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Controlling & Management Review

, Volume 61, Issue 4, pp 72–75 | Cite as

Controlling Conflict

  • Steven Swientozielskyj
Controller & Manager Konflikt-Management
  • 368 Downloads

Controllers, business partners, or management accountants will occasionally experience being in a position of personal or positional conflict with the stakeholders they interact or engage with. There are ways to deal with such conflicts that help achieve a positive outcome, both for the individuals involved and for the company.

Whether as business partner or management accountant, the controller may always have a degree of conflict with stakeholders, albeit these conflicts may be small in scope and nature. They need not always be negative, for instance, when they stem from a differing approach or differing objectives. If the relationship develops positively, the degree and impact of conflict will be minimized and this is the key to achieving common purpose in achieving joint aims and objectives. Let’s start with definitions of conflict, its sources, and its primary causes. Conflict has, for example, been defined as the “process in which one party perceives that its interests are being...

References

  1. Rahim, M. A. (1992): Managing Conflict in Organizations, 2nd edition, Westport.Google Scholar
  2. Wall, James A./ Callister, Ronda, R. (1995): Conflict and its Management, in: Journal of Management, 21 (3), pp. 515–558.CrossRefGoogle Scholar
  3. Swientozielskyj, S. (2016): Business Partnering. A Practical Handbook, New York.Google Scholar

Copyright information

© Springer Fachmedien Wiesbaden 2017

Authors and Affiliations

  1. 1.Business Partners Global LtdManchesterUK

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