At Velo Group, we frequently hear, “Should we hold this meeting face-to-face, or can we just get away with a video conference?” The answer isn’t straightforward-it depends on various factors. To shed light on this, let’s explore the data supporting the effectiveness of face-to-face communication.
In an industry where complexities and unforeseen challenges can disrupt even the most well-laid plans, effective communication becomes the cornerstone of success. One of the most powerful ways to enhance communication is through face-to-face meetings, where participants can fully engage in dialogue, express concerns, and build mutual understanding.
A key concept that underscores the importance of in-person interactions is the 7-38-55 Rule. Introduced by psychologist Albert Mehrabian, this communication model breaks down how meaning is conveyed in face-to-face communication:
- 7% of communication is through spoken words (verbal),
- 38% is through tone of voice (vocal),
- 55% is through body language and facial expressions (non-verbal).
Applying this framework to construction partnering, it becomes clear why in-person meetings offer significant advantages over more impersonal forms of communication like emails, phone calls or video conferencing.
1. Clearer Understanding Through Non-Verbal Cues
In the construction partnering process, project success often hinges on the ability of team members to understand and align on complex technical and operational details. While written communication can handle this to an extent, it lacks the richness of non-verbal cues—essential for conveying intent, urgency, or concerns. According to the 7-38-55 Rule, over 93% of communication comes from tone and body language, which are lost in written formats or even video conferences.
For example, during a face-to-face meeting, a project manager’s concerns about a design flaw might be expressed through facial expressions and posture in addition to words. A raised eyebrow, a concerned look, or crossed arms can communicate hesitation or a need for clarification far more effectively than an email saying, “I’m not sure this will work.”
In-person meetings allow stakeholders to pick up on these non-verbal cues, offering an opportunity to address potential misunderstandings or concerns immediately. This real-time feedback fosters a more effective dialogue, enabling quicker problem-solving.
As facilitators, we pick up on these non-verbal cues all the time. When someone wants to speak, looks confused or annoyed, you see it. It opens the door for you to ask the question, “Do you have something you want to add?” or “Are we sure we are all on the same page?”
2. Building Trust and Rapport
Construction partnering is not only about completing a project but also about building long-term relationships that can endure future projects. Face-to-face meetings are vital for fostering trust and rapport among team members, as body language plays a crucial role in establishing credibility and goodwill. Per the 7-38-55 Rule, a project manager’s or contractor’s words form only a small portion of their message; their posture, eye contact, and tone convey confidence, transparency, or empathy.
Meeting in person allows for the “human connection” that strengthens these relationships. Physical interactions like shaking hands and sharing a room foster camaraderie. This emotional connection is particularly beneficial during challenging phases of the project, where mutual trust helps the team navigate obstacles without resorting to blame or conflict.
Interactions during breaks, lunches, or casual conversations often contribute to team bonding, which is less likely to occur during a video conference call.
3. Enhanced Conflict Resolution
Disagreements are inevitable in any complex construction project. From budget concerns to design changes, conflicts may arise at any stage of the process. Resolving such conflicts requires not just hearing the concerns but understanding the emotions behind them, which is where the non-verbal aspect of communication becomes critical.
Face-to-face meetings allow team members to gauge the emotional climate—assessing frustration, openness, or willingness to compromise through body language and tone. Without this feedback, conversations may be misinterpreted, escalating conflict rather than resolving it.
For instance, a contractor’s email outlining their disagreement with a project decision might be perceived as aggressive or uncooperative. However, during an in-person discussion, the contractor’s calm tone and open body language can signal a collaborative approach. In this way, face-to-face communication helps clarify intentions, easing conflicts by conveying nuances more effectively thanks to the 38% vocal and 55% body language components.
4. Facilitating Creative Collaboration and Problem-Solving
Construction projects often require brainstorming sessions to address design issues, cost overruns, or logistical challenges. In such situations, face-to-face meetings can significantly enhance the creative collaboration process. The energy and dynamics of a group in a physical space lead to more spontaneous interactions, instant feedback, and the flow of ideas—elements that are harder to replicate in a virtual environment.
According to the 7-38-55 Rule, much of the feedback that fuels new ideas comes from non-verbal reactions. In an in-person meeting, team members can immediately gauge reactions—such as smiles or confusion—to proposed solutions, fostering a creative and collaborative atmosphere that enhances efficient problem-solving.
5. Alignment on Project Goals and Expectations
Alignment on goals, timelines, and expectations is crucial in construction partnering. Face-to-face meetings enable more interactive and dynamic discussions, where questions can be addressed in real time, and agreements can be made on the spot. The richness of in-person communication helps ensure that all stakeholders not only hear but fully understand the information being conveyed.
The 7-38-55 Rule highlights how easily miscommunication can occur when verbal cues are separated from vocal tone and body language. For example, in an email or a phone conversation, a contractors “yes” could be misinterpreted as enthusiastic agreement when it’s actually reluctant compliance. In a face-to-face meeting, body language—such as hesitation before agreeing or a lack of eye contact—could signal that further discussion is needed.
By ensuring that everyone is truly on the same page, face-to-face meetings reduce the risk of misinterpretation and ensure more reliable decision-making.
Clear Benefits of Face-To-Face Meetings
In the context of construction partnering, where collaboration, trust, and communication are paramount, the value of face-to-face meetings is clear. By leveraging the 7-38-55 Rule, stakeholders can better understand each other through the nuances of tone and body language, resulting in improved conflict resolution, stronger relationships, and a more aligned approach to project execution.
Face-to-face communication humanizes the process, turning potential conflicts into opportunities for growth and ensuring that every team member feels heard and understood. Ultimately, this leads to better outcomes, fewer delays, and stronger partnerships that extend beyond the life of a single project.
