Unit 13 Cultural Conflict and Management演示文稿

Unit13CultuaralConflict&Management‘sPart1Twoapproachestoconflict1.Negotiationisaconflict-solvingprocess.Differentculturessolveproblemsindifferentways.2.TwoapproachestoConflict1)InWesterncultures,conflictisviewedasfundamentallyagoodthing;Workingthroughconflictsconstructivelyresultsinstronger,healthierandmoresatisfyingrelationships.2)Manyculturegroupsviewconflictasultimatelydestructivaforrelationships.E.g.ManyAsiancultures,reflectingtheinfluenceofConfucianismandTaoism,seeconflictasdisturbingthepeace.Theyalsothinkthatwhenmembersdisagreetheyshouldadheretotheconsensusofthegroupbatherthanengageinconflict.tPart2Effectiveconflictmanagement1.Thekeytoeffectivecross-culturalcommunicationisknowledge.1)tounderstandthepotentialproblemsofcross-culturalcommunicationandmakeaconsciousefforttoovercometheseproblems.2)tobeawarethatone’seffortswillnotalwaysbesuccessfulandadjustone’sbehaviorappropriately.--beingpatientandforgivingratherthanhostileandaggressive,ifproblemsarise.--respondingslowlyandcarefullyincross-culturalexchanges,notjumpingtotheconclusion.2.Inacross-culturalnegotiations,thesuggestionforheatedconflictsistostop,listen,andthink,or“gotothebalcony”.3.Beingfamiliarwithbothculturescanbehelpfulincross-culturalcommunication.Theintermediarieswhoarefamiliarwithbothculturescantranslateboththesubstanceandthemannerofwhatissaid.Theycanunderstandtheproblemsandexplaintheproblemsandmakeappropriateproceduraladjustments.4.Beginners’guidetointernationalbusinessnegotiations:Internationalbusinessnegotiationsarefundamentallydifferentfromdomesticnegotiationsandrequireadifferentsetofskillsandknowledge.1)Intheinternationalnegotiations,thepartiesmustdealwiththelaws,policies,andpoliticalauthoritiesofmorethanonenation.2)thepresenceofdifferentcurrencies.3)theparticipationofgovernmentauthorities.4)internationalventuresarevulnerabletosuddenanddrasticchangesintheircircumstances,e.gwar,revolution,changesngovernment,currencydevaluation.p5)differentideologies:Effectivenegotiatorswillbeawareofideologicaldifferences.Theywillpresenttheirproposalsinthewaysthatareideologicallyacceptabletotheotherparty,orthatareatleastideologicallyneutral;6)culturaldifferencesPart3CulturaldifferencesFourdimensions:1Individualism-collectivism:Inindividualisticcultures,thefocusofone’sbehaviorcanbeunashamedlyself-centered.Peopletendtoputtasksbeforerelationshipsandtovalueindependencehighly.Collectivism:theinterestsofthegroupwhetherthefamilyorthecommunity,aregivenpriorityoverthoseoftheindividual.Suchculturescalled“collectivist”emphasizegroupconsensusandtheavoidanceofconflict,conformity.Collectivistsocietiestendtostressabstract,generalagreementsoverconcrete,specificissues.s2powerdifferential:Theideaofpowerdifferentialdescribesthedegreeofdeferenceandacceptanceofunequalpowerbetweenpeople.1)Cultureswherethereisacomfortwithhighpowerdifferentialarethosewheresomepeopleareconsideredsuperiortoothersbecauseoftheirsocialstatus,gender,race,age,education,birthright,personalachievements,familybackgroundorotherfactors.2)Cultureswithlowpowerdifferentialtendtoassumeequalityamongpeople,andfocusmoreonearnedstatusthanascribedstatus.Generallyspeaking,themoreunequallywealthisdistributed,thebiggerwillbethepowerdifferentialinanynationalsetting.tion3)NationswithahighpowerdifferentialincludeArabiancountries,Malaysia,thePhilippines,Mexico,Indonesia,andIndia.Negotiatorsfromthesecountriestendtobecomfortablewith:Hierarchicalstructures;Clearauthorityfigures;Therighttousepowerwithdiscretion.4)CountrieswithalowpowerdifferentialincludeUSA,Austria,Denmark,Israel,NewZealand,Ireland,Sweden,Norway,Finland,Switzerland,BritainandGermany.NegotiatorsfromthesecountriestendtobecomfortablewithDemocraticstructures,,flatorganizationalhierarchies.Sharedauthority;Therighttousepoweronlyinlimitedcircumstancesandforlegitimatepurposes.y3.Uncertaintyavoidance:1)theideaofuncertaintyavoidancehastodowiththewayculturesrelatetouncertaintyandambiguity.Andhowwelltheyadapttochanges.2)CountriesthatshowthemostdiscomfortwithambiguityanduncertaintyincludeMuslimcountriesandtradipionalAfricancountries,wherehighvalueisplacadoncondormityandsafEty,riskavoidance,andrelianceonformalrulesandrituals.Trusttendstobevestedonlyinfamilyandclosefriends.Itwillbedifficultforoutsidenegotiatorstoestablishrelationshipsofconfidenceandtrustwithmembersofthesecountries.3)TheUSA,Scandinavia,andSingaporeareidentifiedashavingahighertoleranceforuncertainty.Membersoftheseculturestendtovaluerisk-taking,problem-solving,flatorganizationalstructuresandtoleranceforambiguity.Itmaybeeasierforoutsiderstoestablishtrustingrelationshipswithnegotiatingpartnersintheseculturalcontexts.4Masculinity-Femininity1)thetermsmasculinityandfemininityareusedtorefertothedegreetowhichaculturevaluesassertivenessornurturingandsocialsupport.Thetermsalsorefertothedegreetowhichsociallyprescribedrolesoperateformenandwomen.2)countriesandregionssuchasJapanandLatinAmericaareratedaspreferringvaluesofassertiveness,task-orientationandachievement.Inthesecultures,theretendtobemorerigidgenderrolesand“livetowo