Emotional intelligence and the value management facilitator
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Citation:Thurnell, D. (2004). Emotional intelligence and the value management facilitator. In F. Khosrowshahi (Ed.). Proceedings of the 20th Annual ARCOM Conference. (pp. 915-22). Reading, England: Association of Researchers in Construction Management. Available from http://www.arcom.ac.uk/publications/procs/ar2004-0915-0922_Thurnell.pdf
Permanent link to Research Bank record:https://hdl.handle.net/10652/1806
The importance of the facilitator in the Value Management (VM) process has not been accorded sufficient emphasis in the literature to date, particularly in the construction management field. This paper aims to develop a deeper understanding of the conceptual construct of emotional intelligence (EI), Value Management facilitation, and group effectiveness, and to discover how these factors may influence the achievement of successful VM outcomes in the construction industry context. An exploratory review of the literature is undertaken, which suggests that the VM facilitator needs to possess attributes that include leadership qualities and competence in a variety of management skills related to human dynamics, particularly in emotional intelligence (EI). Furthermore, raising the "emotional awareness" of VM facilitators may provide the opportunity to enhance the effectiveness of the VM process, particularly in the New Zealand construction industry, where the "soft" VM approach (incorporating facets of soft systems methodology) is increasingly being adopted at the pre-design project stage. The emotional intelligence of the VM facilitator can significantly influence the socio-emotional issues encountered in the VM workshop, thereby effectively managing the group process, in order to enhance the value achieved on construction projects.