1. © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Intercultural Communication in Contexts Third Edition Judith N. Martin and Thomas K. Nakayama Arizona State University CHAPTER Slide 1 11 Culture, Communication, and Conflict

2. Slide 2 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Chapter Summary Characteristics of Intercultural Conflict Two Orientations to Conflict The Interpersonal Approach to Conflict Interpretive and Critical Approaches to Conflict Managing Intercultural Conflict

3. Slide 3 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill The dialectical perspective is useful in thinking about intercultural conflict. 1. Individual-cultural 2. Personal-social 3. History/past-present/future Characteristics of Intercultural Conflict

4. Slide 4 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Ambiguity causes people to resort to their default conflict style. When you struggle with language differences, it is difficult to effectively handle conflict. Different orientations to conflict and conflict management styles also complicate intercultural conflict. Characteristics of Intercultural Conflict

5. Slide 5 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Conflict as opportunity: 1.Conflict is defined as involving a perceived or real incompatibility of goals, values, expectations, process, or outcomes between two or more interdependent individuals or groups. Two Orientations to Conflict

6. Slide 6 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Conflict as opportunity: 2. Four assumptions: a. Conflict is a normal, useful process. b. All issues are subject to change through negotiation. Two Orientations to Conflict

7. Slide 7 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Conflict as opportunity: 2. Four assumptions: c. Direct confrontation and conciliation are valued. d. Conflict is a necessary renegotiation of an implied contract, a redistribution of opportunity, a release of tensions, and a renewal of relationships. Two Orientations to Conflict

8. Slide 8 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Conflict as opportunity: 3. Benefits of conflict: a. Gaining new information about people or other groups. b. Diffusing more serious conflict. c. Increasing cohesiveness. Two Orientations to Conflict

9. Slide 9 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Conflict as destructive: 1. Four assumptions: a. Conflict is a destructive disturbance of the peace. b. The social system should not be adjusted to the needs of members; rather, members should adapt to established values. Two Orientations to Conflict

10. Slide 10 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Conflict as destructive: 1. Four assumptions: c. Confrontations are destructive and ineffective. d. Disputants should be disciplined. Two Orientations to Conflict

11. Slide 11 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Conflict as destructive: 2. When conflict does arise, the strong spiritual value of pacifism dictates a nonresistant response- often avoidance. Two Orientations to Conflict

12. Slide 12 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Conflict as destructive: 3. Cultural groups that view conflict as destructive often avoid low-level conflict and sometimes seek intervention from a third party, or intermediary. Two Orientations to Conflict

13. Slide 13 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Ting-Toomey (1991) suggests that these two orientations are based on different cultural values for identity and face saving. Two Orientations to Conflict

14. Slide 14 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Cultural Differences in Conflict Views: Cultural variation in approaches to conflict seems to result from structural, individual, and interpersonal characteristics. Two Orientations to Conflict

15. Slide 15 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Cultural Differences in Conflict Views Low-conflict cultures seem to share certain characteristics: 1. interpersonal practices that build security and trust; 2. strong linkage between individual and community interests; 3. high identification with the community; 4. preferences for joint problem solving; Two Orientations to Conflict

16. Slide 16 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Characteristics of low-conflict cultures, continued: 5. available third parties to facilitate conflict management; 6. an emphasis on the restoration of social harmony; 7. the possibility of exit; and 8. strategies of conflict avoidance. Two Orientations to Conflict

17. Slide 17 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Types of Conflict 1. Affective Conflict 2. Conflict of Interest 3. Value Conflict 4. Cognitive Conflict 5. Goal Conflict The Interpersonal Approach to Conflict

18. Slide 18 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Strategies and Tactics for Dealing with Conflict: 1. How people deal with conflict is influenced by both culture and context, as well as individual style. 2. The primary influence on style choice is family background. The Interpersonal Approach to Conflict

19. Slide 19 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Strategies and Tactics for Dealing with Conflict: 3. Conflict styles: a. Dominating style b. Integrating style c. Compromising style d. Obliging style e. Avoiding style The Interpersonal Approach to Conflict

