Volume 2, Issue 6 (4-2026)
مکتب نقدنظر 2026, 2(6): 32-39 |
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Mahan A. Analysis of Conflicts in the Realization Process of Urban Projects from Decision Making to Operation. مکتب نقدنظر 2026; 2 (6) : 4
URL: http://jcr-sj.com/article-1-56-en.html
URL: http://jcr-sj.com/article-1-56-en.html
Analysis of Conflicts in the Realization Process of Urban Projects from Decision Making to Operation
Department of Architecture, La.C., Islamic Azad University, Lahijan, Iran
Abstract: (21 Views)
Abstract
Urban projects in the fields of urban planning and landscape design are often perceived primarily as technical and physical processes. In practice, however, their realization results from the interaction of multiple actors, decisions, and managerial, professional, and executive processes. In many cases, the gap between the initial objectives of projects and the final quality of urban spaces stems from conflicts that emerge during different stages of project development. The aim of this study is to identify and analyze these conflicts throughout the realization process of urban projects, from the stage of decision‑making to operation and use.
Adopting an analytical approach, this research examines conflicts in landscape-oriented urban projects based on two principal dimensions. The first dimension concerns the main project actors, including employers or clients, designers and consultants, contractors and executors, and users or operators of the space. The second dimension relates to the major stages of project realization, including project definition and idea formation, design, implementation, and operation. Based on this framework, an analytical matrix is developed to identify the points at which conflicts emerge at the intersection of these two dimensions.
The findings indicate that many qualitative problems in urban projects arise from gaps between different levels of decision-making, design, and implementation, as well as from differences in the operational logic of the involved actors. Non-expert decision-making during the project definition stage, insufficient attention to practical constraints during the design phase, executive and financial limitations during implementation, and weak maintenance systems during the operational stage are among the major sources of conflict in urban projects. Accordingly, the study suggests that improving the quality of urban projects depends less on isolated interventions at a single stage and more on strengthening interactive mechanisms within the framework of urban project governance and fostering effective coordination among actors throughout the project life cycle.
Urban projects in the fields of urban planning and landscape design are often perceived primarily as technical and physical processes. In practice, however, their realization results from the interaction of multiple actors, decisions, and managerial, professional, and executive processes. In many cases, the gap between the initial objectives of projects and the final quality of urban spaces stems from conflicts that emerge during different stages of project development. The aim of this study is to identify and analyze these conflicts throughout the realization process of urban projects, from the stage of decision‑making to operation and use.
Adopting an analytical approach, this research examines conflicts in landscape-oriented urban projects based on two principal dimensions. The first dimension concerns the main project actors, including employers or clients, designers and consultants, contractors and executors, and users or operators of the space. The second dimension relates to the major stages of project realization, including project definition and idea formation, design, implementation, and operation. Based on this framework, an analytical matrix is developed to identify the points at which conflicts emerge at the intersection of these two dimensions.
The findings indicate that many qualitative problems in urban projects arise from gaps between different levels of decision-making, design, and implementation, as well as from differences in the operational logic of the involved actors. Non-expert decision-making during the project definition stage, insufficient attention to practical constraints during the design phase, executive and financial limitations during implementation, and weak maintenance systems during the operational stage are among the major sources of conflict in urban projects. Accordingly, the study suggests that improving the quality of urban projects depends less on isolated interventions at a single stage and more on strengthening interactive mechanisms within the framework of urban project governance and fostering effective coordination among actors throughout the project life cycle.
Article number: 4
Type of Study: Applicable |
Subject:
Special
Received: 2026/04/7 | Accepted: 2026/04/18 | Published: 2026/04/29
Received: 2026/04/7 | Accepted: 2026/04/18 | Published: 2026/04/29
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