Managing crisis response communication in construction projects - from a complexity perspective

Purpose - The number of crisis incidents and their severity is rising along with the growing complexity of technology and society. There are enumerable incidents that can interrupt progress in construction projects. The crisis response phase puts the project organization's established normal communication systems and processes under enormous and additional pressure. The aim of this paper is to make a contribution to link and extend the knowledge of complexity theory on communication management in the context of the crisis response. This paper aims to propose and refine a conceptual framework for understanding the underlying pattern of communication behavior and decisions of human systems in response to a crisis and to investigate how to enhance the organization's adaptability and resilience in the event of a crisis. Design/methodology/approach - The paper reviews, proposes and refines a conceptual complexity-informed framework for effective crisis response communication management. Findings - Conventional crisis response communication models and management are grounded on the linear, command-and-control principles of scientific management, that they are rather limited in describing flexible reactions to the changing circumstances and explaining the dynamic and complex crisis response situations. The paper breaks out of this mould to propose an alternative model for crisis response communication based on complexity theory. Practical implications - The conceptual model proposed in the paper suggests that while the behavior of these complex systems cannot be predicted all the parts nevertheless self-organize, learn and adapt to their dynamically changing environment. Originality/value - In terms of this proposed conceptual framework, a flexible and adaptive management approach for the construction project manager to communicate and respond quickly and effectively in the midst of a crisis is suggested.