Masonry Magazine August 2001 Page. 34
4) We Try to Be the Architect's Friend.
Similar to that above, but potentially far more damaging in that the architect is normally far more involved with the day-to-day, nuts-n-bolts aspect of the project. With a friendly architect, it can be quite easy to fall into a pattern of give-and-take (you do this for me - I'll do this for you) and swapping one favor for another (future) favor. Trouble, of course, arrives at the end of the job, when all of these favors suddenly come to monetary fruition and the architect who now mysteriously reverts back to a staunch owner's representative - develops a severe and debilitating case of "selective memory" and doesn't remember many of the promises that (coincidentally) would have afforded you additional compensation. Even more startling is that even though struck down with this terrible malady he still manages to recall (with crystal clarity) every credit that should be issued back to the owner.
5) We Accept People at Their Word.
Running the risk of stereotyping, I've observed over the years that contractors as a group seem to have a marked inclination for taking a man at his word. Many have been in the game a long time and still embrace much of the old school philosophy; likely handed down from their fathers and grandfathers. This included sealing deals with a handshake and accepting verbal commitments and shying away from demanding everything in writing especially "gentlemen's agreement-type" things. But, of course, we live in a different world from our father's, and most of us have felt the sting of being too trusting. "Next time's gonna be different!", you vow, after your most recent lapse, but then sure enough-on the very next job - you fall right back into the same old pattern and habit of accepting people at their word. And like clockwork, at the end of the job, you get burnt again and the wheel spins 'round. But chivalry aside, unfortunately, at some point you need to ask yourself if your (however laudable) explanation for accepting verbal promises is a reason -or an excuse -for your failing. Is your noble justification merely a way to cover up for the fact that you (and your crew) are simply being lazy in the field; failing to chronicle, cost, and administer changes and clarifications as they ought to be done: in writing!
6) We Mishandle & Poorly Evaluate the Impact of Change Orders on our Bottom Line.
Mishandling change orders particularly changes in the field - has an enormous negative impact on a contractor's bottom line, especially on a protracted construction project schedule. It simply becomes too easy to become friends with the owner. Now, of course, this is a wonderful achievement on a human level, but unfortunately, we've learned from life that this type of relationship often finds itself at odds with the cold, clinical, and calculated mentality required for sound fiscal, business reasoning. Better put, you're more likely to give away items (work which you legitimately should have charged for) to a friend.