Emotional Intelligence in Construction - Revision history

Editor at 12:20, 8 April 2021

2021-04-08T12:20:33Z

← Older revision		Revision as of 12:20, 8 April 2021
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	* Gender identity.		* Gender identity.
	* Gender pay gap.		* Gender pay gap.
		+	* Investors In People award CIOB silver accreditation.
	* Leadership on design and construction projects.		* Leadership on design and construction projects.
	* Making cities more gender inclusive.		* Making cities more gender inclusive.

Editor at 17:21, 11 March 2021

2021-03-11T17:21:58Z

← Older revision		Revision as of 17:21, 11 March 2021
Line 49:		Line 49:
	* Gender identity.		* Gender identity.
	* Gender pay gap.		* Gender pay gap.
		+	* Leadership on design and construction projects.
	* Making cities more gender inclusive.		* Making cities more gender inclusive.
	* Protected characteristics.		* Protected characteristics.

	[[Category:DCN_Commentary]] [[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Definitions]] [[Category:Organisations]] [[Category:People]] [[Category:Theory]] [[Category:Roles_/_services]]		[[Category:DCN_Commentary]] [[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Definitions]] [[Category:Organisations]] [[Category:People]] [[Category:Theory]] [[Category:Roles_/_services]]

Editor at 17:16, 11 March 2021

2021-03-11T17:16:49Z

← Older revision		Revision as of 17:16, 11 March 2021
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	= Introduction =		= Introduction =

−	Since the 1990s, the construction industry has often been criticised for its poor performance and failures. Low productivity and predictability, thin margins, adversarial pricing and financial fragility, restricted workforce size and demographics and lack of collaboration are some of the pitfalls. For decades, performance of the industry has focused on time, cost and quality to measure success - namely, the “iron triangle” - with little interest to evolve. Projects continue to fail and project managers and teams struggle to meet deadlines, budgets and other requirements. So, what is missing from the recipe of success? Could Emotional Intelligence be a game-changer?	+	Since the 1990s, the construction industry has often been criticised for its poor performance and failures. Low productivity and predictability, thin margins, adversarial pricing and financial fragility, restricted workforce size and demographics and lack of collaboration are some of the pitfalls.

−	~~= Benefits~~ of ~~Gender Diversity =~~	+	For decades, performance of the industry has focused on time, cost and quality to measure success - namely, the “iron triangle” - with little interest to evolve. Projects continue to fail and project managers and teams struggle to meet deadlines, budgets and other requirements.

−	Construction is one of the most traditional and male-dominated industries but change has picked-up pace of recent times with new technologies and innovations, increased environmental awareness and by welcoming a small, but significant, percentage of women in various roles. Although women continue to be under-represented in construction and face a series of barriers to entry, they create an heterogenous and diverse workforce that brings long-term benefits. Gender diversity offers different viewpoints, new skillsets, advances decision-making and leadership. It also supports the management of risk and governance, benefits innovation and creativity, and improves stakeholder engagement and the overall performance of the industry. Moreover, women often tend to balance empathy and authority and exhibit ~~Emotional Intelligence~~ (EI).	+	So what is missing from the recipe of success? Could emotional intelligence (EI) be a game changer?
		+
		+	= Benefits of gender diversity =
		+
		+	Construction is one of the most traditional and male-dominated industries, but change has picked-up pace of recent times with new technologies and innovations, increased environmental awareness and by welcoming a small, but significant, percentage of women in various roles. Although women continue to be under-represented in construction and face a series of barriers to entry, they create an heterogenous and diverse workforce that brings long-term benefits.
		+
		+	Gender diversity offers different viewpoints, new skillsets, advances decision making and leadership. It also supports the management of risk and governance, benefits innovation and creativity and improves stakeholder engagement and the overall performance of the industry. Moreover, women often tend to balance empathy and authority and exhibit emotional intelligence (EI).

	= Emotional Intelligence =		= Emotional Intelligence =

−	The notion of EI is not new. Managing one’s emotionality was identified by Aristotle, who recognised the significance of its appropriateness and expression. Scientific developments in the 1980s and the neurobiological study of the human brain also allowed a better understanding of how we think and feel. However, the construction industry took longer to focus on emotions and to shift from a “no-go zone” to an area of interest. So, what is EI about? Mayer and Salovey, the two researchers who first measured EI in 1990, defined it thus:	+	The notion of EI is not new. Managing one’s emotionality was identified by Aristotle, who recognised the significance of its appropriateness and expression.
		+
		+	Scientific developments in the 1980s and the neurobiological study of the human brain also allowed a better understanding of how people think and feel. However, the construction industry took longer to focus on emotions and to shift from a “no-go zone” to an area of interest.
		+
		+	So, what is EI about? Mayer and Salovey, the two researchers who first measured EI in 1990, defined it thus:

	“Emotional Intelligence is the ability to perceive accurately, appraise and express emotion; the ability to access and/or generate feelings when they facilitate thought, the ability to understand emotions and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth”.		“Emotional Intelligence is the ability to perceive accurately, appraise and express emotion; the ability to access and/or generate feelings when they facilitate thought, the ability to understand emotions and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth”.

