跨文化 Intercultural Conflict Management

1、精选pptIntercultural Conflict Management Team Members: Zhou Haoliang Yang Qiqi Fan Lijie精选pptC. Determinant Factors of Conflicts 1. Face 6. Power 2. Interrelation 7. Credibility 3. Favor 8. Interest 4. Seniority 9. Severity of the conflict 5. Status 10. Gender精选ppt1.Face（面子）（面子） The projected image of

2、 a persons self in a relationship network. Positive-face comments and negative-face comments.e.g. Chinese people and “face”. Men cant live without face, trees cant live without bark. A familys ugliness (misfortune) should never be publicly aired. 精选ppt精选ppt2.Interrelation（相互关系）（相互关系） The relationshi

3、p between two parties (Waggenspack and Hensley, 1989 ) Conflict more likely to be pursued with strangers than with friends (Leung, 1988). Interrelation a tool to avoid conflicts, a social resource for solving conflicts and potential power in persuasion, influence, and control (Chung, 1991) Any examp

4、les?精选ppt 3.Favor (关照关照) A physical or psychological resource as a gift in the process of social exchange (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。 Social exchange theorists believes that we initiate, maintain, terminate relationships on the basis of rewards and costs. The rule of favor based on no

5、rm of reciprocity, or favor for favor. Relationship ties will broken when rules not followed (Wen, 1988).e.g. To return a favor for favor.以德报德。 One for all，all for one.我为人人，人人为我。 精选ppt 4.Seniority（ 资历资历） Compared to Western society, seniority plays a more important role in the social interaction of

6、East Asian society. e.g.The world is yours, as well as ours, but in the last analysis, its up to us that whether it is yours or not.(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。)精选ppt5.Power(权利权利) The control by one party of resources valued by another party. Different emphasis of power resources in different

7、cultures:e.g. American - material resources; Japanese seniority; Chinese - a dominant way to require foreigners to negotiate 精选ppt6.Status（地位）（地位）-power related concepts Status refers to relative positions with respect to income, prestige, and power (Knupfer, 1969). Status strongly affects types and

8、 amount of communication (Lippitt et al, 1952).精选ppt7.Credibility（可信度）（可信度） The degree of trust one person has for another (Chen & Starosta, 1998). Perceived trust increases the amount of interpersonal communication.The degree of trust may determine whether persons adopt a cooperative or competi

9、tive stance in conflict situations.精选pptCredibility Test: C:UserskikiDesktop跨文化Credibility Test.qsv精选ppt8.Interest（利益）（利益） Interest is the degree of profit involved (or perceived to be involved) in the interaction of conflicting parties.(冲突双方在交际中所涉及的收益） Conflict style & results of the conflict a

10、ffected by reciprocity and fairness.精选ppt Who can explain or interpret this cartoon?精选ppt 9.Severity of the conflict(冲突的严重冲突的严重性性) The size of the potential gain or loss in a conflict. 指冲突中潜在的得与失的规模。 People are more likely to pursue a dispute when high stakes are involved. In other words, the size o

11、f loss in a dispute significantly affects an individuals likelihood of pursuing the conflict (Starosta, 1973; Leung, 1988).精选ppte.g. As Chinas rises, Washington has a last clear chance to avoid the looming Sino-American conflict. This would entail making real concessions on Taiwan and on Chinas terr

12、itorial claims in the East and South China Seas. It would also involve a commitment that Washington would not interfere in Chinas internal affairs. If the US wants to avoid a future conflict with China, it cannot allow liberal ideology to obstruct a reconciliation with an ever more powerful China. (

13、From BBC news)精选ppt 10.Gender（性别）（性别） Man and woman handle conflicts differently ( Koberg and Chusmir, 1989; Nicotera, 1995) Because the status of man and woman differs from one society to another, gender is a major factor that influences peoples decisions in a conflict situation (Chen,1988; Kohls,

14、1984). 精选ppt精选ppt精选ppt精选pptRank Order of the Ten Factors Cultural contexts affect how persons approach or manage conflicts (Chen & Starosta, 1998).精选pptD. Effective Management of Intercultural ConflictsRequires Intercultural awareness (of our own and others values, beliefs, worldviews, etc.). In

15、tercultural sensitivity (to different cultures. Show sincerity to acknowledge, respect, and accept discovered differences). 精选pptHarris & Morans (1987) Five-step Method of Managing Conflicts Across Cultures:Describe the conflict in a way understood in both cultures;Analyze the conflict from both

16、 cultural perspective;Identify the basis for the conflict from two cultural viewpoints;Solve the conflict through synergistic strategies;Determine if the solution is working interculturally.精选pptTing-Toomeys Suggestion (1994) for Individualistic CulturesUnderstand the opponents face-maintenance assu

17、mptions (balance between humility and pride, shame and honor);Save the opponents face (e.g., using go-betweens, informal consultation, etc.);Give face to opponents;Avoid too much verbal expression, and learn to read implicit and nonverbal messages;Be empathic (by listening attentively, respect, etc.

18、);Learn to use the indirect communication style;1.Try to be patient, and maintain a harmonious atmosphere and mutual dignity.精选ppt Ting-Toomeys Suggestion (1994) for Collectivistic CulturesUnderstand the conflict assumption of low-context culture;Learn to accept the individualistic style of managing conflict (opinions open and dire