Unconscious forces in project management teams

A combination of economic forces and increasing fragmentation in the construction industry is creating a situation where inter-organisational and personal conflict is common. This leads to anxiety and stress amongst management teams. The manifestation of stress can be considered in relation to individuals and also groups. This paper examines the theories of unconscious forces in project management teams and in particular the nature of 'defence mechanisms' they exhibit. The issue of how such forces can be measured is examined from both a quantitative and qualitative perspective. Conclusions are drawn in support of a qualitative approach.