Dr Jessica Siva is a Lecturer in the School of Architecture and Built Environment. Jessica recently completed her PhD, which examined the governmentality of megaproject decision-making environment. Her work into megaproject decision-making has been awarded various awards and prizes. She has worked on various nationally-funded research projects and has over 50 research publications in the areas of client management and governance, megaproject governance and decision-making, design management, international collaborative practice, government supply chain management, human capital, sustainable urban development decision-making policy, process and practice.Dr Thayaparan Gajendran is an Associate Professor in the School of Architecture and Built Environment. He is Assistant Dean – Education in the College of Engineering, Science and Environment (Acting). He is a recognised leader in the field of ‘sociological analysis of organisations and communities in the context of building resilience’. His research focuses on developing evidence-based practices and policies for building resilience at the complex intersections in the governance of communities and organisations. He has studied the interactions between the different stakeholders in both ‘post disaster reconstruction settings’ and ‘disaster preparedness initiatives’ with the view of improving practice and informing policy. He has published numerous research articles and reports.

• List of figuresList of tablesList of boxesPrefaceSynopsisList of abbreviations1. Introduction – setting the scene2. Megaproject decision-making: current challenges3. Governmentality and deviance: the role of power in decision-making4. Governmentality framework for decision-making5. Box ticking: Blind conformance to rules could be counterproductive6. Deception: Opportunistic use of power can result in beneficial or detrimental outcomes7. Recklessness: Destructive deviance can be detrimental to project outcomes8. Entrepreneurial: Authentic use of power can enhance project performance9. Governmentality as an alternative approach to decision-making: how to support constructive deviance10. Summary & Concluding Thoughts

Dr Jessica Siva is a Lecturer in the School of Architecture and Built Environment. Jessica recently completed her PhD, which examined the governmentality of megaproject decision-making environment. Her work into megaproject decision-making has been awarded various awards and prizes. She has worked on various nationally-funded research projects and has over 50 research publications in the areas of client management and governance, megaproject governance and decision-making, design management, international collaborative practice, government supply chain management, human capital, sustainable urban development decision-making policy, process and practice.Dr Thayaparan Gajendran is an Associate Professor in the School of Architecture and Built Environment. He is Assistant Dean – Education in the College of Engineering, Science and Environment (Acting). He is a recognised leader in the field of ‘sociological analysis of organisations and communities in the context of building resilience’. His research focuses on developing evidence-based practices and policies for building resilience at the complex intersections in the governance of communities and organisations. He has studied the interactions between the different stakeholders in both ‘post disaster reconstruction settings’ and ‘disaster preparedness initiatives’ with the view of improving practice and informing policy. He has published numerous research articles and reports.

• List of figuresList of tablesList of boxesPrefaceSynopsisList of abbreviations1. Introduction – setting the scene2. Megaproject decision-making: current challenges3. Governmentality and deviance: the role of power in decision-making4. Governmentality framework for decision-making5. Box ticking: Blind conformance to rules could be counterproductive6. Deception: Opportunistic use of power can result in beneficial or detrimental outcomes7. Recklessness: Destructive deviance can be detrimental to project outcomes8. Entrepreneurial: Authentic use of power can enhance project performance9. Governmentality as an alternative approach to decision-making: how to support constructive deviance10. Summary & Concluding Thoughts

Dr Jessica Siva is a Lecturer in the School of Architecture and Built Environment. Jessica recently completed her PhD, which examined the governmentality of megaproject decision-making environment. Her work into megaproject decision-making has been awarded various awards and prizes. She has worked on various nationally-funded research projects and has over 50 research publications in the areas of client management and governance, megaproject governance and decision-making, design management, international collaborative practice, government supply chain management, human capital, sustainable urban development decision-making policy, process and practice.Dr Thayaparan Gajendran is an Associate Professor in the School of Architecture and Built Environment. He is Assistant Dean – Education in the College of Engineering, Science and Environment (Acting). He is a recognised leader in the field of ‘sociological analysis of organisations and communities in the context of building resilience’. His research focuses on developing evidence-based practices and policies for building resilience at the complex intersections in the governance of communities and organisations. He has studied the interactions between the different stakeholders in both ‘post disaster reconstruction settings’ and ‘disaster preparedness initiatives’ with the view of improving practice and informing policy. He has published numerous research articles and reports.

• List of figuresList of tablesList of boxesPrefaceSynopsisList of abbreviations1. Introduction – setting the scene2. Megaproject decision-making: current challenges3. Governmentality and deviance: the role of power in decision-making4. Governmentality framework for decision-making5. Box ticking: Blind conformance to rules could be counterproductive6. Deception: Opportunistic use of power can result in beneficial or detrimental outcomes7. Recklessness: Destructive deviance can be detrimental to project outcomes8. Entrepreneurial: Authentic use of power can enhance project performance9. Governmentality as an alternative approach to decision-making: how to support constructive deviance10. Summary & Concluding Thoughts