Conflict Resolution Techniques - Term Paper Example

?Running head: CONFLICT RESOLUTION Conflict Resolution. Compare Conflict Resolution Techniques in two Different Cultures, such as American and Mexican Author’s name Institutional Affiliation Abstract Conflict resolution techniques in two different cultures, such as American and Mexican, were studied in the context of the given research task. K. Thomas identified five styles of behavior in conflict resolution: competition, cooperation, avoidance of conflict, compliance and compromise. Like any other aspect of organizational behavior, style of conflict resolution is subject to significant influence of national cultures. The USA belongs to so-called individualistic culture. Besides, this is a country with a low level of power-distance and fear of uncertainty. The Americans use to resolve the conflicts by means of such methods as competition. The Mexican culture is a collectivist culture with high level of power-distance and fear of uncertainty. The representatives are prone to resolve the conflicts by means of cooperation and compromise to resolve the conflict. The conflict, according to K. Thomas - is "a process that arises when one party assumes that the other party is going to impede or interfere with the intentions of the first side" (cited in Lorenzen 2006). K. Thomas identified five styles of behavior in conflict resolution. The modern view is that even the organizations with efficient management have some conflicts; moreover, the conflicts are not only possible, but also desirable. Of course, the conflict does not always produce positive effects. In some cases it can interfere with the needs of the individual and the goals of the organization as a whole (Augsburger 1992). Some conflict can be functional and lead to increased organizational effectiveness. Or it can be dysfunctional, and then it leads to a decrease in personal satisfaction, group cooperation and effectiveness of the organization. The outcome of conflict largely depends on how effectively they are managed. Competition – “the stronger is always right” – an active style of conflict resolution. This manner of behavior manifests itself in a situation where one party pursues its purposes with great zeal and acts regardless of the impact, produced on others. Such method of resolving the conflict is accompanied by the creation of “win – lose” situation. Cooperation – “let's solve this problem together” – an active style, strives to cooperate with other party. In this situation, both parties are committed to achieving their goals. Such manner of behavior characterized by the desire to solve the problem, find out the differences, exchange ideas and information. Such a strategy is often called the approach “win – win”. Avoidance of conflict – “leave me alone” is a passive style of conflict solution, which does not seek to any cooperation. One side can acknowledge that a conflict exists, but chooses the manner of behavior, characterized by the desire to avoid conflict or stifle it. Such party delays the conflict solution, using a variety of half-measures in order to dampen the conflict, or covert action to avoid a confrontation. Compliance – “only after you”- is a passive style, seeking to cooperation. In some cases, one party may try to placate the other and put their interests above their own ones. The given strategy implies the desire to soothe the other party; it involves compliance, obedience and suppleness. Compromise – “let's meet each other’s interests”- the average position by two parameters: activity - passivity, a willingness to cooperate - its absence. When both sides make concessions, partly by refusing their claims, a compromise is reached. Nobody wins and nobody loses. Such solution involves the search for options and ways to mutually beneficial agreements. Like any other aspect of organizational behavior, style of conflict resolution is subject to significant influence of national cultures. “To create conditions for cooperation, the leaders of the international level should study the customs, rules of conduct and business protocol of their partners, representatives of other cultures, but also understand their national character, traditions of management and way of thinking” (Judge, 1993). The USA belongs to so-called individualistic culture. Besides, this is a country with a low level of power-distance and fear of uncertainty. The Americans use to resolve the conflicts by means of such methods as competition. In such type of culture communication between people is less important, is means that each person must take care of himself and his family. Performance of any task takes precedence over any personal relationships; personal goals are more important than the group ones. Devotion of individuals to some particular group is low; everyone is included in several groups, moving from one group to another, according to their need. Changing the place of work is not a problem for the