Intercultural Conflict Resolution

Intercultural Conflict

• Face negotiation theory is how different cultures manage conflict to maintain their desired social image.
• Conflict is a face-threatening act, and its management depends on cultural values like individualism/collectivism and power distance.

Power Distance

• High power distance cultures (e.g., Japan, Mexico, Arab countries) value hierarchy and respect for authority.
• Low power distance cultures (e.g., U.S., Scandinavian countries, Australia) value equality and challenging authority.

Conflict Approach

• High-context cultures communicate implicitly, using nonverbal cues and situational context, avoiding conflict to preserve harmony.
• Low-context cultures communicate directly and explicitly, addressing conflict openly.

Culture Impact

• Individualistic cultures see conflict as a way to assert rights and solve problems logically, prioritizing individual interests.
• Collectivistic cultures manage conflict indirectly to maintain group harmony, avoiding open confrontation.

Intercultural Conflict Competency Criteria

• Understanding cultural differences in communication styles.
• Practicing effective facework strategies.
• Awareness of power distance, self-construal, and contextual influences.
• Adapting conflict management strategies based on cultural norms.

Intercultural Conflict Competence Elements

• Knowledge: understanding cultural norms and values.
• Mindfulness: awareness of one's biases and assumptions.
• Communication skills: adapting styles to different cultural contexts.

Causes for Intercultural Conflict

• Miscommunication due to differences in language, nonverbal cues, and communication styles.
• Collective historical perspectives: Long-standing conflicts and historical grievances.

Self-Construal

• Self-construal is how individuals define themselves in relation to others, either independently or interdependently.
• Independent self-construal prioritizes personal goals and direct communication.
• Interdependent self-construal prioritizes relationships and indirect communication.

Individualistic vs. Collectivistic Communication

• Individualistic cultures use direct communication and view conflict as a problem to be solved logically.
• Collectivistic cultures use indirect communication and prioritize maintaining harmony.

Organizational Conflict Similarities

• Individuals experience similar feelings and emotions as in interpersonal relationships.
• Personal relationships can develop in workplace settings.

Organizational Conflict Differences

• Organizational members have differing goals but are interdependent.
• Formal relationships involve hierarchical differences, influencing face and identity issues.
• Individuals might feel "forced" to interact and trust coworkers.
• A balance between task completion and relationship-building is necessary.
• Emotional expression may be high, considered unprofessional to display openly.
• Conflicts that are visible require resolution for teamwork.
• Career and livelihood may be affected by workplace conflict.

Resolving Workplace Conflict

• Helps individuals learn about coworkers' likes, dislikes, and capabilities.
• Generates innovative and creative ideas.
• Prevents groupthink by encouraging dissenting viewpoints.

Phases of Team/Group Conflict

• Differentiation: recognizing different perspectives and views.
• Mutual problem description: identifying the problem while acknowledging viewpoints.
• Integration: exploring possible agreements and resolving the issue collaboratively.

Powerful vs. Less Powerful Individuals

• More powerful individuals dictate decisions.
• Less powerful individuals hesitate to voice opinions.
• Power dynamics impact conflict resolution.

Group Development Phases (Braden and Brandenberger)

• Phase 1: self-centeredness.
• Phase 2: group-centeredness.
• Phase 3: balance between self- and group-centeredness.

Employee Emotional Abuse

• Employee Emotional Abuse (EEA) is a repetitive, targeted, and destructive form of communication.
• Directed at less powerful employees by more powerful individuals.

Workplace Bullying

• Workplace bullying is ongoing, intentional mistreatment involving verbal abuse, exclusion, or manipulation.

Cyberbullying

• Cyberbullying is using digital communication to intimidate, harass, or harm.
• Young people are vulnerable due to their online presence and limited conflict navigation skills.

Emotional Abuse Patterns

• Initial incident: first mistreatment.
• Progressive discipline: increasing scrutiny.
• Turning point: conflict escalates.
• Organizational ambivalence: employers ignore the issue.
• Isolating and silencing: victims become isolated.
• Expulsion: target is removed, and cycle repeats.

Targets of Abuse

• Experience isolation, stress, and emotional distress.
• Performance declines.
• Forced to leave their job.

Bullying Research Methods

• Surveys and self-reports.
• Case studies.
• Observational studies.

Cross-Functional Teams

• Vulnerable to conflict due to diverse backgrounds.
• Used to encourage diverse perspectives and innovation.
• Successful resolution requires clear communication and shared goals.

Conflict in Groups (Shah et al., 2020)

• Misaligned goals and communication breakdowns are the most frequent conflict cause
• Prior assumptions: group conflict was always negative.

Types of Conflict (Shah et al.)

• Task conflict: disagreements about work content (can be productive).
• Relational conflict: interpersonal tensions (generally harmful).

