Cross-Cultural Conflict Management Inter-Cultural Association of Greater Victoria December, 2014 Ben Ziegler Tel: 250.516.3936 [email protected] www.collaborativejourneys.com
Cross-Cultural Conflict Management
Inter-Cultural Association of Greater Victoria December, 2014
Ben Ziegler Tel: 250.516.3936 [email protected] www.collaborativejourneys.com
Agenda
1. Communications, Culture & Conflict
2. Conflict management styles
3. Conflict management skills
4. Strategies for cross-culture conflict management
Did we make common?
Source Receiver Message
Medium
Making common – In Real Life and Virtual
Action Intent Effect
“The single biggest problem in
communication is the illusion that it has taken place.”
(George Bernard Shaw)
Image source: wikipedia
Disagreement
Confrontational
Avoids confrontation
Disagreement and debate are positive for the team or organization. Open confrontation is appropriate and will not negatively impact the relationship.
Disagreement and debate are negative for the team or organization. Open confrontation is inappropriate and will break group harmony or negatively impact the relationship.
Source: Erin Meyer in Culture Map
Competing Collaborating
Avoiding Accommodating
Compromising
Conflict management styles A
sse
rtiv
en
ess
Cooperation
high
Based on Thomas-Kilmann Conflict Mode Instrument
high low
3 Key conflict management skills
1. Deal with your anger
2. Understand needs
3. Reframe the conflict
Defusing Strategy
1. Remain calm yourself
2. Non-verbally reassure the other person
3. Encourage talking
4. Show understanding
5. Commit to resolving the issue
6. Help the other person save face
Disengaging Strategy
1. Acknowledge: “I can see you’re furious with me”
2. Commit involvement: “and I’d like to talk more about it”
3. State your need: “right now I’m too angry (frustrated, upset, etc.) to think or talk. I need 1 hour to cool off”
4. State your intent to return: “I’ll be back”
5. Leave.
Confronting Strategy
Confronting Strategy = Assertive expression:
1. Describe - “When you…
2. Express - “I get…
3. Specify – “I want…
4. Consequence – “ So that we…
When they say:
I don’t like your
attitude
What else is on their mind?
Self-aware, personal growth…
Self-worth, accomplishment…
Belonging, love, family…
Safety, steady job…
Food , water, shelter…
Maslow’s Hierarchy of Needs
What you want as an outcome
Why you want it
Issue: What conflict is about (non-blaming)
Positions
Separate Positions, Issues, Interests
Interests
You Other
That meeting time is difficult for me
Everyone needs to attend the meeting
Issue: Meeting Time
Positions
Interests
Conflict management skill: Don’t Reject. Reframe.
Our mind can hold opposing views. What do you see a picture of?
Positions
Interests Problem Focus
Goal Focus
Competing
Avoiding Accommodating Ass
ert
ive
ne
ss
Cooperation
Collaboration
From To
“The most we can offer you is $15/hour.”
“You expect top value for your money. These are the different ways I bring value to the position…”
Reframe example
From To
Reframe example
“We need to get rid of Enrique so we can get our work done.”
“How can we address team chemistry so everyone is more productive?”
4 strategies to improve your cross-cultural conflict
management
1. Observe how people in the culture handle conflict
2. Ask cultural experts
3. Consult cultural sources
4. Observe other people’s actions to you