The task force concept was next in the line of development of a construction organisation form. The basic assumption here is integration could be achieved if each functional unit placed a representative on the task force.
This integrated group can then jointly resolve the conflicts as they occur during the execution. Decision can thus be taken at the lowest possible level smoothening information flow and cutting the delays, through meetings of the task force.
Integration and coordination, however, still remained a problem in the absence of clear specification of authority relationships. Without formal project authority relationship, task force members maintained loyalty to their functional organisations at the cost of project productivity. Hence, the task forces were found to be grossly ineffective on long range projects.
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