Culture and Conflict Conflict resolution from an intercultural perspective

Transcription

1 Culture and Conflict Conflict resolution from an intercultural perspective Sarah Apedaile NorQuest College

2 Outcomes 1. Define some terms and create a shared language 2. Identify some connections between culture and conflict 3. Describe a three part strategy for dealing with conflict in Intercultural Spaces

3 1. Defining some terms 1. Inclusion 2. Diversity 3. Engagement 4. Culture 5. Intercultural Competence

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5 What Inclusion Leveraging differences to increase contributions & opportunities for all Who Diversity = + The presence of differences How Engagement Intercultural Competence A mindset, skillset and heart set engaged at my edges Assessed by outcomes (e.g., climate, tenure turnover, conflict, evidence) Assessed by representation and mapping (e.g., how many, cultural orientations, skills,etc... ) Assessed by the IDI

6 The Diversity Wheel

7 Culture and Diversity

8 How we experience the world and act in it is learned from the groups to which we belong. Group level

9 Culture can be used to describe patterns of difference at the: Pan-national level (e.g., Arab culture) National level (e.g., Japanese culture) Ethnic level (e.g., French Canadian, European Canadian) Other dimensions of diversity Gender, physical ability and sexual orientation

10 Culture is the learned and shared patterns of values, interpretations and behaviors of group of people. Patterns

11 A Definition of Culture Patterns at a group level of analysis Objects Symbols Behaviours Concrete Values Beliefs Normal Abstract

12 Intercultural Spaces

13 2. Culture and Conflict

14 Perceived or actual incompatibility Values Norms Processes Goals Intercultural Conflict Over issues Content Identity Relational Procedural Beginning with different expectations Appropriate and inappropriate behaviour in interactions Reference: Ting-Toomey S. (1999) Communicating Across Cultures. P 194

15 Communication Style Direct - Indirect

16 Direct/Indirect Conflict Style Direct Conflict Style Patterns - Expectations Meaning inside the verbal message Precise and explicit language use Reliance of face to face resolution of disagreements Speak your mind Verbally assert difference of opinion Persuasion through reasoned argument Substantive disagreement focus Indirect Conflict Style Patterns - Expectations Meaning outside the verbal message Ambiguity and vagueness in language use Reliance of third parties for resolution of disagreements Discretion in voicing goals Talk around disagreements Persuasion through facework Relationship repair focus

17 Emotional Expressiveness Expressive - Restrained

18 Emotional Expressiveness/Restrain Conflict Style Emotional Expressive Style Patterns - Expectations Overt display of emotions Emotional Restraint Style Patterns - Expectations Disguised display of emotions Control emotions by externalizing Visible display of feelings through nonverbal behaviour Expansive vocalization Sensitive to constraints on expressing own feelings Relational trust through emotional commitment Emotional information necessary for credibility Control emotions by internalizing Minimal display of feelings through nonverbal behaviour Constrained vocalizations Sensitive to hurting feelings of other party Relational trust through emotional maturity Emotional suppression necessary for credibility

19 Intercultural Conflict Style Inventory ICS

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21 Let s Practice Critical Incidents for Intercultural Communication in the Workplace: Colbourne Institute for Inclusive Leadership

22 Perceived or actual incompatibility Intercultural Conflict between Lin and Roger Values Norms Processes Goals Over issues Content Identity Relational Procedural Beginning with different expectations Appropriate and inappropriate behaviour in interactions Reference: Ting-Toomey S. (1999) Communicating Across Cultures. P 194

23 Where would you place Lin and Roger on this model?

24 Strategies Understand differences Communicate across differences Manage differences Di Stephano, Imon, Lee and Di Stephano, Bridging Differences, 2004

25 Understand differences 1. Create a team map Identify what characteristics you want to map Describe members characteristics Identify the impact of these characteristics (Goals, values, processes normal /preferences) 2. Assess and build the team s intercultural Competence Intercultural Development Inventory (IDI)

26 Intercultural sensitivity The ability to discern and experience relevant cultural differences in a positive way Intercultural competence The ability to think and act in appropriate ways that support the achievement of goals in culturally diverse contexts Can be measured using the Intercultural Development Inventory IDI

27 A cultural generalization is a relative description of a group s preference and its variation from other group preferences.

28 Map Characteristics Cultural Value Orientations Roger Lin Hofstede.com

29 Communicate Across Differences 1. Create a third culture space Mutual adaptation Shared language Shared tools Shared norms for dealing with misunderstandings 2. Build your communication style repertoire 3. Expand your comfort zone

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31 Manage Differences 1. Manage participation 2. Anticipate and address potential areas of conflict Personal conflicts Cognitive conflicts Task based conflicts 3. Let go of the idea of ownership so that breakthrough ideas can be produced 4. Manage professional development pathways

32 Number of Teams Intercultural Competence is IMPORTANT & Central to Team Performance Distefano s research compared the performance of homogenous and diverse teams Monocultural Teams Multicultural Teams Multicultural Teams Performance Leaders ignore and suppress cultural differences Cultural differences become an obstacle to performance Leaders acknowledge and support cultural differences Cultural differences become an asset to performance Reference: Distefano, J.J., Creating Value with Diverse Teams in Global Management, Organisational Dynamics, Vol 29, No. 1, pp 45-63, IDI, LLC used with permission

33 NQC Inclusive Engagement Professional Development Framework

34 NQ Inclusive Engagement Scale for Exposure < 2.5 hrs Developing 2.5+ hrs Awareness Satisfactory 12 + hrs Exemplary in Progress 25 + hrs + Evidence Exemplary in Practice 35 + hrs + fdbk In aim: Have 80% of the employees from each portfolio achieve a minimum of level 3

35 A Core Competency Over Next Decade... Cross (Inter) Cultural Competency Ranked #4 of the top 10 work skills needed for the future

36 For more information contact: NorQuest.ca Colbourne Institute for Inclusive Leadership

37 References Ting-Toomey S., Communicating Across Cultures. The Guilford Press, NY, NY Hammer M. ( ) Intercultural Conflict Style (ICS) Inventory, LLC. Di Stephano, J.J., 2000.Creating Value with Diverse Teams in Global Management, Organisational Dynamics, Vol 29, No. 1, pp 45-63, Di Stephano, L.D., Imon S.S., Lee H., Di Stephano, J.J., Bridging Differences: A Model for effective communication between different disciplines through conservation training programs for professionals. City & Time 1(2):1. [online] URL: Apedaile S Something s Up Cycle. NorQuest College, Edmonton