This is the very beginning of a conflict critique paper I’m writing for my CONFLICT MGMT course. Please note that it is first rough draft. It’s also incomplete as it only contains my view and not the supposed view of the board.
You’ll see it broken into seven sections:
- Conflict history
- Expression of conflict
- Roles of interdependence
- Perceived incompatible goals
- Perceived scarce resources
- Perceived interference of achieving goals
Last, I do not write this to open “old wounds.” I write it as an academic exercise of something substantial that happened in my life. Please take it as such.
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This conflict took place during the months of February and March 2009. The Arbiter, the student newspaper at Boise State University, is governed by a body called the Publication Board. This body hires the yearly Editor-in-Chief and Business Manger. Two major competitors vied for the EIC position during the year in question. The first was the “incumbent” and the other the then-current Managing Editor of The Arbiter. I sat on the board as a student liaison from the newspaper. I had a voice but no formal vote.
During the job-selection process I attempted to express an on-going struggle I – and many other student employees – had with the Editor-in-Chief (whom I referred to as the “incumbent” above). I first expressed this struggle to the then-adviser Mary Dawson. This expression took place in her office, in a verbal format. I explained to her that I felt manipulated and ill-treated by the head editor.
Additionally, I expressed my frustration covertly to the EIC through indirect actions. For example, I worked hard to build a content calendar which included all of my planned content a few weeks out. This, I hoped, would allow me to assert control over my section by getting the EIC’s “stamp of approval” several weeks out, thereby cutting back on last-minute micromanaging.
Lastly, I expressed this conflict to the Publication Board in a short monologue in which I explained out I feel. (We are discussing this one moment – the addressing of the board – but chose to included the other aspects of the conflict as necessary background information for the reader).
My place on the board was integral since the board wishes to hire an editor that works well with the staff. This, too, was my wish. In this circle of independence we (myself and the board members) were equal.
While it appears that all the goals between myself and the board were the same, they weren’t. The goal of hiring an editor that works well with the staff is only one goal. In addition to hiring the two top student employees the Publication Board also approves and keeps tabs on The Arbiter’s budget. The Board was especially cautious of the budget in a year of financial hardship (as was Fiscal year 2008-09). Therefore, our incompatible goals can really be broken into two broad categories. The board wishes to fulfill a content goal. They want, above all else, an editor that can manage the budget effectively. This contrast with my goal, above all else, to hire an editor that could cultivate the employees rather than micromanage them.
Further compounding this conflict is the scarce resource time. The board traditionally tries to get through the selection process in a timely manner. For example, each competitor only received a 30-minute interview (the two competitors in question received a second 30-minute interview, but this decision was completely ad hoc). Because of this time constraint, the conflict carried over into what goals should be discussed during the deliberation period.
Goals then began to interfere with one another because of the time constraint. It seemed impossible to talk both about the content goal (hiring an editor that can produce) and the relational goal (hiring an editor that could teach employees rather than micromanage them). While both these goals might have been meet, everybody seemed to unconsciously acknowledge that only one type of goal could be talked about in a timely manner.
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