Emergency systems in construction contracts

Abstract During a construction crisis, traditional contracts are inflexible, restrictive and counter‐productive. Consequently, project participants tend to opt out of contract procedures which, in turn, leads to a disjointed organization and a loss of managerial control. To avoid this problem, drafters of traditional construction contracts need to embrace the principles that underlie contemporary crisis management thinking. However, the construction industry culture is likely to represent a barrier to the successful implementation of more managerially astute contracts such as the Engineering and Construction Contract. As an intermediate step, emergency procedures are suggested. These could be easily incorporated into the existing traditional forms of contract, providing temporary flexibility during a crisis, while at the same time, affording an element of managerial control.