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Chapter 11 Cross- Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John Saee Copyright by South-Western, a division of Thomson Learning. All rights reserved.

Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

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Page 1: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Chapter 11 Cross-Cultural Conflict and Conflict

ResolutionManaging Organizations in a Global Economy: An Intercultural Perspective

First Edition

John Saee

Copyright by South-Western, a division of Thomson Learning. All rights reserved.

Page 2: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Conflict defined Conflict occurs because of

disagreements or incompatibilities between individuals or within groups and entire organizations (Weiss 1996).

Page 3: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

The role of conflict in the organizational life (Weiss 1996)Functional conflict – contributes to an

individual’s, group’s, or an organization’s performance.

Page 4: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Conflicts are functional (constructive) when they:Bring up, rather than hide issues over

which there are differences.

Force individuals to be direct and to accelerate problem solving.

Attack issues rather than individuals.

Page 5: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Dysfunctional conflict:Has a destructive nature.

Creates distortion in the performance, negative stereotyping, poor communication, and a decrease of productivity.

Page 6: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Dysfunctional conflict occurs when:The participants refuse to collaborate to

find a solution.

A superior is unwilling or unable to arbitrate.

Page 7: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

One or both of the participants refuse to accept the superior’s arbitration.

Rules and dispute–resolution procedures are inadequate, ambiguous, or contradictory.

Page 8: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Communication is poor; the participants are unable to communicate essential information, or disagree on how it should be interpreted.

Page 9: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Sources and types of conflict (Weiss 1996)

1. Structural conflict: occurs because of the cross–functional departmental differences over goals, time horizons, rewards, authority, status, and resources.

Page 10: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

2. Intrapersonal conflict: occurs within an individual. Intra–role

Inter–role

Person–role

3. Interpersonal conflict: occures between two or more individuals.

Page 11: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

4. Interorganizational conflict occurs between enterprises and external stakeholders.

Factors that influence perception and tolerance of conflict (Mead 1998).

Industrial and occupational factors (some industries are more tolerant than the others).

Page 12: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Organizational culture

Urgency

Personal interests

Individual psychology

Culture

Page 13: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

The meaning of conflict in different cultures (Hofstede 1984, 1991)Collectivist vs. Individualist culture

Harmony is maintained and direct confrontation is avoided.

An honest person should speak his/her mind.

Page 14: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Large vs. Small Power distance

Page 15: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

High vs. Low Uncertainty Avoidance

Page 16: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Masculine vs. Feminine Cultures

Page 17: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Communicating Conflict Across Cultures

Conflict is communicated differently across cultures.

Page 18: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Thomas’s (1976) Conflict Resolution Approach The choice of the conflict resolution

style by the party involved in conflict is influenced by the following factors:

Page 19: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

The stake in the outcome.

The emotional involvement.

The urgency.

Precedent.

Culture.

Page 20: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Conflict and the Concept of Face Conflict is face–related as the concept

of face appears to be a predictor of what conflict strategies are being used (Ting-Toomey 1988). Intervention by a superior

Page 21: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Conflict with members of outgroups (Khoo 1994) People from collectivist culture tend to

be aggressive and confrontational with the out–group members.

Page 22: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Mediating conflict across cultures In the cultures where conflict is seen as

undesirable and potentially face damaging involvement of third parties is encouraged.

Page 23: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Principles of Conflict Mediation (Weiss 1996)

Acknowledge that you know a conflict exists and propose an approach for resolving it.

In studying the position of both parties, maintain a neutral position regarding the disputants – if not the issues.

Page 24: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Principles of Conflict Mediation (Weiss 1996)

Keep the discussion issue oriented, not personality oriented. Focus on the impact the conflict is having on performance.

Help your people put things in perspective by focusing first on areas where they might agree. Try to deal with one issue at a time.

Page 25: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Remember, you are a facilitator, not a judge. Judges deal with problems, facilitators deal with solutions.

Make sure people fully support the solution they have agreed upon.

Principles of Conflict Mediation (Weiss 1996)

Page 26: Chapter 11 Cross-Cultural Conflict and Conflict Resolution Managing Organizations in a Global Economy: An Intercultural Perspective First Edition John

Preventing Intergroup Conflict A multicultural organization must

minimize interpersonal and intergroup conflict related to group identity and must promote the understanding of cultural differences.