Transcript Managing Conflict in a Diverse Organization

Conflict Management in A
Diverse Organization
Diversity & Inclusion Month
March 12 12:30 pm – 2 pm
Camilo Azcarate
Manager, Office of Mediation Services
The World Bank
"Whenever you're in conflict with someone, there is
one factor that can make the difference between
damaging your relationship and deepening it.
That factor is attitude." W. James
culture
“Set of values, attitudes, beliefs, worldview and
underlying assumptions shared by a group”
Assumptions
There are more similarities than differences across cultures
Cultures change all the time
Cultures have ranges of behaviors and approaches available to
individuals
Individual may belong to several cultures simultaneously
Individual behaviors are not necessarily determined by cultural
factors
culture
“Set of values, attitudes, beliefs, worldview and
underlying assumptions shared by a group”
Assumptions
Cultures show differences in the way they perceive,
communicate and handle conflicts
Therefore, cultural variables are sometimes a strong,
yet invisible factor that permeates parties’ behaviors
in conflict
Cultural Dimensions
[Geert Hofstede]
Power Distance (PD)
Individualism (IDV)
Masculinity (MAS)
Uncertainty Avoidance (UA)
Cultural Dimensions
[Geert Hofstede]
Power Distance (PDI)
Degree in which less powerful group members expect and
accept unequal distribution of power
Large- endorse hierarchies. More acceptance of
inequalities. Subordinates tend to be afraid of
authorities, which tend to be authoritarian or
paternalistic and not ask/welcome feedback
Small- endorse egalitarianism. Subordinates are
more likely to challenge authorities and these
tend to ask and welcome feedback
Cultural Dimensions
[Geert Hofstede]
Individualism (IDV)
Degree in which individuals are integrated into groups
High- everyone is expected to look out primarily
for self and immediate family
Low- everyone is integrated into strong cohesive
in-groups which look out for its members in
exchange for their loyalty
Cultural Dimensions
[Geert Hofstede]
Masculinity (MAS)
Degree in which roles are distributed between genders
Larger gap between the level of aggressiveness
and competitiveness of men compared with
those of women
Shorter gap between genders attitudes
(MAS distances between men from different cultures are
larger than distances between women from those cultures)
Cultural Dimensions
[Geert Hofstede]
Uncertainty Avoidance (UAI)
Degree of tolerance for uncertainty and ambiguity
Strong- uncomfortable with ambiguity and
differences, trying to reduce them through strict
social customs and legal norms
Weak- more comfortable with ambiguity and
differences, valuing broad and flexible norms
PDI and Conflict
Large
Obedience and centralizations of decision
making. Dissent/ conflict (especially across
hierarchical lines) as a disrespect/attack.
Feedback not asked or welcomed
Small
Dissent least tolerated by authorities,
which are more likely to ask and welcome
feedback. Conflict across hierarchy lines is
more acceptable
IDV and Conflict
High
assertiveness is valued, strong
individual opinions expected. Pursuit of
self-interest, sometimes at the expense
of group interests. Tasks prevail over
relationships.
Low
social harmony is valued. Individuals
expected to conform to the opinions of
social groups and sacrifice self-interest.
Relationships prevail over tasks
MAS and Conflict
Larger Gap
Resolution of conflict by “fighthing it out”.
Aggressiveness and competition more
accepted/ expected in men than women.
Smaller Gap
Resolution of conflict by compromise.
Striving for consensus, solidarity with the
weak, caring. Attempt to share gender
roles.
UAI and Conflict
Strong
Less acceptance of conflict and dissent.
Many and precise, detailed norms.
Strong authority reduces anxiety.
Weak
More acceptance of conflict and dissent.
Few and broad (general values) norms.