* Establish clear communication channels and schedule regular meetings to discuss design decisions * Document design issues in detail, including complexity, priority and severity * Utilize visual aids like diagrams or 3D models to illustrate design concepts and potential issues * Identify root causes of conflicts, whether process*based or model*based, to find appropriate resolutions * Involve cross-functional teams early to get buy-in and align on priorities * Manage expectations by explaining trade-offs and constraints upfront to avoid unrealistic demands * Suggest alternative solutions that balance client needs with technical feasibility * Maintain a collaborative spirit to find mutually agreeable outcomes that meet project goals

The design is for the client and so the architects should have that mentality that let them know and address the client needs above some of the personal opinion but also the client should understand the knowledge and the expertise the architects have and they can deliver the beeds by different approaches he maybe cannot understand for now.

the conflict is usually due to that the team of architecture don't understand the real needs of the client 1-the Architects need to have more patience and listen clearly for the reason 2-write all the comments during the meeting 3- repeat to the client all the comments mentioned to make sure nothing missed 4- for further confirm submit the minutes of meeting by another channel of communication

in my experience you can see my resume in the project in Riyadh (ITCC.HOTEL CONVENTION CENTER(CROWN PLAZ A) The project mainly consist of Front of House area (FOH) which includes 270 Guest Rooms, 27 Junior Suites, 8 Senior Suites, 4 Presidential Suites, 1 Royal Suites, Ballroom, Convention Hall, 12 meeting rooms, 3 levels Exhibition Hall, many All Day and Specialized Japanese and Brazilian Restaurants, huge Lobby & breakout areas, huge Recreational Areas and facilities in addition to back of house areas (BOH) such as Main Kitchens, Laundry, Staff offices, 1400 car parking bay.. etc. On the project there were two (2) Trade Contractors as Main Contractor for general construction and another Contractor for FF&E works.

Get a list of constrains that move the decision.For example, if the design asks for ceiling levels to be under 2700 then this is not acceptable by the municipality.And cannot be done. If the client wants something extravagant then you should always check with cost.And the point is as long as it confirms with code and cost then you can go with it.As those are the main things that really direct anydecesion. I have had the client insist on certain things then those things gets completely overuled once I show them that this is not working technical or code wise.

Issues should be managed via a clear dispute resolution mechanism. Mechanisms for discussing and resolving conflicts must be agreed and clear - one should not shy away from conflict, failure could lead to contempt and erosion of trust which is terminal. However, conflicts should be dealt with in an objective manner to ensure all sides are "looking through the same lens" first before proceeding to understanding, clarity and resolution.

You must create an environment where open, honest, and respectful communication can occur. It involves encouraging all parties to share their views, listen actively, and engage in constructive discussions to address issues and find mutually agreeable solutions.

Clearly communicate the reasoning behind team's design decisions. Highlight the benefits, such as improved usability, performance, scalability, or alignment with industry best practices.

Have a morning session where general design ideas are presented by all team members, including the client. Break for lunch. Maybe catered. Afternoon session should be more detailed and specific. In concluding this meeting, have a specific timeline for meeting again to present items developed during the afternoon breakout sessions.

Create an open and constructive environment where both parties can freely express their viewpoints. Encourage empathy and mutual respect to build trust. Facilitate conversations that focus on common goals rather than conflicting perspectives. Use workshops, brainstorming sessions, or design thinking exercises to explore both parties’ ideas and gain deeper insights into underlying concerns.

Consider various alternatives to address a problem or decision. It involves evaluating different solutions, weighing their pros and cons, and selecting the most effective approach based on the project's needs and constraints

Have a brainstorming session out of office on neutral ground. Include the client and the client’s team members. Everyone picks a number out of a basket. Certain numbers sit together. This will mix up and create groups with multiple backgrounds. Each table should have a different problem to solve.

Turning a clash into a creative session not only solves immediate problems but also deepens the client-designer relationship, leading to better designs and smoother project execution.

Present multiple design options that address both the client’s needs and your team’s technical requirements. Offer a range of solutions — from conservative to innovative — and explain the pros and cons of each. Highlight any trade-offs or potential risks involved with each option. By providing a spectrum of choices, you empower the client to make informed decisions.

