Making Sense of Conflicts During Management Consulting Missions: A Values-in-Practice Approach

This study investigates to what extent and how consultant–client relationships generate conflicts, in particular conflicts of values. Based on 50 case studies of management consulting missions, our research identifies four client–consultant relationship dynamics, of which three are marked by relational, methodological, or values conflicts. Our results: (1) highlight the situated and dynamic nature of values conflicts, which are shown to be associated with the consultant's or client's relational practices, as they violate norms of respectful business interactions; (2) demonstrate how values—referring to what practices are and are not desirable from the consultant's and client's points of view—are called upon to make sense of situations that are experienced as highly stressful or emotional and that disrupt expectations of a business relationship; and (3) complement Jehn's (1992) definition of relational conflict by specifying that it can be associated with various conceptions of business relationships. From these results, we suggest two sets of practical recommendations to limit the risk of conflicts and improve both clients' and consultants' well-being during consulting projects.