In the first issue we presented some guidelines to make the experience of remodeling a positive one. Our first point was “Bring a commitment to cooperate”, which we expand on in this column.

We have all met pleasant, cooperative people who easily lend a hand to others and readily adapt to changing situations, often with a smile. They are team players who enjoy cooperating toward an end greater than what one person can achieve. Such an individual makes the day brighter for all around him and attracts others of the same inclination.

Cooperation is a powerful force. It expands communication. It truly lightens the load and helps the flow of any situation, yet it does not necessarily happen all by itself. Some people do gravitate naturally toward being cooperative and helpful, and for others it takes more effort. No matter how easy it is for an individual, however, a cooperative spirit invites more of the same. It also can be inspirational, fueling a productive and imaginative pooling of minds and expertise. A committed can-do, cooperative attitude can lead to unusually clever solutions to challenges that arise during the construction process.

Cooperation is a choice that is wise for individuals and companies to make before the start of a remodeling project. If you choose to be cooperative every day, the potential for things to go well, to be highly productive, to be harmonious, expands exponentially. In large scale commercial construction, this cooperative approach to working together is known as “partnering”.

Partnering provides a format for cooperation. All the key people involved in a project are brought together before any physical work is done. They spend approximately two days in training and meeting about working together. Everyone has a chance to express their concerns and wishes. Key people who do not want to participate in the partnering arrangement are normally not hired to be part of the project in the first place. The people who do become involved come into an atmosphere of working to get everyone’s needs met. The cards are on the table. Agreements are made about communication with one another, about accountability, and about alternative approaches to conflicts that arise. The construction industry is notorious for lack of cooperation, poor communication and poor accountability. The spirit of partnering is one of openness and pulling together for the duration of any project.

Frequently, partnered commercial projects have been completed within budget, within schedule and with much greater satisfaction and accord than with non-partnered projects. The same essence can be applied to remodeling projects. Indeed, there are people who work this way quite naturally and are successful. Below we offer proven tips on working cooperatively. These tips apply primarily to projects in which multiple parties are involved. Some sole craftsmen work just fine or even better alone. For them a cooperative approach can be utilized to benefit the relationship between a sole craftsman and their customer.

Here are our tips:

1. Make a choice to cooperate! This means deciding from the outset to work collaboratively with the various individuals and companies that you hire. Screen them carefully for your comfort level with them and for their apparent commitment to cooperation. What are your gut feelings about the people? How do they answer your questions? Do they seem to enjoy being part of a team? Are they comfortable communicating? Are they asking you relevant questions that reveal their interest and understanding in the project?
2. Listen attentively and with interest. Put your heart into listening. In the powerful book Difficult Conversations, the authors advise using a “Yes, and…” style of listening. Welcome what others have to say. If you are too eager planning your next statement, it is impossible to also be listening well. You may miss valuable information. In addition, look for and be sensitive to nonverbal signals.
3. Ask questions. Do not be afraid to ask any pertinent questions. Your questions may be regarding specific technical details which you may not understand or as broad as how people are used to working together.
4. Communicate! Use every opportunity to insure that the various parties involved are communicating to reinforce the cooperative spirit. Do the subcontractors have everything they need? Do the customers have any questions they have not asked? Make sure there are sufficient chances for the parties to meet to discuss such issues as scheduling, change orders and needed decisions. Be sure that potential problems are discussed openly. Remind yourself and others to think cooperatively, as part of a team. It may be useful to schedule weekly update sessions, even if they are on the phone.
5. Agree in advance how conflict will be approached. Discuss realistically some of the key sources of potential conflict. Examples of common areas of conflict are money, time issues, disruption and inconvenience, and change orders. Who will act as a facilitator if the team cannot resolve a dispute? Will mediation or arbitration be used if the team cannot reach agreement? We have found that simply discussing these tough questions openly frequently relaxes people and automatically encourages cooperation and teamwork.

Difficult Conversations, Stone, Patton and Heen, Penguin Books, 2000

Remodeling projects often end up with angry, warring parties who have experienced a partial or total breakdown in communication. People fear and anticipate this happening during the course of a job. Clear, open communication is crucial to the well-being of the construction process. Active communication helps to form and maintain successful relationships among the parties involved in a remodeling project.

Here is our recipe for establishing good communication before work commences and for nourishing it until completion. Our recipe includes:

• Establish an atmosphere of openness, clarity and transparency. The initial meeting(s) should be casual enough to establish a conversational tone which breaks the ice and sets the stage for more focused project discussions. Consider actually stating the goal of free-flowing communication. What are the parties’ dreams and expectations? For example, how will the owners use the space and do the plans and specifications meet the needs? Do they have fears or construction horror stories that are coloring their approach to this project?
• Be direct about the need and methods of communication. If the owner does not reside at the site how will regular communication be handled? Today we have so many advanced communication tools at our disposal there is rarely an acceptable excuse not to communicate. The challenge is to do it and to do it effectively and regularly.
• Address money issues directly. Money can be an emotional issue. Most customers have a budget for the project. The contractor needs to determine if the budget is realistic for the proposed work. If the budget is not realistic, it should be discussed immediately. Have provisions been made for unforeseen expenses so common in remodeling and renovation work? Has a payment plan been agreed upon? How will the project be financed?
• Establish an efficient means of handling changes to the work. It is almost inevitable that changes to the work will occur. The construction contract should deal directly with this issue through the use of written change order forms. Ideally, change orders can be priced and signed ahead of the actual work. Realistically, this is not always possible. The contractor must discuss with the homeowners the frequent difficulty of pricing a change order on the spot in the field. How will the parties deal with this occurrence? Unavailability of materials, poor weather and late selection of homeowner finish items will generally cause delays in the final schedule of the project. Trust and mutual respect will have to come into play. Delays in the work should also be openly discussed and then documented, dated and signed. All shared written communication should be signed and dated. Careful communication is consistent with the atmosphere of ongoing trust and mutual respect inherent in this process.
• Communicate promptly on difficult issues. It is natural to want to avoid bringing up tough issues. Don’t do it! In the end an honest, direct approach is the best policy and is consistent with this recipe. It may not be easy for a homeowner to be told that the “ancient” plumbing will have to be replaced at additional, unanticipated cost. The alternative of replacing the plumbing without a change order is contractual suicide.
• Communicate regularly. Have regular progress communications throughout the project. Use telephone calls, e-mails, faxes, digital photography and video and letters to communicate if meetings are not possible. Each party should be sure to review at the beginning of the meeting or telephone conversation what topics they want to cover so that no one ends the communication with unexpressed concerns. Not all communications need be formal and laden with business issues.

Good practice dictates that the contractor should be actively communicating with the subcontractors, the architect, the interior designer and other important parties involved in the project.

As mediators, we frequently find the parties have stopped communicating or are communicating in a harsh, threatening manner. Our ability to communicate is a great gift. It should not be overlooked as an important tool for a successful construction/remodeling project. And don’t forget to enjoy and have fun with the process!