exam questions

Intercultural Communication

Conflict management in intercultural communication

Dr. Oksana Shkurska Dalhousie University

Conflict Management in Intercultural Communication

•  What is a conflict? •  What is an intercultural conflict? •  How to manage intercultural conflicts?

What comes to your mind when you here the word “conflict”?

Write down on the sheet of paper the first things that come to your mind when you here the word “conflict”. Do not think hard! Take only 1 minute!

Conflict vs. Confrontation

conflict •  Disagreement about perceiving goals,

values, or expectations. confrontation •  Direct resistance, often to the dominant

forces.

Intercultural Conflict

Conflict between/among representatives of different cultural groups

Intercultural Conflict

•  Different values •  Language barrier •  Different approaches to conflict -  always destructive -  can be very productive (conflict as

opportunity) è Different conflict management styles (avoid or handle it right away)

Approaches to Conflict Conflict as Opportunity Conflict as Destructive 1.  Conflict is a normal, useful

process. 2.  All issues are subject to

change through negotiation. 3.  Direct confrontation and

conciliation are valued. 4.  Conflict is a necessary

renegotiation of an implied contract—a redistribution of opportunity, release of tensions, and renewal of relationships.

1.  Conflict is a destructive disturbance of the peace

2.  The social system should not be adjusted to meet the needs of members; rather, members should adapt to established values.

3.  Confrontations are destructive and ineffective.

4.  Disputants should be disciplined.

5.  Pacifism is valued.

(Augsburger, 1992)

Is your approach positive or negative? Compare the answers on your sheets to

these groups of words

Destructive Opportunity Pain War Hostility Threat Violence Competition Anger Distress Hopeless Bad

Strengthening Developmental Growth Helpful Exciting Stimulating Creative Energizing Clarifying Good

Cultural Differences in Conflict Views

1. High-conflict societies 2. Low-conflict societies

High-Conflict Societies

1. Segregated communities 2. Strong stereotypes è discrimination 3. Powerful class and socioeconomic hierarchy 4. Absence of interpersonal affection and warmth 5. Lack of social trust 6. Emotional distance between parents and

children (Based on Martin, Nakayama & MacDaniel, 2013)

Low-Conflict Societies 1.  Interpersonal relationships resulting in

security and trust 2.  Strong connection between individual and

community interests 3.  Involving third parties (sometimes in the

form of the entire community) into the conflict to handle it

4.  Emphasis on social harmony that is as important as a dispute itself

5.  Strategies of conflict avoidance and management

(Based on Martin, Nakayama & MacDaniel, 2013)

Conflict Management Strategies 1.  Dominating 2.  Integrating 3.  Compromising 4.  Accommodating 5.  Avoiding

Dominating

+ −

May be appropriate in some contexts

Goal achievement at the expense of others’ needs. win-lose orientation loud and forceful verbalization high concern for the self and low concern for the other person

(Speicher, 1994)

Integrating

+ − open and direct exchange of information in an attempt to reach a solution acceptable to both parties

Requires much time and energy

high concern for both the self and the other person effective in most conflicts is characterized by collaboration, empathy, objectivity, creativity, and recognition of feelings

(Folger, Poole, & Stutman, 1993)

Compromising

+ −

moderate degree of concern for both the self and the other person.

both individuals need to give up something

an attempt to find a mutually acceptable solution

people feel forced to give up something they value and so have less commitment to the solution

è Sometimes is not effective

Accommodating

+ − ignoring differences and incompatibilities by one person in a conflict

pseudo solutions are possible

emphasizes commonalities that satisfy the concerns of the other person

one person may resent constant accommodation

works well when one individual is more concerned with the relationship itself than with specific issues

è the solution may have the opposite effect

Avoiding

+ − in some cultural contexts, this is an appropriate strategy

low concern for both the self and the other person

if used by both parties, may result in more harmonious relationships

in most of Western and North American cultural contexts is often viewed negatively (inability to solve the conflict)

can allow individuals to think of some other response can be used when the relationship itself is unimportant to one person, or if others can better manage the conflict

(Wilmot & Hocker, 2001)

Managing Conflicts

Productive Management Destructive Management

narrowing the conflict in terms of definition, focus, and issues

escalating the issues or negative attitudes

limiting conflict to the original issue

escalating the conflict from the original issues, with any aspect of the relationship open for reexamination

directing the conflict towards cooperative problem solving

using power, threats, and deception

trusting leadership that stresses mutually satisfactory outcomes

polarizing behind single-minded and militant leadership

Dealing with Intercultural Conflict

1. Stay centered and do not polarize. 2. Do not stereotype. 3. Maintain contact. (Attempt a dialogue rather than isolate yourself). 4. Recognize the existence of different styles. 5. Identify your preferred style. 6. Use plain language. (No idioms!). 7. Do not repeat what you’ve said unless you are asked to. 8. Be willing to forgive.

Bibliography •  Apedaile, S. and Schill, L. (2008). Critical incidents for

intercultural communication. NorQuest College. •  Augsburger, D. (1992). Conflict mediation across cultures.

Louisville, KY: Westminster/John Knox Press. •  Cole, M. (1996). Interpersonal conflict communication in

Japanese cultural contexts. Unpublished dissertation, Arizona State University, Tempe.

•  Folger, J. P., Poole, M. S., & Stutman, R. K. (1993). •  Working through conflict: Strategies for relationships, groups,

and organizations (2nd ed.). New York: HarperCollins. •  Rahim, M. A. (1986). Managing conflict in organizations. New

York: Praeger.

Bibliography •  Rahim, M. A., & Magner, N. R. (1995). Confirmatory factor analysis of

the styles of handling interpersonal conflict: First-order factor model and its invariance across groups. Journal of Applied Psychology, 80, 122–132.

•  Samovar L.A, Porter, R.E. & McDaniel, E.R. (2013). Communication between cultures (8-th ed.). Wadsworth: Cengage Learning.

•  Speicher, B. L. (1994). Interethnic conflict: Attribution and cultural ignorance. Howard Journal of Communications, 5, 195–213.

•  Thomas, K., & Kilmann, R. H. (1974). Thomas- Kilmann conflict MODE instrument. Tuxedo, NY: Xicom.

•  Ting-Toomey, S. (1997). Intercultural conflict competence. In W. R. Cupach & D. J. Canary (Eds.), Competence in interpersonal conflict (pp. 120–147). New York: McGraw-Hill.

•  Wilmot, W. W., & Hocker, J. L. (2001). Interpersonal conflict (6th ed.). New York: McGraw-Hill.