Offer alternative solutions or compromises that could address both parties' concerns. Be flexible and open to modifying the design to incorporate valid client feedback while maintaining key elements of your team's vision.

Why you should compromise wisely? Compromising wisely ensures that you find solutions that balance conflicting interests while maintaining the project’s core objectives and integrity. It helps in achieving mutually acceptable outcomes, preserving relationships, and avoiding potential conflicts or dissatisfaction later

1. Identify non-negotiable elements (safety, budget, feasibility). 2. Determine flexible elements open to compromise. 3. Frame compromises as enhancements to the client's vision, not concessions. 4. Emphasize the value added by the compromise. 5. Collaborate with the client to find mutually beneficial solutions. 6. Be transparent about the reasoning behind the compromise. 7. Ensure the compromise aligns with the project's overall goals and objectives. By compromising wisely, you can: 1. Build trust with the client through open communication. 2. Find creative solutions that meet client needs and project constraints. 3. Maintain project integrity and quality. 4. Avoid costly revisions or delays.

When my team and the client clash over design decisions, I navigate the situation by first understanding the client’s needs to ensure their vision and goals are clear. I then foster open dialogue between both parties, allowing the team to present their arguments and explore alternative options. If the client remains unconvinced, I focus on compromising wisely, finding a middle ground that meets the client’s expectations while maintaining the integrity of the design. Ultimately, I prioritize the client's needs, ensuring that the final decision aligns with their vision while still considering the team's input.

Compromise wisely finding the middle ground without sacrificing the project's integrity. It's essential to identify which aspects of the design are non-negotiable for your architectural team due to safety, budget, or feasibility constraints, and which elements have more flexibility. When proposing compromises, frame them as enhancements to the client's vision rather than as concessions, reinforcing the value they bring to the project.

Look for a middle ground that respects both the client’s requirements and your team’s technical considerations. Determine which aspects of the design are flexible and which are non-negotiable for both sides. Be willing to adapt parts of your design while retaining core elements that are essential for project success. Negotiate adjustments that can meet both the aesthetic or functional needs of the client and the architectural integrity desired by your team. Ensure any compromise is documented and agreed upon by all stakeholders to prevent future misunderstandings.

It’s evaluating options, considering their potential outcomes, and choosing the most effective course of action based on available information and goals. It requires balancing risks and benefits to make informed and timely choices

Use a collaborative decision-making framework, such as a decision matrix or weighted scoring, to evaluate options objectively. Involve key stakeholders in this process to ensure decisions are data-driven and aligned with shared goals. If a resolution cannot be reached, consider involving a neutral third party, such as a consultant or mediator, to provide an unbiased perspective. Ensure that the final decision is made in a timely manner to keep the project on track and prevent delays.

In the face of design disputes, it's crucial to keep the overarching vision of the project front and center. While individual preferences may vary, focusing on the project's ultimate goal ensures decisions are made with its best interest in mind. By reminding both the team and the client of this shared objective, you establish a guiding principle—a north star—that leads everyone through the negotiation process. This approach helps craft a design that balances the client’s aspirations with your team’s expertise.

It is very clear to have a vision towards the final design. This also help in compromising within the design team and the requirement of client.

Throughout the process, keep the project’s overall vision and goals at the forefront of all discussions. Remind both sides how each design decision contributes to these goals and the long-term success of the project. Ensure that any changes or compromises still align with the project’s strategic direction, ensuring consistency and a unified approach. Maintain focus on the end-user experience and business outcomes, which should ultimately guide the design decisions.

Design is in the Details—How Much Time Have You Invested? When approaching a project, designers should always ask when the conflicts arise: “How many hours have you spent on design?” If none, you're in the right place. If you've put in some time, why are you here? And if you've spent a lot, maybe it's time to contact a drafting company. Great design is intentional, as Harry Seidler demonstrated in the Rose Seidler House. He was meticulous, even down to the placement of his mother’s kettle, proving that every detail contributes to the overall design experience.