As a project manager employed by a general contractor, you find yourself working with two different and difficult architectural project managers from the same firm on different projects. Your firm has a very good relationship with this architectural firm. Your OIC has told you to "deal with it" and not to damage your firm's reputation, and at the same time make a fair profit. Assuming that you cannot change these professionals' personalities and you have six months to go to finish each project, how do you deal with each of the individuals as described below?

a. Architect A is young and has a very strong personality. He develops and distributes his own copies of meeting notes. He publishes his own RFI, submittal, and change order proposal logs. He refuses to address your logs or notes in the meetings. His records consistently slant in his favor with respect to content, responsibility, and dates. He chairs any meeting he attends and demands that he sit at the head of the table. Change order proposals that you originate do not show up on his logs. He authored your contract, and your AIA change orders. Many of your "issues" continue to be sidestepped. b. Architect B is pleasant to be around and very experienced, but appears at times to be laissez-faire. She appears to be tired and overworked. She does not take any notes during the meeting and continues to show up unprepared, forgetting her copies to important documents. She leaves meetings early for "prior commitments." She loses RFIs, submittals, and pay requests. She does not recall verbal or phone conversations and does not acknowledge receipt of emails.