−	= Importance of ~~Emotional Intelligence~~ in ~~Construction~~ =	+	= Importance of EI in construction =
		+
		+	EI can clearly benefit construction, since projects are unique, complex and temporary, increasing the need to establish good relationships between project actors quickly. This relationship aspect is also of growing importance for client satisfaction, with EI acting as a significant differentiator in the perception of service, commitment and project value.
		+
		+	EI is an ability that people exhibit differently with contrasting benefits. For construction project management, EI can be influenced both by gender and seniority.

−	EI can ~~clearly benefit construction since projects are unique, complex~~ and ~~temporary, increasing the need~~ to establish ~~good~~ relationships ~~between project actors quickly~~. ~~This relationship aspect is also of growing importance for client satisfaction~~, ~~with~~ EI ~~acting as a significant differentiator~~ in ~~the perception of service~~, ~~commitment~~ and project value.	+	Senior project managers (PMs) can often reflect on their hard-earned wisdom and use their EI to empower others or to establish stronger relationships. Importantly, male and female PMs are likely to exhibit their EI in different ways, which, in its complementarity, can drive project performance and increase project value. Lastly, EI can contribute to project value maximisation - both quantitatively (by saving time and money) and qualitatively (by achieving enhanced communication and understanding for the PM) - client interface or in the team context.

−	~~EI is an ability that people exhibit differently with contrasting benefits. For construction project management, EI can be influenced both by gender~~ and seniority. Senior PMs can often reflect on their hard-earned wisdom and use their EI to empower others or to establish stronger relationships. Importantly, male and female PMs are likely to exhibit their EI in ~~different ways,~~ which~~, in its complementarity,~~ can ~~drive project performance and increase project value~~. ~~Lastly~~, ~~EI can contribute to project value maximisation: both quantitatively, by saving time and money; and qualitatively, by achieving enhanced communication and understanding~~ for ~~the PM - client interface~~ or in the ~~team context~~.	+	The pluralism and variety of ways in which EI can benefit CPM are of increasing interest. Specifically, the need for “soft” or “people” skills in the construction industry has been long recognised and is now even higher on the agenda by virtue of the 2020 global pandemic.

−	The pluralism and variety of ways in which EI can benefit CPM are of increasing interest. Specifically, the need for “soft” or “people” skills in the construction industry has been long recognised and is now even higher on the agenda by virtue of the global Covid-19 pandemic. By combining proactiveness, effective relationship development, the recognition of opportunities along the way, and motivation of a more effective team performance, it can be seen that emotionally intelligent PMs can surpass the value of the “iron triangle” and positively impact ~~our~~ industry moving forward.	+	By combining proactiveness, effective relationship development, the recognition of opportunities along the way and motivation of a more effective team performance, it can be seen that emotionally intelligent PMs can surpass the value of the “iron triangle” and positively impact the construction industry moving forward.

	-----		-----
−	~~Based~~ on: The complementarity of male-typical and female-typical Emotional Intelligence as an enhancing factor of Project Value in the Construction Industry (Vasiloudi, 2019).	+	This article is based on, 'The complementarity of male-typical and female-typical Emotional Intelligence as an enhancing factor of Project Value in the Construction Industry'. It was written by Eleni Vasiloudi and published in 2019.

	If you would like to read more, contact Eleni Vasiloudi at [mailto:office@icpma.net office@icpma.net].		If you would like to read more, contact Eleni Vasiloudi at [mailto:office@icpma.net office@icpma.net].
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	* Protected characteristics.		* Protected characteristics.

