THE ROLE OF CULTURAL VALUES WHEN DEALING WITH CONFLICTTHE INFLUENCE OF CULTURE ON BEHAVIORS IN A CONFLICT SITUATION
Different cultures deal with conflict differently. In some cultures, confrontation is a necessary part of dispute resolution, whereas in others, resolution is accomplished through third parties. Some cultures use a leader or some other person in power to make the decision, while in still other cultures, rather than face the issues, people retreat and let things take their natural course. Unless one knows and appreciates cultural differences, there can be misinterpretations, many of which are common in a school or workplace. These misinterpretations, in turn, set off a chain of unintended consequences that are certainly not helpful to constructive relationships.
THE ROLE OF CULTURAL VALUES WHEN DEALING WITH CONFLICT
Differences in values underlie the effect that culture has on creating conflict and attempting to resolve conflict. Those people who deal effectively with conflict in cross-cultural situations know and understand their own beliefs and values and recognize that others may bring a different set of values and beliefs to the conflict.
Here is a way to examine such values. Place an X on the continuum closest to your personal beliefs. Let's begin with your values.
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What does your profile look like? Those people from a traditionally western perspective probably lean toward Column A. People from non-western cultures may easily fall closer to Column B.
This simple exercise points out one reason that people from individualistic, competitive cultures such as the United States may have difficulty appreciating other people for whom group well-being and harmony are key values.
THE INFLUENCE OF CULTURE ON BEHAVIORS IN A CONFLICT SITUATION
For the purpose of demonstrating the influence of culture, we have selected several cultural values that often have the greatest effect on conflict.
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People often have different perspectives on some or all of these issues and consequently do not find it easy to understand one another's point of view.
When people are in conflicts in which the behavior of other people doesn't meet their preconceptions and expectations, they may tend to misinterpret that behavior and make incorrect assumptions based on their own cultural background and group experiences. Each group makes assumptions about the other group's values, communication styles and intentions. This may result in conflict that stands in the way of productive interactions and that may be, at the same time, baffling for all those involved. However, the more one knows about culture the more effective one can be in resolving such conflicts constructively.
The following are values that are often the focus of cross-cultural conflicts:
1. COMPETITION
The test department in a valve manufacturing company had set up teams to test the product. Individuals were reminded that they were part of a team and that cooperation was vital. Yet one of the managers was still concerned about the time certain tests were taking and decided to time each tester.Culture was the unspoken basis for the conflict. CC came from a culture in which competition was not a comfortable situation and she did not understand the need to vie with her fellow team members. On the other hand, Jack had grown up competing at every turn, with his brothers, his classmates, and his friends, and this attitude carried over to team members at work.CC, a Korean operator who had been with the company for 10 years, became resentful. She said, "I do my work to the best of my ability; we are all members of the same team." She was so angry that she said she might quit. Meanwhile, Jack, her American-born coworker, got into the spirit of the competition and a conflict situation quickly arose.
Jack felt that being timed was natural, and he could not understand why CC made such a big deal out of it.
2. INITIATIVE
A foreign-born cook in a campus cafeteria knew his job: . . . to clean and cut vegetables and fruit, bone chicken, prepare hamburger patties, and do whatever tasks his supervisor asked of him. Sometimes, before he left, his supervisor asked him to sweep the floor and do a few other chores that the cook didn't think he should be asked to do. Nevertheless, he did them anyway.Consequently, the cook felt he was doing a terrific job, following instructions perfectly. Therefore, he couldn't understand when one day, his supervisor told him that his work was not completely satisfactory. The supervisor explained that he expected the cook to take some initiative and do some creative work on his own.
This cultural conflict arose because the cook felt that his supervisor (or the boss) should make all the decisions. The cook would do whatever he was asked, but did not see it as his place to try new things.
3. LEADERSHIP
Here is an example that touches on authority and hierarchy.
An American-born facilities manager was extremely pleased with the work done by one of his employees, who repeatedly showed his desire to get things done and his willingness to do them well. The employee was a Filipino named Fernando who had been in the United States several years.The conflict is illustrated in the exchange between the two men. While they worked, Fernando kept saying to his boss, "You don't have to do that. After all, you're the manager." The manager, on the other hand, tried to explain his philosophy by saying, "We all pitch in no matter what level anyone is."Since there was some physical labor involved (moving boxes), the facilities manager decided late one day to help out the employee. Together they worked to get the boxes moved and finish the job.
