Role of Perceptions, Emotions, and Power in Conflicts| Unit IV| BASP632 ~ Dr. Manju Antil | Counseling Psychologist | Psychotherapist

Role of Perceptions, Emotions, and Power in Conflicts

Introduction

Conflicts in organisations do not arise solely from objective factors such as task interdependence, limited resources, or role ambiguity. Organisational psychology emphasises that conflict is largely shaped by subjective psychological processes, particularly perceptions, emotions, and power relations. These factors influence how individuals interpret situations, how they feel and react, and how freely they can express disagreement. As a result, the same situation may lead to cooperation in one context and intense conflict in another.

Understanding the role of perceptions, emotions, and power is therefore essential for analysing the origin, escalation, and management of conflicts in organisational settings.

1. Role of Perceptions in Conflict

1.1 Nature of Perception

Perception refers to the process through which individuals select, organise, and interpret information from their environment. In organisations, people do not respond to objective reality but to their perceived reality.

Perceptions are shaped by:

Past experiences
Beliefs and expectations
Cultural and social background
Attitudes and stereotypes

As a result, different individuals may interpret the same event in entirely different ways.

1.2 Perceptual Biases and Conflict

Conflicts frequently arise due to perceptual distortions, such as:

Selective perception
Stereotyping
Attribution errors

According to attribution theory, individuals tend to attribute others’ behaviour to internal traits rather than situational factors.

📌 Example:
A supervisor may perceive an employee’s silence as lack of interest, while the employee perceives the supervisor’s tone as intimidating. These conflicting perceptions lead to misunderstanding and interpersonal conflict.

1.3 Perceived Injustice and Conflict

Perceptions of unfairness—related to workload, rewards, evaluations, or treatment—are powerful triggers of conflict. Even when systems are objectively fair, perceived injustice can generate resentment and resistance.

📌 Key academic point:
Conflict often emerges from perceived incompatibility, not actual incompatibility.

2. Role of Emotions in Conflict

2.1 Emotional Nature of Organisational Life

Earlier management theories viewed organisations as rational systems, but contemporary psychology recognises them as emotionally charged environments. Employees experience emotions such as anger, anxiety, fear, frustration, shame, and insecurity, especially during conflict situations.

2.2 Emotions as Catalysts of Conflict

Emotions play a critical role in both the intensity and direction of conflict.

Anger increases aggressive responses
Anxiety and fear lead to avoidance or submission
Frustration intensifies blame and hostility

The frustration–aggression hypothesis suggests that blocked goals and unmet needs generate frustration, which may be expressed as conflict behaviour.

📌 Example:
An employee under constant work pressure may react emotionally to minor criticism, escalating a small disagreement into a major conflict.

2.3 Emotional Suppression and Latent Conflict

In many organisations, emotional expression is discouraged, especially in hierarchical cultures. Suppressed emotions do not disappear; instead, they manifest as:

Passive aggression
Withdrawal
Reduced cooperation
Psychosomatic stress

From a psychodynamic perspective, unexpressed emotions resurface indirectly, making conflicts chronic and difficult to resolve.

2.4 Emotional Contagion

Emotions can spread from one individual to others, transforming interpersonal conflict into group or departmental conflict. Negative emotional climates therefore intensify organisational conflict.

3. Role of Power in Conflict

3.1 Concept of Power

Power refers to the capacity to influence behaviour, decisions, or outcomes. In organisations, power exists in multiple forms:

Formal power (authority, position)
Expert power (knowledge, skills)
Informal power (networks, influence)

Power relations significantly shape how conflicts are expressed and managed.

3.2 Power Imbalance and Conflict Expression

Power asymmetry determines:

Who can voice disagreement
Who remains silent
How openly conflict is expressed

In high power-distance organisations, subordinates often suppress conflict due to fear of negative consequences. This leads to latent conflict, which later emerges in indirect or dysfunctional forms.

📌 Example:
Employees may outwardly agree with decisions while covertly resisting implementation.

3.3 Power, Control, and Psychological Safety

When power is exercised in a controlling or punitive manner, employees experience:

Threat to autonomy
Fear of humiliation
Reduced psychological safety

Such conditions increase emotional stress and intensify conflict behaviour. Conversely, participative and empathetic use of power reduces destructive conflict.

4. Interaction of Perceptions, Emotions, and Power

Perceptions, emotions, and power operate interdependently, not in isolation.

Perceived unfairness triggers negative emotions
Negative emotions distort perception further
Power imbalance restricts expression of concerns

📌 Synthesis:
The most severe organisational conflicts arise when misperception, emotional arousal, and power asymmetry reinforce each other.

5. Organisational and Cultural Context

Cultural norms influence how these factors operate:

Collectivistic cultures discourage open confrontation
Hierarchical cultures increase power-based suppression
Competitive cultures intensify emotional restraint

Therefore, conflict analysis must consider the broader organisational and cultural context.

Conclusion

Perceptions, emotions, and power play a central role in the emergence, escalation, and resolution of organisational conflicts. Conflicts are rarely caused by objective conditions alone; rather, they are shaped by how situations are perceived, how individuals feel, and how power is distributed and exercised. An organisational psychology perspective highlights that effective conflict management requires addressing these psychological dimensions, not merely structural or procedural factors. By recognising and managing perceptions, emotions, and power sensitively, organisations can transform conflict from a source of disruption into an opportunity for understanding, learning, and growth.