representative of individual culture (Weaver, & Frans 2003). The US is a country with low power-distance; the Americans are of the view that inequality in society should be reduced to a minimum. They believe that the hierarchy - it is only a conditional inequality of people in society. In this culture preference is given to competition rather than to cooperation and collaboration. People do not show their emotional dependence on organizations and institutions. The importance of individual initiative and individual success is emphasized; the ability to make decisions is welcomed. As for the Mexican culture, it belongs to collectivist cultures. In collectivist cultures, which, as a matter of fact, include most Latin American countries, people perceive the world and form their attitude toward it through the prism of the group interests. They devoted to the organization, friends and family. The Mexican culture is a collectivist culture with high level of power-distance and fear of uncertainty. The representatives are prone to resolve the conflicts by means of cooperation and compromise to resolve the conflict. Collectivism is characterized by a rigid social structure that separates "us" and "outsiders" in groups. Much attention is paid to the views, goals and needs of the group rather than individual. The significance of an individual is not determined by personal qualities, but a place in the social hierarchy. Individual is emotionally dependent on organizations and institutions. (Lorenzen 2006). Culture emphasizes belonging to each organization. The organization intervenes in private life. Decisions are taken by the team. Besides, Mexicans are representatives of the culture with high power-distance. They believe that people are born unequal, everyone has his place in life, due to the complex hierarchical structure of society, and the distance between various social strata is significant. Social hierarchy determines the structure of organizations. So, the Mexicans, as a rule, resort to cooperation and compromise to resolve the conflict. Fear of uncertainty is a degree of threat experienced by the society in the implicit, ambiguous situations. The significance of this category is due to the fact that the future is always uncertain, although we are trying to predict it. Representatives of the cultures with a high degree of fear of uncertainty, such as Mexicans, are trying to avoid ambiguous situations, protecting themselves by means of formal rules, the rejection of abnormalities in thought or behavior, etc. They are characterized by higher levels of anxiety and stress, they are always busy with the safety and protection, have a strong need for written instructions, rules and laws (Judge, & Frans 1992). As for the US culture, Americans are dissatisfied with excessive regulation and organization, an excess of rules, and they feel better in unprogrammed situations that present an opportunity for creative solutions to problems. The representatives of this culture comprehend the unpredictability of life more easily, they are not afraid of strange people’s behavior and novelty of ideas, they are tolerant to everything unusual, appreciate the initiative, flexibility in decision making, willingness to take risks. Thus, such criterion as fear of uncertainty also can prepare the ground for an intercultural conflict. Problems of intercultural communication, arising between the representatives, who are at different poles of the ‘fear of uncertainty” scale, are quite predictable. During negotiations, the representatives of crops with a high level of fear of uncertainty seek to careful discussion making, they require careful and detailed planning, and this may cause a negative reaction from members of cultures with low fear of uncertainty. Consequently, national culture can become a cause of conflict occurrence. In order to understand how to work and behave with the representatives of different cultures, we must be able to go beyond our own cultural stereotypes. Curiosity, openness and willingness to reach an understanding are good qualities of intercultural management. References Augsburger, D. (1992). Conflict mediation across cultures. Louisville, Kentucky: Westminster / John Knox Press. Bercovitch, Jacob, & Jackson, Richard. (2009). Conflict Resolution in the Twenty-first Century: Principles, Methods, and Approaches. University of Michigan Press, Ann Arbor. Retrived from http://www.press.umich.edu/titleDetailDesc.do?id=106467 Judge, Peter G., & Frans B. M. de Waal. (1993). Conflict avoidance among rhesus monkeys: coping with short-term crowding. Animal Behavior 46: 221–232. Lorenzen, Michael. (2006). Conflict Resolution and Academic Library Instruction. LOEX Quarterly 33, no. ?, 6–9, 11. Weaver, Ann, & Frans B. M. de Waal. (2003). The mother-offspring relationship as a template in social development: reconciliation in captive brown capuchins (Cebus apella). Journal of Comparative Psychology 117: 101–110. Read More