Ashley Beighton MCIOB, Managing Director at Teal Ventures Limited, discusses with David Crowson, Editor, how conflict in construction seems inevitable, but collaboration can prevent it. Success relies on behavioural awareness, not just technical skills.
“Construction is a complex business, and conflict has often been viewed as an inevitable by-product of operating in such a high stakes environment. However, this need not be the case. There is a different narrative — one where collaborative behaviours serve not just as conflict resolution tools, but as proactive strategies to prevent disputes altogether.
“At the heart of this approach is the recognition that technical expertise, whilst essential, is not sufficient on its own to ensure project success. Human dynamics — how people behave, communicate, and engage with one another — can be equally decisive. The root of many conflicts doesn’t lie in poor planning or design flaws, but in misaligned expectations, breakdowns in communication, and an absence of trust. These are not engineering problems; they are behavioural ones,” said Ashley.
Collaboration: A behaviour, not just a buzzword
Ashley explained that collaboration is often spoken about in contractual terms — alliances, partnerships, or joint ventures. But the real work of collaboration happens at a human level. It’s about how individuals behave in meetings, respond under pressure, and navigate competing priorities. He said: “Collaborative behaviours go beyond simply agreeing to work together. They require a willingness to listen, to adapt, to be open to others’ perspectives, and to make decisions that serve the collective good.
“The behavioural science underpinning this approach has now been distilled into practical frameworks, such as the NEC suite of contracts and the RICS Conflict Avoidance Process (CAP), which encourage organisations to approach projects with a collaborative mindset. But translating aspiration into action demands that individuals — at all levels — develop the self-awareness and interpersonal skills to engage constructively.”
Behavioural drivers of conflict
Ashley explained that his research suggests the root cause of conflict in about half of construction projects can be traced back to poor interpersonal behaviours. These include siloed thinking, a blame culture, and an over-reliance on positional power. He said: “Such behaviours erode trust and stifle innovation. Left unchecked, they create an environment where small misunderstandings escalate, and collaboration becomes increasingly difficult.
“For example, a lack of clarity around roles and responsibilities often leads to assumptions, gaps and duplication. When things don’t go to plan — as they inevitably do in construction projects — this ambiguity fuels finger-pointing rather than problem-solving. In contrast, environments that promote psychological safety and mutual accountability tend to resolve issues more efficiently and avoid the escalation that leads to formal disputes.”
Collaborative behaviours in practice
David asked Ashley: “So, what does collaboration look like in behavioural terms?”
Ashley said: “It starts with active listening — truly hearing what others are saying, rather than just waiting for your turn to speak. It involves asking open questions, showing empathy, and being willing to adjust your position in light of new information. It’s about building rapport, even when you disagree.
“Collaborative behaviours also require curiosity and humility — the readiness to admit what you don’t know, and to seek input from others with different expertise. This creates a culture of shared learning and continuous improvement, which is especially valuable in environments like construction where innovation and adaptability are key.
“Importantly, collaborative behaviours must be modelled by leadership — including clients and main contractors. When senior figures demonstrate openness, transparency and respect, it sets the tone for the wider team. Conversely, when leaders tolerate or engage in adversarial behaviour, it becomes normalised, and conflict becomes more likely.”
Creating a culture of collaboration
Ashley said: “Developing collaborative behaviours is not a one-off training exercise; it actually requires a sustained effort to shift organisational culture. This begins with recruitment and onboarding, where values-based hiring can ensure that individuals are aligned on both skills and mindset. It continues through performance management, where collaborative behaviours should be recognised and rewarded, not sidelined in favour of technical outcomes alone.
“There are some great tools such as 360-degree feedback, coaching, and behavioural assessments that can help individuals and teams develop greater self-awareness. When people understand their own conflict triggers and communication styles, they are better equipped to manage differences constructively.
“Crucially, collaboration must be supported by systems and processes that enable it. This includes structured communication forums, clear decision-making protocols, and mechanisms for early conflict resolution, such as CAP. These structures create a safety net that prevents issues from festering and encourages resolution before formal disputes arise.”
The payoff: Projects that deliver
Ashley explained that the benefits of embedding collaborative behaviours extend far beyond conflict avoidance. He said: “Teams that work well together tend to be more innovative, resilient, and productive. They are better at managing risk, adapting to change, and delivering value for money.
“In an era of increasing scrutiny and constrained resources, the ability to avoid conflict is not just a soft skill — it’s a strategic advantage. When collaboration becomes the default, rather than the exception, projects are more likely to be delivered on time, on budget, and with outcomes that serve all stakeholders.”
A final thought
Ashley concluded by saying: “Changes and the odd disagreement in construction projects may be inevitable — but damaging disputes are not. By focusing on behaviours that support collaboration, organisations can create environments where people feel heard, respected, and empowered to work together toward common goals. In doing so, they move from managing conflict to preventing it — and ultimately, to delivering better outcomes for everyone involved.”
Teal Ventures Limited is developing an innovative AI Conflict Avoidance Tool that serves as an early warning system for detecting and avoiding costly conflict on construction projects, and is looking for forward-thinking companies to join their pilot programme. There’s no cost to set up and use the tool at this stage, and it works in the background so there’s no impact on user productivity. Ashley can be contacted at: abeighton@tealventures.com.
