跨文化-Intercultural-Conflict-Management-ppt

InterculturalConflictManagementTeamMembers:ZhouHaoliangYangQiqiFanLijieC.DeterminantFactorsofConflicts1.Face6.Power2.Interrelation7.Credibility3.Favor8.Interest4.Seniority9.Severityoftheconflict5.Status10.Gender1.Face（面子）•Theprojectedimageofaperson'sselfinarelationshipnetwork.•Positive-facecommentsandnegative-facecomments.e.g.Chinesepeopleand“face”.Mencan'tlivewithoutface,treescan'tlivewithoutbark.Afamily'sugliness(misfortune)shouldneverbepubliclyaired.2.Interrelation（相互关系）•Therelationshipbetweentwoparties(WaggenspackandHensley,1989)•Conflictmorelikelytobepursuedwithstrangersthanwithfriends(Leung,1988).•Interrelation–atooltoavoidconflicts,asocialresourceforsolvingconflictsandpotentialpowerinpersuasion,influence,andcontrol(Chung,1991)Anyexamples?3.Favor(关照)•Aphysicalorpsychologicalresourceasagiftintheprocessofsocialexchange(Hwang,1987).在社会交换过程中个人可作为礼物给予他人的物质和心理资源。•Socialexchangetheoristsbelievesthatweinitiate,maintain,terminaterelationshipsonthebasisofrewardsandcosts.•Theruleoffavor–basedonnormofreciprocity,orfavorforfavor.Relationshiptieswillbrokenwhenrulesnotfollowed(Wen,1988).e.g.Toreturnafavorforfavor.以德报德。Oneforall，allforone.我为人人，人人为我。4.Seniority（资历）•ComparedtoWesternsociety,seniorityplaysamoreimportantroleinthesocialinteractionofEastAsiansociety.e.g.Theworldisyours,aswellasours,butinthelastanalysis,it'suptousthatwhetheritisyoursornot.(世界是你们的，也是我们的。但是归根结底是不是你们的，还要看我们的。)5.Power(权利)•Thecontrolbyonepartyofresourcesvaluedbyanotherparty.Differentemphasisofpowerresourcesindifferentcultures:e.g.American-materialresources;Japanese–seniority;Chinese-adominantwaytorequireforeignerstonegotiate6.Status（地位）-powerrelatedconcepts•Statusreferstorelativepositionswithrespecttoincome,prestige,andpower(Knupfer,1969).•Statusstronglyaffectstypesandamountofcommunication(Lippittetal,1952).7.Credibility（可信度）•Thedegreeoftrustonepersonhasforanother(Chen&Starosta,1998).•Perceivedtrustincreasestheamountofinterpersonalcommunication.Thedegreeoftrustmaydeterminewhetherpersonsadoptacooperativeorcompetitivestanceinconflictsituations.CredibilityTest:C:\Users\kiki\Desktop\跨文化\CredibilityTest.qsv8.Interest（利益）•Interestisthedegreeofprofitinvolved(orperceivedtobeinvolved)intheinteractionofconflictingparties.(冲突双方在交际中所涉及的收益）•Conflictstyle&resultsoftheconflict–affectedbyreciprocityandfairness.Whocanexplainorinterpretthiscartoon?9.Severityoftheconflict(冲突的严重性)•Thesizeofthepotentialgainorlossinaconflict.指冲突中潜在的得与失的规模。•Peoplearemorelikelytopursueadisputewhenhighstakesareinvolved.Inotherwords,thesizeoflossinadisputesignificantlyaffectsanindividual’slikelihoodofpursuingtheconflict(Starosta,1973;Leung,1988).e.g.AsChina’srises,WashingtonhasalastclearchancetoavoidtheloomingSino-Americanconflict.ThiswouldentailmakingrealconcessionsonTaiwanandonChina’sterritorialclaimsintheEastandSouthChinaSeas.ItwouldalsoinvolveacommitmentthatWashingtonwouldnotinterfereinChina’sinternalaffairs.IftheUSwantstoavoidafutureconflictwithChina,itcannotallowliberalideologytoobstructareconciliationwithanevermorepowerfulChina.(FromBBCnews)10.Gender（性别）•Manandwomanhandleconflictsdifferently(KobergandChusmir,1989;Nicotera,1995)•Becausethestatusofmanandwomandiffersfromonesocietytoanother,genderisamajorfactorthatinfluencespeople’sdecisionsinaconflictsituation(Chen,1988;Kohls,1984).RankOrderoftheTenFactorsAmericansChinese1SeverityofconflictSeverityofconflict2InterestInterrelation3CredibilityCredibility4InterrelationInterest5PowerSeniority6SeniorityPower7FaceFace8FavorFavor9GenderGender10StatusStatusCulturalcontextsaffecthowpersonsapproachormanageconflicts(Chen&Starosta,1998).D.EffectiveManagementofInterculturalConflictsRequires•Interculturalawareness(ofourownandothers'values,beliefs,worldviews,etc.).•Interculturalsensitivity(todifferentcultures.Showsinceritytoacknowledge,respect,andacceptdiscovereddifferences).Harris&Moran's(1987)Five-stepMethodofManagingConflictsAcrossCultures:•Describetheconflictinawayunderstoodinbothcultures;•Analyzetheconflictfrombothculturalperspective;•Identifythebasisfortheconflictfromtwoculturalviewpoints;•Solvetheconflictthroughsynergisticstrategies;•Determineifthesolutionisworkinginterculturally.Ting-Toomey'sSuggestion(1994)forIndividualisticCultures1.Understandtheopponent'sface-maintenanceassumptions(balancebetweenhumilityandpride,shameandhonor);2.Savetheopponent'sface(e.g.,usinggo-betweens,informalconsultation,etc.);3.Givefacetoopponents;4.Avoidtoomuchverbalexpression,andlearntoreadimplicitandnonverbalmessages;5.Beempathic(bylisteningattentively,respect,etc.);6.Learntousetheindirectcommunicationstyle;7.Trytobepatient,andmaintainaharmoniousatmosphereandmutualdignity.Ting-Toomey'sSuggestion(1994)forCollectivisticCultures1.Understandtheconflictassumptionoflow-contextculture;2.Learntoaccepttheindividualisticstyleofmanagingconflict(opinionsopenanddirect,issue-focused);3.Defendrightofspeakingupontheissue,andlearntoreasonsystematicallyandlogically;4.DevelopthesenseofindividualresponsibilityanduseIstatementsinconflictmanagement;5.Developtheabilityofverbalfeedback