Reflection Essay - Organisation and Management of Construction Projects

Reflections on Communication, Leadership, and Conflict Management in Project Environments By (name)Institutional Affiliation Course Title Instructor’s Name Due Date Declaration I hereby state that the written work submitted to the course and program is my work only and has not been submitted in any other course or program. All materials that I have consulted in the preparation of this work have been cited appropriately, and I have not violated any policy of academic honesty in this work. Name: (Your Full Name)Student ID: (Your Student ID)Date: (Insert Date) 1 Introduction & Problem Statement Communication and leadership skills are imperative in organizational settings, especially in areas of project delivery, where interpersonal relations and decision-making are key factors in project success. As a human resources and project management student, developing these skills is crucial for me. The difficulties observed while completing the coursework were related to decision-making in the context of diverse backgrounds in teamwork and applying the theoretical concepts in practice. These difficulties were mainly observed in topics like Communication and Relationships (Lecture 7) and Leadership, Power and authority, Conflict and negotiation (Lecture 5). This reflective paper aims to analyze these two learning points, examining their impact on my understanding and proposing strategies for improvement. 1 Key insights into communication and leadership in project management Engaging in the lectures and tutorial sessions on communication and leadership invited me to consider the significant factors determining project management's effectiveness. Theoretical frameworks helped me develop a theoretical understanding of these concepts, but substantiating them was not easy initially. This section discusses the challenges and solutions related to communication, relationships, leadership, power, authority, and negotiation. 1 Learning Point One: Communication and Relationships Effective communication is fundamental in building strong relationships and fostering collaboration. Lecture 7 emphasized the interplay between team communication styles, trust, and mutual understanding (Lecture 7, Slide 6). Initially, I struggled to adapt my communication style to suit diverse team members, leading to misunderstandings and delays. For example, during my HR internship at the Wanda Group, I encountered challenges while analyzing recruitment data and formulating talent training schedules. I realized that a lack of clarity in presenting my findings to team members resulted in misaligned expectations. Constructive peer feedback prompted me to refine my approach by clearly defining goals, inviting input, and ensuring consistent follow-ups, which enhanced task execution and team coordination. Through an engagement with the literature, I learned that effective communication extends beyond verbal exchanges. Morris (2013) underscores that project management requires understanding "the broader context of interaction," including non-verbal cues and cultural dynamics (Morris, 2013, p. 234). This aligns with Blomquist et al. (2010), who highlight the need to move beyond traditional models of communication to focus on “situated actions” and the social complexities of project management practices (Blomquist et al., 2010, p. 9). In addition， Winch (2015) explains that the unique nature of projects amplifies the challenges of uncertainty in communication, requiring robust information flows to mitigate risks (Winch, 2015, p. 110). During my final year at NYIT, I participated in a Project & Program Management course, where my team used Microsoft Project to plan, manage, and adapt to changes. This practical experience sharpened my ability to facilitate communication, ensuring inclusivity and efficiency, and improved my confidence in addressing conflicts. Additionally, Crichton’s analysis of interdependence in the building industry aligns with this perspective: “Effective communication channels are essential for managing the complexity and interdependence within teams” (Crichton, 1966, p. 18). Similarly, Eccles (1981) introduces the concept of the "quasi-firm," emphasizing the importance of stable relationships and communication channels between contractors and subcontractors in the construction industry, which reduce transaction costs and enhance collaboration (Eccles, 1981, p. 340). This reinforced the need to establish straightforward and adaptable communication strategies. Likewise, the Farmer Review underscores the detrimental effects of fragmented communication in the construction sector, highlighting that “fragmentation and poor collaboration undermine commun...