I. Introduction

Vladimir Lenin, leader of the Russian Revolution, said: “Trust is

good, but control is better.” Today, many people in the business world

operate with the same attitude and miss the opportunities for success that

are available when they dare to establish trust. Control and lack of trust

characterize many personal and working relationships. What is it that

makes it so difficult for us to trust other people nowadays?

Often the main perceived barrier to a successful construction project

is the contract, which implies that the issue is money. Both parties

remain unaware that trust is a more powerful barrier to a successful

project than either the contract or the money involved. Experience has

shown that if trust has been established, negotiations about the contract

and money are fairer.

But trust is not just needed while negotiating a contract or the price

for extra work, it is essential throughout the duration of the project for

many reasons. For instance, trust is needed to perceive the intentions of

the other party correctly, to exchange important information, or to have

confidence in the other party’s ability to meet contract obligations. If

trust is established between the owner and the contractor at the beginning

of a project, respect, commitment, and accountability become part of

their relationship.



However, building trust is not an easy task, especially in the

construction industry, where the relationship between parties is often

characterized by shifting risk, contract language, and adversarial

perspectives.

I. Introduction

Vladimir Lenin, leader of the Russian Revolution, said: “Trust is

good, but control is better.” Today, many people in the business world

operate with the same attitude and miss the opportunities for success that

are available when they dare to establish trust. Control and lack of trust

characterize many personal and working relationships. What is it that

makes it so difficult for us to trust other people nowadays?

Often the main perceived barrier to a successful construction project

is the contract, which implies that the issue is money. Both parties

remain unaware that trust is a more powerful barrier to a successful

project than either the contract or the money involved. Experience has

shown that if trust has been established, negotiations about the contract

and money are fairer.

But trust is not just needed while negotiating a contract or the price

for extra work, it is essential throughout the duration of the project for

many reasons. For instance, trust is needed to perceive the intentions of

the other party correctly, to exchange important information, or to have

confidence in the other party’s ability to meet contract obligations. If

trust is established between the owner and the contractor at the beginning

of a project, respect, commitment, and accountability become part of

their relationship.



However, building trust is not an easy task, especially in the

construction industry, where the relationship between parties is often

characterized by shifting risk, contract language, and adversarial

perspectives.