IPD from a participant trust and commitment perspective

This chapter has focussed on trust and how that affects commitment, and we see how this may lead us to an institutional-theory perspective. There are rules, regulations and protocols that may shape and govern the way that trust, in and between teams, is realised and can lead to a unified, consistent and agreed vision of how to deliver the project. Conflict and differences of opinion about the validity of ‘facts’ are inevitable. What really counts as a new way of perceiving trust and IPD is the clash of ideas, values and planned action about how these may be normalised. The chapter explored the mechanism used to explain how IPD projects facilitate project participant engagement in answer to research question 1. The model presented in Figure 13.1 illustrates and helps explain, in response to research question 2, the necessary behavioural antecedents to gain and maintain trust between the project team stakeholders and project-external stakeholders. The chapter also explains how these behaviours are engendered to answer research question 3. Finally, the latter section of this chapter discussed and explained how conflict and dispute management, from an IPD approach, is achieved.