1. Intercultural Communication
Chapter 8:
How Can We Manage Conflict in Intercultural Settings?

2. Objectives for Chapter 8
Understand five different approaches to conflict
Understand the differences between three different types of intercultural conflict
Examine intergroup conflict
Explore strategies for handling intercultural and intergroup conflict
Explore “forgiveness” with regard to conflict

3. Types of intercultural conflict
Object conflicts
Relationship conflicts
Priority conflicts
Unique, but not necessarily separate 3

4. Types of intercultural conflict
Object Conflicts:
Accuracy or knowledge about “things”
True or not true
Not about moral judgment 4

5. Types of intercultural conflict
Relationship Conflicts:
Actions that change “relationship status”
“Threat” to an established relationship pattern
“Rights and responsibilities” within cultural system
Examples:
Student or graduate?
Formal or informal form of address 5

6. Types of intercultural conflict
Priority Conflicts:
Includes “good” or “bad” judgment
Actions based on moral values
Often emotional connection to actions 6

7. Types of intercultural conflict
Object conflicts
Relationship conflicts
Priority conflicts
Unique, but not necessarily separate 7

8. Cultural approaches to conflict
AKA conflict management styles
“Choices” made under certain circumstances
Not “traits”
Reflect culture and orientation to conflict

9. Cultural approaches to conflict
Avoiding:
Change topic to distract and shift attention
Be silent and refuse to actively participate
Viewed negatively in the U.S.
Accommodating:
Match others’ wants rather than your own wants or needs
C0mmonly used when there is not a big investment 9

10. Cultural approaches to conflict
Competing:
Dominating
Win/lose
Conflict as nothing to be afraid of
Compromising:
Both give a little and get a little
Collaborating:
“Think outside the box”
Creative solution-finding

11. Discussion question from text
Which of the five different cultural approaches to conflict do you and your community prefer? Which of the approaches do you and others in your community actually use most often?

12. Intergroup conflict Intertwined with intercultural conflict
Intercultural conflicts revolve around different systems of meaning
Intergroup conflicts are rooted in the different group memberships

13. Group membership and communication
Interpersonal Intergroup
Communication and conflict are often categorized along the continuum between interpersonal and intergroup
Different “histories” or narratives can escalate group conflict
Broad generalization and use of labels tend to “other” outgroup members
Personal interaction tends to reduce “othering” and move toward interpersonal communication

14. Intergroup vs. interpersonal communication
Eight triggers that encourage intergroup rather than interpersonal communication:
Visual distinctiveness
Oral distinctiveness
Assignment of representative role
Large difference in numbers of group members
Assumptions that values are different
Lack of shared interpersonal history
Perceived simplicity of communication need
Perceived competition

15. Intergroup vs. interpersonal communication
Triggers
Visual distinctiveness: Look different 15

16. Intergroup vs. interpersonal communication
Triggers
Oral distinctiveness: Sound different
Accents? Rate, pitch . . . 16

17. Intergroup vs. interpersonal communication
Triggers
Assignment of role: Represent a larger group
Graduate rather than undergraduate student 17

18. Intergroup vs. interpersonal communication
Triggers
Difference in relative numbers: Majority or minority? 18

19. Intergroup vs. interpersonal communication
Triggers
Assumption that values are different
Without personal experiences or actual observation it is an assumption . . . 19

20. Intergroup vs. interpersonal communication
Triggers
Lack of shared interpersonal history
Perceived simplicity of communication need
Perceived competition 20

21. Group membership and conflict
Group membership can encourage conflict.
Labels encourage prejudice/stereotype.
Ingroup biases and a variety of common fears:
Tangible harm or loss
Negative evaluation by ingroup
Negative evaluation by outgroup
Negative self-evaluation

22. Origins of intergroup conflict
Histories:
different “histories” different communication/conflict
Competition and power

23. Strategies for managing intercultural and intergroup conflict: appropriate conditions for successful contact
Joint goals
Supportive social climate
Equal status
Variety of contexts
Desire for contact

24. Factoring in face
The concept of face refers to the public image or reputation one has.
Respect
In conflict, face maintenance may be more important than the issue
Conflict management is secondary!

25. Factoring in face
Sometimes a person can be quite direct and still save face.
Usually this is done by directly owning your feelings and perceptions rather than implying these feelings are somehow the fault of others.

26. Especially important strategies when factoring in face
Joint goals
Supportive social climate
Equal status