Understanding the Construction Client -- Contents -- Foreword -- Preface: buildings are not about building! -- Chapter 1 Clients in Perspective -- 1.1 Introduction -- 1.2 The nature of the problem -- 1.3 The categories of clients -- 1.4 What clients want -- 1.5 A problem of delivery -- 1.6 Structure of this book -- 1.7 A concluding remark -- References -- Chapter 2 A Model of Clients -- 2.1 Introduction -- 2.2 The basic thesis -- 2.3 A model of clients -- 2.4 Fundamental awarenesses and the model -- 2.5 Model for sector analysis -- 2.6 Summary -- References -- Chapter 3 The Client at Rest -- 3.1 Client's knowledge and processes -- 3.2 Clients see the world differently -- 3.3 Organisational knowns -- 3.4 Normal organisational unknowns -- 3.5 People in organisations -- 3.6 Conclusion -- References -- Chapter 4 The Client in Change -- 4.1 The project means and ends -- 4.2 Means and ends as values -- 4.3 Building involves organisational change in the client -- 4.4 Building involves unknowns that are unformed -- 4.5 Emotion of change -- 4.6 Change creates gaps and contradictions -- 4.7 Means and ends of engagement -- 4.8 What is to be done? -- References -- Chapter 5 Property Developers as Clients -- 5.1 Introduction -- 5.2 Business environment of property development -- 5.3 Finance and risk of projects -- 5.4 Business constitution: strategy to operations -- 5.5 Experience of building: from unknowns and contradictions to means and ends -- 5.6 Key issues -- References -- Resources -- Chapter 6 Supermarkets as Clients -- 6.1 Introduction -- 6.2 The business environment: strategy in the world -- 6.3 Business structure and processes: the tactical plan -- 6.4 Business operation -- 6.5 Experience of building: from unknowns and contradictions to means and ends -- 6.6 Key issues -- References -- Resources -- Chapter 7 NHS Acute Trusts as Clients.

7.1 Introduction -- 7.2 The environment of NHS acute trusts -- 7.3 Experience of building: from unknowns and contradictions to means and ends -- 7.4 Means and ends of building -- 7.5 Key issues -- References -- Resources -- Chapter 8 Governments as Clients -- 8.1 Introduction -- 8.2 The political domain: service in a political environment -- 8.3 The managerial domain -- 8.4 The operational domain -- 8.5 Experience of building: from unknowns and contradictions to means and ends -- 8.6 Key issues -- References -- Resources -- Chapter 9 Airports as Clients -- 9.1 Introduction -- 9.2 Business environment of airports -- 9.3 Business structure processes and operations -- 9.4 Experience of building: from unknowns and contradictions to means and ends -- 9.5 Key issues -- References -- Resources -- Chapter 10 Housing Associations as Clients -- 10.1 Introduction -- 10.2 Business environment of housing associations -- 10.3 Management of housing associations -- 10.4 Operations in housing associations -- 10.5 Experience of building: from unknowns and contradictions to means and ends -- 10.6 Key issues -- References -- Resources -- Chapter 11 A Toolkit for Engagement -- 11.1 Introduction -- 11.2 Outline of toolkit -- 11.3 Working with clients' change processes -- 11.4 Understanding the client's business -- 11.5 Managing the industry's fragmentation -- 11.6 Developing the approach -- 11.7 Conclusion -- References -- Chapter 12 Postscript -- Reference -- Appendix: The Interviewees -- Author Index -- Subject Index.