1. © Shuang Liu, Zala Volčič and Cindy Gallois 2015

2. Managing Intercultural Conflicts
Chapter 11

3. Learning objectives At the end of this chapter, you should be able to:
Identify different sources of intercultural conflicts.
Describe stages in the conflict process.
Compare and contrast different conflict styles.
Recognize the influence of culture on conflict management.
Develop communication strategies to manage intercultural conflicts effectively. .

4. Defining conflict
Conflict is conceptualized as ‘the interaction of interdependent people who perceive opposition of goals, aims, and values, and who see the other party as potentially interfering with the realization of these goals’ (Putnam and Poole, 1987).
This definition highlights three general characteristics of conflict:
incompatible goals.
interdependence of the parties involved.
Communication.

5. Conflict, culture and communication
Conflict is pervasive in all societies and relationship development.
Our view of conflict and our conflict management styles are culture bound – influenced by diverse and complex value assumptions, expectations, verbal and nonverbal communication habits and rules.
Conflict styles are communication behaviours – because culture acts as a guide and predictor of communication behaviours, conflict in intercultural settings needs to be viewed in terms of culture and communication

6. Levels of conflict
Conflict permeates the development of social relationships at different levels:
Interpersonal conflict.
Intergroup conflict.
Interorganizational conflict .
International conflict.
Could you give an example of an interpersonal conflict you have recently experienced? What is the source of the conflict?

7. Intercultural conflict
Intercultural conflict refers to perceived or actual incompatibility of goals, interests, resources, values, expectations, processes, or outcomes between two or more interdependent parties from different cultures (Ting-Toomey, 1994).
Could you give an example of intercultural conflict at the group level?

8. Potential sources of intercultural conflict
Globalization and the rise of violence.
Ingroup/outgroup bias and prejudice.
Historical grievances and interethnic hatred.
Political, territorial and economic disputes.
In what ways could marginalized communities be further
disadvantaged by globalization?

9. Stages in the conflict process
Latent conflict: the conditions are ripe for conflict because incompatibilities and interdependence exist between the parties.
Perceived conflict: one or more of the parties believe that incompatibilities and interdependence exist.
Felt conflict: the parties begin to formulate strategies about how to deal with the conflict.
Manifest conflict: Strategies and goals are enacted in communication.
Conflict aftermath: both short-term and long-term consequences of conflict.
Source: Pondy, Louis R. (1967) ‘Organizational conflict: concepts and models’, Administrative
Science Quarterly, 12: 296–320.

10. Conflict management styles
Avoiding: physical withdrawal or refusal to discuss the
conflict.
Competing (dominating): the use of power in satisfying one’s position, even at the expense of one’s opponent.
Accommodating (obliging): behaviours that conceal or play down differences by emphasizing common interests.
Compromising: behaviours that aim at finding a midpoint between the opposing viewpoints.
Collaborating: facing a conflict directly and examining possible solutions.
Source: Blake, Robert R. and Mouton, Jane S. (1964) The Managerial Grid. Houston, MA: Gulf.

11. Conflict as normal approach
Conflict as normal approach views conflict as an opportunity to grow and to develop closer relationships.
Based on four main assumptions:
Conflict is normal and useful.
All issues are subject to change through negotiation.
Direct confrontation is valued.
Conflict always represents a renegotiation of contract, a release of tensions and a renewal of relationships.
Source: Augsburger, David (1992) Conflict Mediation across Cultures. Louisville, KY:
Westminster/John Knox Press.

12. Conflict as destructive approach
Conflict as destructive approach views conflict as unproductive and dangerous for relationships.
Based on four assumptions:
Conflict is a destructive disturbance to peaceful situations.
The social system should not be adjusted to the needs of its members: rather, its members need to adapt to the established values.
Confrontations are destructive and ineffective.
Agents should be disciplined.
Source: Augsburger, David (1992) Conflict Mediation across Cultures. Louisville, KY:
Westminster/John Knox Press.

13. In-class discussion Discuss in class:
How is conflict generally viewed in your culture – as normal or destructive?
What do you see as the advantages and disadvantages of this understanding?
In what ways may preferred conflict approaches may affect conflict management styles?

14. The influence of culture on conflict management
The individualism–collectivism cultural dimension can be considered a key cultural variable in communication strategies of intercultural conflict management (Ting-Toomey,1994).
Individualistic conflict strategies tend to be directed to problem solving and achieving goals.
Collectivist conflict strategies involve more willingness on behalf of members to sacrifice some personal interests in order to maintain relationships with others.

15. Conflict communication style and culture
Members of individualistic cultures generally use direct and overt communication style. They do not usually use mediators.
Members of collectivistic cultures prefer to use indirect and covert communication style. They prefer to use mediators to manage conflicts to avoid direct confrontation.

16. Cultural context and mediation
Each cultural context has unique constraints and opportunities for constructive conflict management, such as the use of mediators, but the success of any method is still dependent upon recognition of and sensitivity to context.
Mediators are used in in conflict management in both collectivist and individualist cultures, but their role is perceived and conducted differently, interpreted according to the cultural context.

17. Cultural values and negotiation
Lewicki et al. (2003) identified eight cultural variables that
impact the effectiveness of negotiations:
How the negotiation is defined.
Who comes to negotiate.
Protocol.
Style of communication.
Time frame.
Aversion to risk.
Group or individual.
How an agreement will be shaped and enforced.

18. Strategies for managing intercultural conflict
Communication is the means through which conflict is defined
and resolved. The following are proposed as strategies to
effectively manage intercultural conflict:
Focus on common ground and reduce disagreement.
Practise relational empathy.
Develop a positive communication climate.
What skills do you need to develop so that you can employ the
above strategies effectively?

19. Question to think about…
What adjustments do individualists and collectivists have to make to manage conflicts successfully with each other?