in any sector, actions need to be taken immediately to prevent other problems to arise. Anomalous variance causes projects not to be completed because the focus shifts from the desire to reach the goal to the desire to know what transpired into what caused the discrepancy in the particular sector. The attention is now between the goal and the cause of the discrepancy.
The third catastrophe flag is critically slowing down wherein the sector cannot finish the progress desired because of various barriers that prevent the completion of growth. Barriers can be in different forms and each may cause more loss of time for the sector. The different barriers cause the inability of the sector to take stops that make the progress of projects be slowed down. Any transaction made by the sector should not slow down because it may lead to further problems or the loss of momentum for the sector to reach its goal.
The fourth catastrophe flag is divergence. It means having difference in policies or procedures. Divergence can bring problems to a sector since it causes chaos and disorganization. It can also destroy the concentration on achieving the different goals and objectives set. When there are different policies or procedures the focus becomes disrupted and divided among different things. Different policies can also cause confusion among people in the sector, this will lead to one doing things on his own accord without him/her realizing the importance of the achievement of their goals.
The fifth catastrophe flag is divergence of linear response. Divergence can exist in the linear response wherein divergence causes changes not fit for the sector and thus reduces the capacities and capabilities of such sector. This scenario happens when policies and procedures continue to be not unified. If such scenario continues the sector is doomed to lose its path to progress and it may shift to a path that the sector cannot comprehend.
The sixth catastrophe flag is inaccessibility. It means that sectors are not able to communicate with each other thus procedures are hampered and succeeding activity points cannot be completed. This causes goals not reached and longer time for the goals and objectives to be completed. Sectors have to be connected to one another so that they can work together to achieve their goals. Once the communication is broken it will be difficult for the sectors to do their responsibilities, they will have a hard time in reaching their goals without consulting the opinions of other sectors.
The seventh catastrophe flag is multimodality. An important prediction of catastrophe models is multimodality, in it simplest form bimodality. In terms of statistical distributions this means that there should be two or more peaks in the frequency distribution of scores on the dependent variable. Bimodality is a well known criterion in cognitive developmental psychology, and reported for a large number of cognitive developmental tasks (1998).Multi modality means any methods or materials can be used to decipher information to the sector. It also creates a certain effect to the achievement of goals because once information does not reach the sector it intends to be numerous consequences follow and then failure of goals happen.
The eighth catastrophe flag is sudden jump. Sudden jump pertains to the probable changes that can happen to a certain sector. This changes can be influenced by the sector’s internal and external environment. This change can be a good or bad thing depending on the environment and it can be a big help to the achievement to reach goals or the failure to pass barriers in achieving the goals. When a sector suddenly jumps to another procedure or another goal the end result may not be always good since the procedures or goals that were neglected may be important to strengthening the sector’s chance to achieve its goal.
Credit:ivythesis.typepad.com
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