BUS603: Managing People

Hocker & Wilmot defined conflict as an expressed struggle between interdependent parties over goals which they perceive as incompatible or resources which they perceive to be insufficient. Let's examine the ingredients in their definition.

First of all, conflict must be expressed. If two members of a group dislike each other or disagree with each other's viewpoints but never show those sentiments, there's no conflict.

Second, conflict takes place between or among parties who are interdependent - that is, who need each other to accomplish something. If they can get what they want without each other, they may differ in how they do so, but they won't come into conflict.

Finally, conflict involves clashes over what people want or over the means for them to achieve it. Party A wants X, whereas party B wants Y. If they either can't both have what they want at all, or they can't each have what they want to the degree that they would prefer to, conflict will arise.

When it came to Lou Holtz and the players on his football teams, it's obvious that Holtz's views of who should take the field and what plays should be run were not always the same as his players'. In a football game it's possible to attempt a pass or to execute a run, for instance, but not both on the same play. In this kind of situation, conflict is inevitable and is probably going to be constant.

Consider the case, likewise, of a small group assigned to complete a project in a biology class. One student in the group, Robin, may be a political science major with a new baby at home to attend to. Robin may be taking the course as an elective and want to devote as little time as possible to the project so as to be able to spend family time. Another member of the group, Terry, may be on the pre-med track and feel strong curiosity about the topic of the presentation. If Terry is determined to create a product which earns a high grade and helps get the professor's recommendation for a summer research internship, then Robin and Terry will experience conflict over how, when, or how hard to work on their project.

As any conflict takes shape, each person brings a combination of perceptions, emotions, and behavior to bear on it. This combination will evolve and change with time, depending on how people interact with each other and with the forces in their environment.

We can't stop perceiving things in our surroundings. How we perceive others - whether positively or negatively - influences both how we feel about them and how we behave toward them, and vice versa. The perceptions we experience of ourselves and of others affect our emotional states, which in turn create new perceptions in those around us.

At the beginning of the biology course we just mentioned, Robin may perceive Terry as intelligent and as someone who can pull most of the weight in their class project. Robin may compliment and praise Terry at this point, and Terry may glow with the satisfaction of being appreciated. Their mutual perceptions are then positive, and their emotional state is favorable.

When the first deadline in the project comes along and the portion of the group's work assigned to Robin turns out to be mediocre, however, things will probably change. Terry is apt to start perceiving Robin as a laggard and as a threat to Terry's own ambitions for the class and beyond. Robin, meanwhile, may feel angry and resist Terry's pressure to put more energy into the remainder of their assigned work.