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DISPUTE RESOLUTION
Collectivist cultures Dispute have repercussions in others Dispute destabilizes harmony between individuals, within a group and between groups More likely to discourage OPEN dispute by tolerating LATENT dispute, which is ignored or overlooked Explaining tolerance of dispute Collectivist: harmony should always be maintained and direct confrontations avoided Invidualist: one’s mind (honest person) Wide power distance: latent conflict between ranks is considered normal and feared. In narrow power distance cultures, harmony between the powerful and powerless is valued. Peer cooperates. In high uncertainty avoidance, dispute within the organization are undesirable. Conflict disapproved. In LOW uncertainty-avoidance, conflict in organizations is considered natural. In masculine cultures, disputes are resolved by fighting them out. In feminine cultures are resolved by compromise and negotiation. Handy> types of dispute Competition for resources serves a useful purpose when it
- Sets standards
- Sorts out the best from the field An ARGUMENT is constructive and people learn when
- Information to resolve the issue is available
- Personal attacks are avoided
- Communication is accurate Disputants in a group way may be resolved by non-disputing members. IMPOSE a solution Separate disputants Counsel between sides Mediation takes a strong position
PREPARING TO NEGOTIATE
Preparation is essential stage Equity structure, current circumstances Size Technology WHERE TO NEGOTIATE? Territorial advantage WHY? What you must achieve, you tope, you would like WHERE? Territorial advantage When? Negotiating prematurely may be fatal How to negotiate? Developing relationship between two sides Exchanging information, attitudes and interests Exploring expectations and assumptions Persuading Implementation Avoid uncertainty high, negotiators have a greater need for signals distinguishing stages in the structure Who negotiates? Experts and administrators Ranks of team leaders Competitors, customers Commitments abroad Why negotiate? Whay you must achieve, what you hope to, what you would like to Arranging negotiations Preparing background information Who has the authority to decide? Leader of negotiating team Implementing the negotiated contract Negotiation process ends when the contract is signed.
EXERCISE CULTURE AND CONFLICT
Culture and other contextual features TWO HOURS LATE FOR WORK Feared for its sense of humor Incompetent Karl criticizes loudly Jon
- Meeting to resolve the conflict and listening and considering two versions of the story to the junior clerk and John.
- Offer Karl paying for damage to John being expelled
- Drinking before going to work will be banned and when she found that collogues must be punished with 2 weeks without working and without payment.
- Consider the possibility that John has to pay Karl due to the cracking bone in his ankle
- Limiting or banning bad behavior on work
- Extra work for both in order to recover the slump and the accident
- Avoid listening workers that are sympathy to karl influenced
- Clash of cultures
- Different cultural groups understanding
- Too emotional feminine
- Loosing face-> collectivist countries
- Great talent
- Physical treat-> not an accident> unacceptable
- Both expelled
- Cooling effect-> unwilling to take risks
- Participating at course
- Get helped
- Ask for evidences
- Low cost expenses
- Severance pay
- Gold handshake
- Pay attention on the consequences Critical Incident Angela Mertens In this critical incident we can observe Angela Mertens, who is working in a taskforce with American colleagues. She seemed to develop great ideas and pleasant by them. However, she noticed that this was only appease her job. She might just be work hard. She might give up a stressed vibe and they thought that it’s better giving her the easiest job. Moreover, the task was maybe too easy?
