The Role of Construction Management in Conflict Resolution in National Government-Funded Construction Projects in Uasin Gishu Kenya

National government-funded (NGF) construction projects in Kenya play a crucial role in fostering infrastructure development and economic growth. However, these projects are often marred by persistent conflicts arising from poor contract management, political interference, delayed payments, land acquisition disputes, and stakeholder disagreements. These conflicts lead to project delays, cost overruns, and in extreme cases, project abandonment. This study aimed to investigate the contributing factors to conflict in national government funded construction projects. Specifically, the study sought to examine the delays in payment, variation in design, misinterpretation of designs and delays in decision making by the stakeholders involved. The study adopted a mixed-methods research design, integrating both quantitative and qualitative approaches. Quantitative data was collected through self-administered questionnaires distributed to 173 respondents drawn from a target population of 185 professionals, including project managers, architects, quantity surveyors and contractors. Qualitative data was gathered through interviews with key industry players. The research utilized descriptive statistics such as means and standard deviations, alongside inferential techniques like correlation and regression analysis to interpret the findings. The study contributed valuable insights into how the contributing factors of conflict in national government funded project in uasin Gishu. The findings informed policy makers and practitioners, government agencies, construction managers, and other stakeholders on contributing factor of conflicts in NG funded projects in Uasin Gishu. Ultimately, the study revealed that the leading causes of conflict in national government-funded construction projects were late payment of contractors (M = 4.27), poor communication among stakeholders (M = 4.14), and design changes (M = 3.89The regression model indicated a strong and significant contribution of construction management to conflict resolution (R² = 0.770, p