−	[[Category:DCN_Commentary]] [[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:~~Education~~]] [[Category:Organisations]] [[Category:People]] [[Category:Theory]]	+	[[Category:DCN_Commentary]] [[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Definitions]] [[Category:Organisations]] [[Category:People]] [[Category:Theory]] [[Category:Roles_/_services]]

Designing Buildings at 12:27, 9 March 2021

2021-03-09T12:27:16Z

← Older revision		Revision as of 12:27, 9 March 2021
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	= Introduction =		= Introduction =

−	Since the 1990s, the ~~[[Construction_industry\|~~construction industry]] has often been criticised for its poor ~~[[Performance\|~~performance]] and failures. Low productivity and predictability, thin ~~[[Margin\|~~margins]], ~~[[Adversarial\|~~adversarial]] pricing and financial fragility, restricted workforce size and demographics and lack of ~~[[Collaboration\|~~collaboration]] are some of the pitfalls. For decades, performance of the industry has focused on time, cost and quality to measure success - namely, the ~~“[[Iron_triangle\|iron triangle]]”~~ - with little interest to evolve. Projects continue to fail and ~~[[Project_manager\|~~project managers]] and ~~[[Project_team\|~~teams]] struggle to meet deadlines, budgets and other ~~[[Client_requirements\|~~requirements]]. So, what is missing from the recipe of success? Could Emotional Intelligence be a game-changer?	+	Since the 1990s, the construction industry has often been criticised for its poor performance and failures. Low productivity and predictability, thin margins, adversarial pricing and financial fragility, restricted workforce size and demographics and lack of collaboration are some of the pitfalls. For decades, performance of the industry has focused on time, cost and quality to measure success - namely, the “iron triangle” - with little interest to evolve. Projects continue to fail and project managers and teams struggle to meet deadlines, budgets and other requirements. So, what is missing from the recipe of success? Could Emotional Intelligence be a game-changer?

	= Benefits of Gender Diversity =		= Benefits of Gender Diversity =
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	--[[User:ICPMA\|ICPMA]] 11:30, 28 Dec 2020 (BST)		--[[User:ICPMA\|ICPMA]] 11:30, 28 Dec 2020 (BST)

−	[[Category:Education]] [[Category:Organisations]] [[Category:People]] [[Category:Theory]]	+	= Related articles on Designing Buildings Wiki =
		+
		+	* Diversity.
		+	* Equality Act.
		+	* Gender.
		+	* Gender identity.
		+	* Gender pay gap.
		+	* Making cities more gender inclusive.
		+	* Protected characteristics.
		+
		+	[[Category:DCN_Commentary]] [[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:Education]] [[Category:Organisations]] [[Category:People]] [[Category:Theory]]

ICPMA: Protected "Emotional Intelligence in Construction" ([edit=author] (indefinite))

2021-01-04T18:20:09Z

Protected "Emotional Intelligence in Construction" ([edit=author] (indefinite))

← Older revision

Revision as of 18:20, 4 January 2021

51.198.71.228 at 16:34, 28 December 2020

2020-12-28T16:34:35Z

← Older revision		Revision as of 16:34, 28 December 2020
Line 1:		Line 1:
	= Introduction =		= Introduction =

−	Since the ~~1990’s~~, the [[Construction_industry\|construction industry]] has often been criticised for its poor [[Performance\|performance]] and failures. Low productivity and predictability, thin [[Margin\|margins]], [[Adversarial\|adversarial]] pricing and financial fragility, restricted workforce size and demographics and lack of [[Collaboration\|collaboration]] are some of the pitfalls. For decades, performance of the industry has focused on time, cost and quality to measure success - namely, the “[[Iron_triangle\|iron triangle]]” - with little interest to evolve. Projects continue to fail and [[Project_manager\|project managers]] and [[Project_team\|teams]] struggle to meet deadlines, budgets and other [[Client_requirements\|requirements]]. So, what is missing from the recipe of success? Could Emotional Intelligence be a game-changer?	+	Since the 1990s, the [[Construction_industry\|construction industry]] has often been criticised for its poor [[Performance\|performance]] and failures. Low productivity and predictability, thin [[Margin\|margins]], [[Adversarial\|adversarial]] pricing and financial fragility, restricted workforce size and demographics and lack of [[Collaboration\|collaboration]] are some of the pitfalls. For decades, performance of the industry has focused on time, cost and quality to measure success - namely, the “[[Iron_triangle\|iron triangle]]” - with little interest to evolve. Projects continue to fail and [[Project_manager\|project managers]] and [[Project_team\|teams]] struggle to meet deadlines, budgets and other [[Client_requirements\|requirements]]. So, what is missing from the recipe of success? Could Emotional Intelligence be a game-changer?

