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Culture and Conflict Management

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Culture and Conflict Management Definitions of Culture Particular practices and values common to a population living in a given setting (Ross) Complex whole ... – PowerPoint PPT presentation

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Title: Culture and Conflict Management


1
Culture and Conflict Management
2
Definitions of Culture
  • Particular practices and values common to a
    population living in a given setting (Ross)
  • Complex whole which includes knowledge, belief,
    art, morals, laws, customs. . .acquired by man as
    a member of society (Tylor)
  • Derivative of experience, more of less
    organized, learned or created by individuals of a
    population, including those images. . . and their
    interpretations, from past generations,
    contemporaries, or formed by themselves
    (Schwartz)

3
Organizational Culture (Schein)
  • Patterns of behavior
  • Guided by deep, shared beliefs about what is
    right
  • what works
  • Created by people working together who solve two
  • types of problems survival and working
    together
  • Influenced or imposed by the founding leader

4
Symbols as Culture
  • Symbols embody an organizations culture- the
    interwoven pattern of beliefs. Values, practices,
    and artifacts that define for members who they
    are and how they are to do things.

5
Culture Questions
  • Is culture causal vs adaptive, situational,
    flexible, unequally distributed ? (Avruch)
  • Can culture be used as an analytic framework?
  • Do other needs override cultural responses?

6
Definitions of Conflict
  • Objectivist struggle over values and claims to
    scarce status, power, and resources in which the
    aims. . .are to neutralize, injure, or eliminate
    the opponents (Cosner)
  • Subjectivist Perceived divergence of interest
    or belief that parties current aspirations
    cannot be achieved simultaneously (Pruitt)
  • Functional resolve divergent dualisms, bring
    about unity (Simmel)

7
Origins of Conflict
  • Inherent (Hobbes) to the individual
  • Contingent on factors outside the person

8
Origins of Conflict
  • Interactionist
  • Human beings have needs, needs will be pursued by
    all means available, but the social setting
    limits the degree to which they are satisfied and
    the means by which they are satisfied (Burton)
  • Eight needs response, security, recognition,
    stimulation, distributive justice, meaning,
    rationality, control

9
Origins of Conflict
  • Social Constructionist
  • Conflict is a socially constructed cultural
    event conflict emerges through an interactive
    process based on the search for and creation of
    shared meaning individual common sense and
    accumulated experience are the basis of how they
    create and respond to conflict culture is rooted
    in shared knowledge and schemes (Lederach)

10
Implications for Conflict Management
11
Culture Frameworks Matter
  • Individualistic/independent vs Collective/interdep
    endent Ethos (Hofstede)
  • Low context vs high context communication (Hall)
  • Monochronistic (one thing and one person at a
    time addressing immediate issues and moving on
    haste) vs polychronistic (handle several tasks in
    parallel pervasive sense of the past
    steadiness) sense of time (Hall)
  • Low vs high context negotiating style ( man
    determines his own environment for his own
    purposes vs man adjusts himself to it
    negotiation as end vs episode in long-term
    relationship) (Kinhide)
  • From Cohen, Negotiating across Cultures

12
Beyond Culture ?
  • Problem-Solving Workshops (Burton)
  • Getting to Yes Interest-Based Negotiation
    (Fisher and Ury)

13
From Cultures
  • Elicitive Training vs Prescriptive Training
    (Lederach)
  • Aimed at discovery, creation, and solidification
    of models that emerge from the resources present
    and respond to needs in that context
  • Real life stories
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