This paper details problems that can exist in a school district-university relationship, based on the author's experience as a professor with a leadership training project for urban schools. It is stated that the different orientations that exist between the personnel of the two institutions can create constant tension in such a joint project. Seven propositions are examined by the author: a) field contacts should start at high level and move down to participants; b) leaders best understand the objectives of research; c) observers may see connections between events while participants do not; d) participant observation becomes in part, a process of registering, interpreting, and recording; e) the observer should not maintain situations in which he is in conflict with the observed; f) the observed relies heavily on informant data; and g) rumor plays a significant role in information transmission. It is concluded that while interpersonal and intraorganizational conflict cannot be avoided, an understanding of the factors that produce the conflict, including those discussed in the propositions in this document, may help to manage the conflict and keep it from becoming dysfunctional to organizations and individuals. (JA)