20. Slide 20 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Gender, Ethnicity, and Conflict: 1. Some studies show gender differences in conflict management styles, and others do not. a. In some studies, women report more collaborative conflict styles, whereas men report more competitive styles. b. Among older adults, however, these gender differences seem to disappear. The Interpersonal Approach to Conflict

21. Slide 21 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Gender, Ethnicity, and Conflict: 2. The relationship between ethnicity, gender, and conflict is more complex. a. Contradictory findings regarding differences among ethnic groups, and between males and females. b. It is inappropriate to assume that a person will behave a particular way because of his/her ethnicity and/or gender. The Interpersonal Approach to Conflict

22. Slide 22 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Value Differences and Conflict Styles: 1. People from individualist societies tend to be: a. more concerned about their own self-esteem during conflict; b. more direct in their communication; and c. use more controlling, confrontational, and solution-oriented conflict styles. The Interpersonal Approach to Conflict

23. Slide 23 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Value Differences and Conflict Styles: 2. People from collectivist societies tend to: a.be more concerned with preserving group harmony and with saving the other person's dignity during conflict, and b.use avoiding and obliging conflict styles rather than more direct conversational styles. The Interpersonal Approach to Conflict

24. Slide 24 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Value Differences and Conflict Styles: 3. The way one chooses to deal with conflict in any situation depends on the type of conflict and the relationship one has with the other person. The Interpersonal Approach to Conflict

25. Slide 25 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Conflict is deeply rooted in cultural differences in the context of social, economic, and historical conflict. Interpretive and Critical Approaches to Social Conflict

26. Slide 26 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Social Contexts 1. Many conflicts arise and must be understood against the backdrop of existing social movements. 2. Social conflict arises from unequal or unjust social relationships between groups. 3. Social movements are large-scale efforts designed to accomplish change in contemporary society. Interpretive and Critical Approaches to Social Conflict

27. Slide 27 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Economic Contexts 1. Many conflicts are fueled by economic problems which may be expressed in cultural differences. 2. Many people find it easier to explain economic troubles by pointing to cultural differences or assigning blame. 3. Blaming particular cultural groups diverts attention from the real sources of the problem. Interpretive and Critical Approaches to Social Conflict

28. Slide 28 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Historical and Political Contexts 1. Many international conflicts have centered on border disputes. 2. Differences marked by cultural identification, when fueled with historical antagonism, can lead to conflict. Interpretive and Critical Approaches to Social Conflict

29. Slide 29 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Managing Intercultural Conflict Productive Versus Destructive Conflict: 1. Narrow the conflict in definition, focus, and issues. 2. Limit conflict to the original issue. 3. Direct the conflict toward cooperative problem solving. 4. Trust leadership that stresses mutually satisfactory outcomes.

30. Slide 30 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Managing Intercultural Conflict Competition Versus Cooperation: 1. Competitive relational atmospheres promote coercion, deception, and poor communication. 2. Cooperative atmospheres promote perceived similarity, trust, and flexibility, and lead to open communication. 3. Exploration is essential to setting a cooperative atmosphere.

31. Slide 31 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Managing Intercultural Conflict Dealing with Conflict: 1. Stay centered and do not polarize. 2. Maintain contact. 3. Recognize the existence of different styles. 4. Identify your preferred style. 5. Be creative and expand your conflict style repertoire. 6. Recognize the importance of conflict context. 7. Be willing to forgive.

32. Slide 32 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Managing Intercultural Conflict Mediation 1.Contemporary Western mediators have learned some lessons from traditional non-Western models. 2. Conflict transformation helps disputants to think in new ways about the conflict, but this requires a commitment by both parties to regard each other with goodwill and mutual respect.

33. Slide 33 © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill Managing Intercultural Conflict Mediation 3. Meditation is advantageous because: a. disputants are actively involved and tend to buy in to the resolution, b. it is more creative and integrative, and c. it is cheaper than legal resolution.