Dynamics of Conflict: Culture and Gender Maureen Gauci Law 342 and Law 341 November 11 th, 2013

Culture assumptions  Culture is commonly shared assumptions of goals, values, means, authority, ways of knowing, relationships, time and space that a group has learned throughout its history.  Ethnic, national origin, gender, professional, organizational

Why Culture Matters  Culture greatly impacts how people: 1) Define conflict 2) View third party intervention 3) Describe events 4) Decide legitimate responses and solutions to conflict

Cultural Fluency Having awareness for our own and one another’s perceptions, belief systems, values, attitudes and worldviews. Assessing conflict dynamics with sensitivity to identity and meaning-making differences. Having a range of strategies and tools that are centered in relationship.

Dimensions of Culture  Different cultural frameworks and blended cultural identities  Power  Harmony and Face-saving  Direct and indirect forms of expression, engagement and communication  Time as a value  Expanded concepts of family  High and low-context cultures  Individualistic and collectivist cultures  Visual and non-verbal cues/communication  Authority/legitimacy I.e “elders”, “gate-keepers”, “wise ones”  The value and expectation of advice giving  Formality and informality  Different communication norms and styles

Exploring the Differences  How do men negotiate?  How do women negotiate?  How do we negotiate together?

Culturally aware negotiations  Self awareness of bias, skills and knowledge  Awareness of the impacts of power, culture, and gender may have on parties  Choosing an intervener(s) who will be effective by considering the parties, context, expectations for settlement.  Adapting the process e.g conflict coaching, co- mediation, collaborative law processes  Create a positive and open environment  Acknowledgement of differences  Seek first to understand  Seek out rituals or shared symbols to increase understanding