1. Intercultural Communication: Negotiation & Conflict Resolution
Dr. Phyllis Ngai
Department of Communication Studies
The University of Montana-Missoula

2. Workshop Overview Focus: Intercultural interpersonal communication
Cultural-general skills
Foundation for on-going development
3-step competence-development approach:
Self-discovery
Cross-cultural comparison
Simulated application/Case study

3. How do cultural differences add to the challenge of communication?

4. What did you notice?
How are messages encoded and decoded (misunderstood)?
Appreciative/Respectful
Self-presentation
-Directness (honesty)
Hospitable/Respectful
- Being humble/self criticism

5. Intercultural Context consider cultural influences 1
Intercultural Context consider cultural influences 1.Encoding effectively? 2.Using culturally appropriate channels and forms? 3.Decoding correctly?

6. Cultural Dimensions: range of possibilities
Direct Indirect
“We” focused ”I” focused
Status conscious Egalitarian
Long-term Short-term

7. Me? My culture? My counterpart? My counterpart’s culture?
Direct vs. Indirect
Explicit/verbal.
Details verbalized.
Linear.
Deductive.
Silence avoided.
Reactions oblivious.
Schedule specific.
Feels threatened by ambiguous situations.
Implicit/nonverbal.
Details implied.
Circular.
Inductive.
Silence meaningful.
Reactions reserved
Time open, flexible.
Tolerate uncertainty, ambiguity.
Me? My culture? My counterpart? My counterpart’s culture?
Direct Indirect

8. Are there cultural meanings implied in nonverbal cues?
Facial
Expression
Glaze & Eye Movement
Gestures
Space &
Territory
Postures
Body
Movement
Touch
Use of Time
Conversation
Regulators
Artifacts
Physical appearance
Vocalics

9. Case Study: What would you have done differently?
Was Somebody Saying No?
Direct-----U.S X-----Indirect
Self-Assessment (T&C, p. 191)
Request for a Price Concession
Direct-----U.S L-----Indirect

10. Me? My culture? My counterpart? My counterpart’s culture?
We focused vs. I focused
Interdependent.
Relationship paramount.
Decision=what is good for the group.
Try to blend in.
Prefer avoidance.
Desire or even demand consensus.
Independent.
Autonomy paramount
Decision=what is good for the individual.
Try to speak out.
Prefer confrontation.
Accept and encourage dissent among members.
Conflict and competition are natural.
Me? My culture? My counterpart? My counterpart’s culture?
“WE” ”I”

11. Case Study: What would you have done differently?
Handout on negotiation (individualistic vs. collectivistic)
The Quiet Participant
“We” focused----W US ”I” focused
In the Matter of Mr. K
“We” focused----K M/chair ”I” focused
Self Assessment (T& C p. 193)

12. Ting-Toomey & Chung, 2012, p.194

13. Status Conscious vs. Egalitarian
Status, age, gender shape how one communicate.
Extensive set of rules, regulations, & rituals. (more formal)
Prefer a humble style
esp. with superiors
(self criticism).
Authorities should not be (openly) challenged.
Communicate in more or less the way with everyone.
Try to minimize rules and rituals
(more informal)
Prefer assertiveness
(self enhancement)
One can disagree with superiors.
More democratic decision making.
Me? My culture? My counterpart? My counterpart’s culture?
Status Egalitarian

14. Case Study What would you have done differently?
Considering The Source
Status conscious----Y S------Egalitarian
The Sick Secretary
Status conscious----K T------Egalitarian
Indirect Direct
“We” “I”

15. What is conflict? Ting-Toomey 2003
“We”, Status-conscious
As damaging to social face and relational harmony.
Should be avoided.
Dysfunctional for the most part.
Signals a lack of self-discipline and self-censorship of emotional outbursts.
Relational face issues and conflict intertwined.
Dealt with subtly.
Win-win face game.
“I”, Egalitarian Cultures
To air out differences and problems.
Dysfunctional when repressed.
Functional when provides opportunity for solving problems.
Separated from relational issues.
Dealt with openly and directly.
Can be win-win problem-solving game.
Video

16. How to deal with conflicts/disagreements?
“I”, Egalitarian,
=> Direct
Direct request.
Direct verbal justifications.
Upfront clarifications to defend one’s action or decision.
Silence as admission of guilt or incompetence.
“We,” Status conscious,
=> Indirect
Use qualifier (Perhaps we should…).
Tag questions (Don’t you think…).
Disclaimers (I’m probably wrong but..).
Tangential responses (Let’s not worry about that now.).
Indirect request (If it won’t be too much trouble,…).
Pick up the hidden message and respond indirectly or equivocally.
Verbal messages believed to compound the problem.
Silence as self-discipline.

17. Case Study What is going on?
Business or Pleasure?
Long-term H T------Short-term

18. Long-Term vs. Short-Term
Expectation of quick results following one’s actions.
Confrontational and aggressive in social relationships.
Commitment to long-term relationships is lower.
Take time to building relationships.
Important to maintain the “face” of self and others.
Reciprocity a key element in building relationships.
Me? My culture? My counterpart? My counterpart’s culture?
Long Term Short Term

19. Case Study What would you have done differently?
The Tea Party
Long-term -----K US-----Short-term

20. When working in… Indirect, “We,” Status-conscious, Long-term Cultures
Build trust slowly by saving face and focusing on relationship.
Be proactive in dealing with disagreements (informal consultation and “go-between” method)=help opponents save face.
Focus on nonverbal “how” process. Manage disagreements on the implicit, nonverbal pacing level (i.e .use silence, deliberate pauses, attentive listening, and patient conversational turn-taking.)
Be sensitive to the importance of quiet, mindful observation. Restrain from asking too many “why” questions.
Let go of a disagreement if the other does not want to deal with it directly. Let the relationship heal first. (a cooling period).

21. When working in… Direct, “I,” Egalitarian, Short-term Cultures
Focus on resolving the substantive issues; openly express points of view.
Open negotiation with upfront thesis statement. Be to the point.
Be ready to accept disagreements, counter-proposals, etc.
Verbally explain a situation fully and learn not to expect others to infer their points of view.
Use verbal paraphrases, summaries, interpretative statements to verify the reasoning.
Use direct verbal messages that clearly convey concerns.
Avoid silent moments (perceived as weak).
Learn to work out disagreements collaboratively.