Conflict Management in A Diverse Organization Diversity & Inclusion Month March 12 12:30 pm – 2 pm Camilo Azcarate Manager, Office of Mediation Services The World Bank

"Whenever you're in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening it. That factor is attitude." W. James

“Set of values, attitudes, beliefs, worldview and underlying assumptions shared by a group” Assumptions There are more similarities than differences across cultures Cultures change all the time Cultures have ranges of behaviors and approaches available to individuals Individual may belong to several cultures simultaneously Individual behaviors are not necessarily determined by cultural factors culture

“Set of values, attitudes, beliefs, worldview and underlying assumptions shared by a group” Assumptions Cultures show differences in the way they perceive, communicate and handle conflicts Therefore, cultural variables are sometimes a strong, yet invisible factor that permeates parties’ behaviors in conflict culture

Power Distance (PD) Individualism (IDV) Masculinity (MAS) Uncertainty Avoidance (UA) Cultural Dimensions [Geert Hofstede]

Power Distance (PDI) Degree in which less powerful group members expect and accept unequal distribution of power Large- endorse hierarchies. More acceptance of inequalities. Subordinates tend to be afraid of authorities, which tend to be authoritarian or paternalistic and not ask/welcome feedback Small- endorse egalitarianism. Subordinates are more likely to challenge authorities and these tend to ask and welcome feedback Cultural Dimensions [Geert Hofstede]

Individualism (IDV) Degree in which individuals are integrated into groups High- everyone is expected to look out primarily for self and immediate family Low- everyone is integrated into strong cohesive in-groups which look out for its members in exchange for their loyalty Cultural Dimensions [Geert Hofstede]

Masculinity (MAS) Degree in which roles are distributed between genders Larger gap between the level of aggressiveness and competitiveness of men compared with those of women Shorter gap between genders attitudes (MAS distances between men from different cultures are larger than distances between women from those cultures) Cultural Dimensions [Geert Hofstede]

Uncertainty Avoidance (UAI) Degree of tolerance for uncertainty and ambiguity Strong- uncomfortable with ambiguity and differences, trying to reduce them through strict social customs and legal norms Weak- more comfortable with ambiguity and differences, valuing broad and flexible norms Cultural Dimensions [Geert Hofstede]

Large Obedience and centralizations of decision making. Dissent/ conflict (especially across hierarchical lines) as a disrespect/attack. Feedback not asked or welcomed Small Dissent least tolerated by authorities, which are more likely to ask and welcome feedback. Conflict across hierarchy lines is more acceptable PDI and Conflict

High assertiveness is valued, strong individual opinions expected. Pursuit of self-interest, sometimes at the expense of group interests. Tasks prevail over relationships. Low social harmony is valued. Individuals expected to conform to the opinions of social groups and sacrifice self-interest. Relationships prevail over tasks IDV and Conflict

MAS and Conflict Larger Gap Resolution of conflict by “fighthing it out”. Aggressiveness and competition more accepted/ expected in men than women. Smaller Gap Resolution of conflict by compromise. Striving for consensus, solidarity with the weak, caring. Attempt to share gender roles.

Strong Less acceptance of conflict and dissent. Many and precise, detailed norms. Strong authority reduces anxiety. Weak More acceptance of conflict and dissent. Few and broad (general values) norms. UAI and Conflict