Finally, colleagues might interpret the lack of enthusiasm and a lack of engagement (not very amazed by what). The recommendation is adzed their aspects (I love the enthusiasm). Try to not be in the middle. Analysis and recommendations number 1 Capability responsible for. LESSON 8 PRAISE German Deflationary Praise excessive Official recognition is embarrassing Praise more, exaggerate CRITICISM Not honest, get to the core of the issue American Inflationary Praise rare Officisl recognition Praise with understatement DEMOTIVATING, bad and need to be improve SANDWICH Positive and negative feedback, fit the negative with the positive Workable approach but you can be manipulated feel psychological tricky Manipulate emotions Backfire negative prospective
OIL TANKER
We don’t change something because it requires too much time SPEEDBOAT Move fast and breath things First move advantage. Arrive same destination are successfully, but work differently Reliability, undefiled adjustment No perfect solution but start something (better than doing nothing) CRITICAL INCIDENT- OPTEMETRIST PROCESS Respect the boundries Privacy Phones who can call up Message Having a vase and water Protect flowers in the hallway TEAMS-CREDIT? In your company everyone receives individual credit for a job well done (Tromprenaars riding the waves of culture p.57) SPECIFIC RECOGNITION for the do The language you use Culture diversity Cooperation Privacy Go extra mile, no patience Timing Punctuality, perception of time Approach to problem-solving Discuss aweless. Best available solution Awareness Traineeship How do we use, we communicate How much time we have, how much we share Read the prompt by the team They ignored him
They didn’t follow their advice Start with something Trying to find the solution Uncertainty avoidance As rude, arrogant, slow Find solution on my way Not thanken Find the perfect fit German things not rely on me Oil tanker Try out different solutions Compare them in order to be more efficient Talking all together Frustrated by the continuing discussion Frustrated by lack of progress Analysis paralysis frustrated by the reflections He is the leaders, he makes the rules My way or the other way Escalation be a leader but they find another solution in order to show their capacities RECOMMANDATIONS Company should fire an intercultural expert to solve the problems (no write it in the exam) Trust ability in the team American more transparent Communicate your reason for doing something Be inclusive Discuss and address such problem Communication is very important German Systematic: Consider all related factors Simplifying Recommendations Less systematic Focus on relevant factors AMERICAN Particularistic: consider only relative factors (Pragmatic) Analysis paralysis, pseudp-philosophical
respond. They pay attention to both verbal and nonverbal cues and ask clarifying questions when necessary. Awareness of Cultural Differences : They have a deep understanding of the cultural differences that exist between themselves and others. This includes differences in communication styles, values, beliefs, attitudes, and behaviors. Conflict Resolution Skills : Pioneers in intercultural communication are equipped with effective conflict resolution skills. They are able to navigate conflicts that may arise due to cultural misunderstandings or differences in perspectives. Cultural Competence : Ultimately, pioneer intercultural communicators strive to achieve cultural competence – the ability to effectively interact and communicate with people from diverse cultural backgrounds. there are several common themes and emotions that often characterize intercultural communication: Curiosity: Many people approach intercultural communication with a sense of curiosity and openness to learning about different cultures, traditions, and perspectives. There's often a genuine interest in understanding and appreciating cultural diversity. Challenges: Intercultural communication can also evoke feelings of challenge and complexity, especially when navigating cultural differences in language, communication styles, norms, and values. Misunderstandings and cultural barriers may arise, requiring patience and effort to overcome. Excitement: Engaging in intercultural communication can be exciting, particularly when discovering new ways of thinking, communicating, and problem-solving. It offers opportunities for personal growth and enrichment through exposure to diverse ideas and experiences. Vulnerability: Effective intercultural communication often involves a degree of vulnerability, as individuals may need to step outside their comfort zones and confront their own biases and assumptions. This vulnerability can lead to deeper connections and mutual understanding. Frustration: At times, intercultural communication can be frustrating, especially when faced with language barriers, misunderstandings, or cultural clashes. It requires patience, resilience, and flexibility to navigate these challenges effectively. Empathy: Successful intercultural communication is rooted in empathy – the ability to understand and share the feelings and perspectives of others. Cultivating empathy allows individuals to bridge cultural divides and establish meaningful connections across cultures. Respect: Respect for cultural differences and diversity is essential in intercultural communication. It involves acknowledging and valuing the unique perspectives, beliefs, and traditions of others, even when they differ from one's own.
Connection: Despite the differences that may exist, intercultural communication has the potential to foster meaningful connections and relationships across cultural boundaries. Through genuine dialogue and mutual respect, individuals can find common ground and build bridges of understanding.