The manager felt good about the situation, yet when the employee went home that night he felt bad about the way things had gone with his manager.
This scenario illustrates how a cultural misunderstanding of one another's perspectives about roles can produce conflict. Fernando felt that it was degrading for the manager to perform physical labor, while the manager valued the concept that no one is above helping out where needed.
4. AUTHORITY
The degree to which people respect authority also depends on their culture. Some groups believe that leaders or others in authority are born into the role and must be given complete and unquestioned respect. Others believe totally to the contrary, i.e., that merit is the only acceptable principle on which to base authority. Respect for authority also often includes filial piety, i.e., respect for parents.
In a school office, a group of coworkers decided to go to Las Vegas. Josefina was invited to go along with her American friends. She became very excited and told her family about her trip. However, her mother told her that there was a family plan for a get-together that weekend. Josefina was disappointed but told her friends she couldn't join them. Jane, her best friend, said that her parents hadn't wanted her to go either, but she talked them into it and couldn't understand why Josefina couldn't do the same.Again, conflict can occur when there is a different outlook on authority. This suggests that problems that generate conflict may arise when people enter situations with totally different ways of looking at possible solutions. It is important to understand the ways in which the views of different people about authority influence their different responses to conflict.
5. TIME SENSE
Time sense is deeply embedded in culture and, therefore, varies from one culture to another.
An American businessman on a short-term assignment in Peru had built a warm relationship with a Peruvian colleague. The American was delighted when he was invited to join his friend and his family for dinner at their home at 8:00 pm. The American, having observed that other Peruvian social events actually began at least one hour after the stated time, decided to adjust to Peruvian customs and arrive one hour late. On the other hand, the Peruvian, who was aware that Americans tended to be punctual, had decided to accommodate his American friend by beginning promptly at 8:00. Both parties had gone out of their way to respect the other's time sense. There was confusion when the Peruvian was prepared to begin at 8:00, but the American didn't actually arrive until 9:00.This attempt at "cultural sensitivity" led to embarrassment for those involved and the potential for conflict. Fortunately, they were able to describe what had happened and understand that customs based on time are an important part of every culture. The fact that two cultures are similar in many aspects of daily life does not mean that they are the same in all aspects. Time sense is one factor that varies extensively across cultures.
The way cultural groups look at time makes a significant difference in the way they deal with one another, particularly in conflict situations. Furthermore, the cultural aspect of time makes a profound difference when it comes to the way in which people consider past, present, and future. It is common in western cultures for time to be a central aspect of regulating activity and measuring experiences. In other cultures, perceptions of time are often less central to people's daily experiences and work life.
DISPUTES ACROSS CULTURES
Now that we have looked at the influences of culture on dispute resolution, it is important to be aware of one's own behavior based on one's culture, as well as the behavior of others based on theirs. No matter who is involved in the conflictwhether it is one of the parties, or a third or neutral partycultural differences arise. Remember that there are many ways of looking at conflict. Know your own cultural approach, and recognize and acknowledge the differences in others as well.
Overriding all conflict resolution across cultures is the fact that there are skills that make a difference. The list of skills is long and we are not including all of them, but here are some of the most important ones:
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- some involve behavior, such as direct hostile confrontations with derogatory comments or insulting written messages, vandalism, or even racial or ethnic-based sarcasm disguised as "constructive criticism";
- other confrontations may result from or be directed at physical appearance, limited language skills, accents, and even personal hygiene; others may involve assumptions, perceptions, and values.
One must be cautious in classifying every dispute as cultural. The dispute may result instead from a personality clash between two individuals who dislike each other, or for whom the interpersonal "chemistry" does not work. However, even in such apparently non-cultural situations, the conflict may be exacerbated by cultural behaviors.
More difficult to identify are conflicts that arise from basic non-cultural issues that somehow become intertwined with cultural differences based on differences in values, beliefs, and attitudes. Because culture is so deeply ingrained, individuals may not be aware that their cultural assumptions are being challenged. In addition, variations from the norm are often misjudged to be deviations.
Specific skills to achieve positive results in conflict resolution across cultures are addressed in chapter 3. These skills, while useful in any conflict, are particularly valuable when cultural differences are escalating a conflict.