The Role of Culture

Conflict Across Cultures

Mark McKenna BUS 162, International and Comparative Management San Jose State University

Augsburger, David W., Conflict Mediation Across Cultures: Pathways and Patterns (London: Westminster John Knox Press, 1992), pp. 1825, 28-35, 84-94, 137-142, 244-258, and 279-283.

Conflict and Culture

What is conflict?
A situation in which two or more interdependent people or groups perceive an incompatibility in the needs or interests they seek to achieve

Conflict is inevitable and universal Conflict is also shaped by culture

What constitutes a conflict varies across cultures Responses to conflict are culturally determined How conflicts are resolved, including the role of third parties, in any, also depends on culture

Conflict Across Cultures

Conflict in all cultures is characterized by multilevel communication, alternate movement between subtle cues and visible behaviors, intricate combinations of convert responses and overt reactions, ambivalent feelings and polarized perspectives, defensive strategies of concealment and offensive attempts to provoke crisis, and so on. All these multifactorial, multilevel, multiple-meaning signals, cues, and behaviors leave the knowledgeable participant confused and the outsider confounded.
- David Augsburger Conflict Mediation Across Cultures (p. 24)

The Where of Conflict

In individualistic, low-context cultures

Shaped by the individual Perceived linearly, as a one-to-one difference Addressed explicitly (I cant accept this proposal as submitted)

In collectivistic, high-context cultures

Determined by culture and social norms/controls Perceived holistically, with mutually reinforcing causes and consequences Approached indirectly (I am not completely satisfied with this proposal)

The Why of Conflict

In individualistic, low-context cultures

More likely to perceive conflict as instrumental Triggered by violation of individual expectations Individual is responsible, others need permission to interfere

In collectivistic, high-context cultures

More likely to perceive conflict as expressive Triggered by violation of group norms or ethos Individual inconvenience is ignored, but behavior that conflicts with group values must be addressed

The What of Conflict

In individualistic, low-context cultures

Confrontational, one-on-one negotiating style Resolved by the two parties, preferably without a mediator Capacity to directly address difficulties and differences sign of personal maturity

In collectivistic, high-context cultures

Non-confrontational, triangular resolution style Third-party approaches widely used Provide objectivity, emotional distance, facesaving and consideration of contextual issues

The Which of Conflict

Factual-inductive
Visible data, selection of important facts, linear reasoning based on logical inferences Common in Western cultures, scientific method

Axiomatic-deductive
Determination of relevant general principles or values and their application to specific situations

Affective-intuitive
Based application of relational, emotional and personal perceptions of the situation More common in high-context cultures

Conflict and Facework

Saving Face
Members of all cultures negotiate over the concept of face Individualistic, low-context cultures emphasize

self-positive face (expressing need for inclusion) self-negative face (defending self from infringement)

Collectivistic, low-context cultures emphasize

other-positive face (ensuring the other feels included) other-negative face (by signaling respect and mutuality)

Case: The Hit-and Run Driver

As you listen, consider each parties

Communication style
Direct, indirect Elaborate, exacting succinct

Reasoning process
Are they linear and rational or affective? Are they inductive, deductive or intuitive?

Face-saving strategy
Emphasis on self or other-positive and -negative face?

Worldview
Is it a matter of fate or personal responsibility?

Conflict Cycles

Working Through Conflict

Lederach, 1988

Fisher and Ury, 1981

Negotiation Across Cultures

Who negotiates?
Seniority vs. expertise Directly, with third-parties, or through go-betweens

How does one negotiate?

Work through the issues in order Agree on general principles first Adopt extreme positions and compromise

How is agreement achieved?

Through consensus (what can each party live with) By splitting the difference (win-lose competition) By creating new value (win-win outcomes)

Forgiveness

Three forms of forgiveness

Punitive repayment of harm done Inclusive acceptance of harm done Reconciliatory transformation of relationship

Four related concepts

Confession recognition of responsibility Contrition appropriate sorrow or regret Restitution reestablishment of mutual justice Reconciliation releasing the past, restructuring the present, reopening the future

Homework for Wednesday

Read entries in ExecutivePlanet.com

Japan (http://www.executiveplanet.com/index.php?title=Japan)
Japan: About Japan About Japan Japan: Appointment Alert! Making Appointments Japan: Business Dress Guidelines for business dress Japan: Conversation Welcome topics of conversation Japan: First Name or Title? Addressing others with respect Japan: Gift Giving Selecting and presenting an appropriate business gift Japan: Let's Make a Deal! What you should know before negotiating Japan: Prosperous Entertaining Entertaining for business success Japan: Public Behaviour Acceptable public conduct

US (http://www.executiveplanet.com/index.php?title=United_States)
United States: First Name or Title? Addressing others with respect United States: Let's Make a Deal! - Part 1 What you should know before negotiating United States: Let's Make a Deal! - Part 2 What you should know before negotiating