	= Benefits of Gender Diversity =		= Benefits of Gender Diversity =

ICPMA at 11:30, 28 December 2020

2020-12-28T11:30:01Z

← Older revision		Revision as of 11:30, 28 December 2020
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	If you would like to read more, contact Eleni Vasiloudi at [mailto:office@icpma.net office@icpma.net].		If you would like to read more, contact Eleni Vasiloudi at [mailto:office@icpma.net office@icpma.net].

−	~~<signature>~~ICPMA	+	--[[User:ICPMA\|ICPMA]] 11:30, 28 Dec 2020 (BST)

	[[Category:Education]] [[Category:Organisations]] [[Category:People]] [[Category:Theory]]		[[Category:Education]] [[Category:Organisations]] [[Category:People]] [[Category:Theory]]

ICPMA: Created page with "= Introduction = Since the 1990’s, the construction industry has often been criticised for its poor performance and failures. Low pro..."

2020-12-28T11:27:52Z

Created page with "= Introduction = Since the 1990’s, the construction industry has often been criticised for its poor performance and failures. Low pro..."

New page

= Introduction =

Since the 1990’s, the [[Construction_industry|construction industry]] has often been criticised for its poor [[Performance|performance]] and failures. Low productivity and predictability, thin [[Margin|margins]], [[Adversarial|adversarial]] pricing and financial fragility, restricted workforce size and demographics and lack of [[Collaboration|collaboration]] are some of the pitfalls. For decades, performance of the industry has focused on time, cost and quality to measure success - namely, the “[[Iron_triangle|iron triangle]]” - with little interest to evolve. Projects continue to fail and [[Project_manager|project managers]] and [[Project_team|teams]] struggle to meet deadlines, budgets and other [[Client_requirements|requirements]]. So, what is missing from the recipe of success? Could Emotional Intelligence be a game-changer?

= Benefits of Gender Diversity =

Construction is one of the most traditional and male-dominated industries but change has picked-up pace of recent times with new technologies and innovations, increased environmental awareness and by welcoming a small, but significant, percentage of women in various roles. Although women continue to be under-represented in construction and face a series of barriers to entry, they create an heterogenous and diverse workforce that brings long-term benefits. Gender diversity offers different viewpoints, new skillsets, advances decision-making and leadership. It also supports the management of risk and governance, benefits innovation and creativity, and improves stakeholder engagement and the overall performance of the industry. Moreover, women often tend to balance empathy and authority and exhibit Emotional Intelligence (EI).

= Emotional Intelligence =

The notion of EI is not new. Managing one’s emotionality was identified by Aristotle, who recognised the significance of its appropriateness and expression. Scientific developments in the 1980s and the neurobiological study of the human brain also allowed a better understanding of how we think and feel. However, the construction industry took longer to focus on emotions and to shift from a “no-go zone” to an area of interest. So, what is EI about? Mayer and Salovey, the two researchers who first measured EI in 1990, defined it thus:

“Emotional Intelligence is the ability to perceive accurately, appraise and express emotion; the ability to access and/or generate feelings when they facilitate thought, the ability to understand emotions and emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth”.

= Importance of Emotional Intelligence in Construction =

EI can clearly benefit construction since projects are unique, complex and temporary, increasing the need to establish good relationships between project actors quickly. This relationship aspect is also of growing importance for client satisfaction, with EI acting as a significant differentiator in the perception of service, commitment and project value.

EI is an ability that people exhibit differently with contrasting benefits. For construction project management, EI can be influenced both by gender and seniority. Senior PMs can often reflect on their hard-earned wisdom and use their EI to empower others or to establish stronger relationships. Importantly, male and female PMs are likely to exhibit their EI in different ways, which, in its complementarity, can drive project performance and increase project value. Lastly, EI can contribute to project value maximisation: both quantitatively, by saving time and money; and qualitatively, by achieving enhanced communication and understanding for the PM - client interface or in the team context.

The pluralism and variety of ways in which EI can benefit CPM are of increasing interest. Specifically, the need for “soft” or “people” skills in the construction industry has been long recognised and is now even higher on the agenda by virtue of the global Covid-19 pandemic. By combining proactiveness, effective relationship development, the recognition of opportunities along the way, and motivation of a more effective team performance, it can be seen that emotionally intelligent PMs can surpass the value of the “iron triangle” and positively impact our industry moving forward.

-----
Based on: The complementarity of male-typical and female-typical Emotional Intelligence as an enhancing factor of Project Value in the Construction Industry (Vasiloudi, 2019).

If you would like to read more, contact Eleni Vasiloudi at [mailto:office@icpma.net office@icpma.net].

<signature>ICPMA

[[Category:Education]] [[Category:Organisations]] [[Category:People]] [[Category:Theory]]