Third-Party Intervention

• Goal: help conflicting parties manage or resolve conflict.
• Ranges from facilitation to adjudication.
• Mediation: facilitator does not make decisions.
• Arbitration/Adjudication: decision-making by an external party.

Mediation

• Conflicting parties decide the outcome, while the mediator guides the negotiation.
• Advantages: Promotes involvement, win-win solutions, cheaper.
• Disadvantages: No guaranteed resolution, requires trust, may not work if power is unbalanced.

Arbitration

• A third party makes a decision on the conflict.
• Advantages: Voluntary participation, arbitrator may have expertise.
• Disadvantages: Only content is addressed, may escalate conflict.

Adjudication

• Adjudication is the conflict resolution through the legal system/ Courts
• Advantages: Power balancing, clear rules, professional representation, legally binding resolution.
• Disadvantages: Costly, time-consuming, parties do not control outcome, win/lose nature.

Mediation Functions

• Help parties communicate, recognize each other's perspectives, and work toward resolution.
• Mediator roles: Keep parties talking, help them understand rights, offer suggestions, and act as a scapegoat.

Gaining Cooperation in Mediation

• Ask for the parties' advice and listen for unspoken goals.
• Address face concerns by making sure each party feels they gained something.

Cultural Influence on Mediation

• Different cultures have different perceptions of conflict and authority figures.
• The role of a third-party can vary.

Ombuds Office Mediates

• Workplace disputes, academic conflicts, and interpersonal conflicts.
• Provides confidential, informal conflict resolution.

Forgiveness and Reconciliation Reasons

• Forgiveness prevents negative consequences.

Forgiveness Aspects

• Inner process: releasing negative feelings.
• Heart's capacity: releasing grasp on past pains.

Forgiveness Process

• Often takes effort to reach.
• Involves feeling and suffering the injury, feeling wronged, and adjusting/transcending the incident.

Imbalance of Power

• Individuals may feel coerced.
• Forcing forgiveness can cause repeated offenses and less trust.

Forgiveness Likely Occurs

• Victim feels emotionally ready.
• Offender takes responsibility and apologizes sincerely.

Reconciliation Likely Occurs

• Agreement on violation nature.
• Offending person acknowledges the hurt.
• The offending person offers an apology.

Restorative Justice

• Enables offenders to return to the community, promoting healing for both parties.

Negotiation

• Two or more parties reach an agreement that is mutually beneficial.

Integrative Negotiation

• Long-term relationships, common goals, multiple issues.

Distributive Negotiation

• Division of fixed resources.

Negotiation Planning Steps

• Define the issues.
• Assemble and define the bargaining mix.
• Define your interests.
• Consult with others.
• Identify limits.
• Set targets.
• Develop supporting arguments.
• Analyze the other party.

Establishing Trust in Negotiation

• Helping to establish trust: Thank the other party, stress shared goals, expressing reasons of your interest, honesty and justifying of your positions

"Closing the Deal" Tactics (Distributive Bargaining)

• Anchoring: Initial offer to influence negotiation.
• Justification: Reasons for proposals.
• Silence: Strategic pauses.
• Never a salary range: Employer may choose the lower end.
• Leverage alternative offers: As evidence of value.

Distributive Negotiation Terminology

• Target Point: Desired outcome.
• Resistance Point: Walk-away threshold.
• Asking Price: Initial offer.
• Initial Offer: Number on the table.
• Bargaining Range: Between two parties' resistance points.
• Settlement Range/ZOPA: Where both parties agree.

Position vs. Interests

• Position: What you say you want.
• Interests: Underlying reasons.

Going Beyond the Other Party's Position

• Understanding underlying interests and finding creative solutions.
• Bargaining Mix: Combination of negotiated issues.

Expanding the Pie

• Additional resources/solutions for the deal.

Cost Cutting

• Reducing costs for one party.

Non-Specific Compensation

• Compensation doesn't directly affect the negotiation.

Distributive Negotiation

• Strategies: Focus on target points.

Intimidation in Negotiations

• Stay calm and ask clarifying questions.
• Reframe the Convo.

"Improving Negotiation Skills"

• The most important skill is effective communications

Participants View Negotiation

• Both parties should work towards a mutually beneficial outcome.
• Negotiations fail due to lack of preparation, poor communication, emotional reactions

Top Ten Factors & Lens Model

• Model: Understanding how perceptions influence negotiation outcomes.

What is BAΝΤΑ?

• Best Alternative To a Negotiated Agreement.

Integrative Negotiation Goal

• Collaboration to achieve a win-win out come for all parties involved
• Do men negotiate salary more often
• Women receive lower initial offers
• Employeers biases may influence salary decisions