Analysis of the Strategic Nature: The Bam Housing Reconstruction Organisation

Abstract

Theoretical discussions in Part I characterised reconstruction programmes as the strategic physical agent for facilitating a multidimensional developmental recovery that pursues their objectives. Organisation theory suggests that approaching objectives requires strategic thinking on ‘how’ to approach objectives in addition to ‘what’ should be achieved. In essence vertical cascading and horizontal convergence, as well as objective setting are crucial. This chapter analyses how the intrinsic strategic nature of the programme, in form of introduction of the three objectives and ways of approaching them, influenced the way the programme was implemented; how the performed against each objective; and its related potential contributors to that performance, as well as potential longer-term effects. Performance towards the objective of safeguarding the historical urban identity relatively shows underachievement with a compromise on architectural criteria during the implementation. Building earthquake-resistant buildings included tougher control mechanisms and improved supervisory services that also became part of the mainstream after the post-reconstruction housing development process. Interestingly, the case shows the local knowledge on structural aspects of safe construction improved. As an owner-driven programme, the beneficiaries’ role ultimately equated people’s role in a housing development procedure in normal situations, overarched by the broader administrative and sociopolitical context of the country. The case demonstrates some interesting signs of objective-oriented organisational configuration and creative problem-solving. However, there were also gaps in the full application of strategic thinking. Learning opportunities draw on both strengths and lessons learned and graphical illustrations analyse the essence strategic thinking for reconstruction activities.