Conflict Management in A Diverse Organization

Diversity & Inclusion MonthMarch 12 12:30 pm – 2 pm

Camilo AzcarateManager, Office of Mediation Services

The World Bank

"Whenever you're in conflict with someone, there is one factor that can make the difference between

damaging your relationship and deepening it. That factor is attitude." W. James

“Set of values, attitudes, beliefs, worldview and underlying assumptions shared by a group”

AssumptionsThere are more similarities than differences across culturesCultures change all the time

Cultures have ranges of behaviors and approaches available to individuals

Individual may belong to several cultures simultaneously

Individual behaviors are not necessarily determined by cultural factors

culture

“Set of values, attitudes, beliefs, worldview and underlying assumptions shared by a group”

Assumptions

Cultures show differences in the way they perceive, communicate and handle conflicts

Therefore, cultural variables are sometimes a strong, yet invisible factor that permeates parties’ behaviors in conflict

culture

Power Distance (PD)

Individualism (IDV)

Masculinity (MAS)

Uncertainty Avoidance (UA)

Cultural Dimensions[Geert Hofstede]

Power Distance (PDI)Degree in which less powerful group members expect and

accept unequal distribution of power

Large- endorse hierarchies. More acceptance of inequalities. Subordinates tend to be afraid of authorities, which tend to be authoritarian or paternalistic and not ask/welcome feedback

Small- endorse egalitarianism. Subordinates are more likely to challenge authorities and these

tend to ask and welcome feedback

Cultural Dimensions[Geert Hofstede]

Individualism (IDV)Degree in which individuals are integrated into groups

High- everyone is expected to look out primarily for self and immediate family

Low- everyone is integrated into strong cohesive in-groups which look out for its members in

exchange for their loyalty

Cultural Dimensions[Geert Hofstede]

Masculinity (MAS)Degree in which roles are distributed between genders

Larger gap between the level of aggressiveness and competitiveness of men compared with

those of women

Shorter gap between genders attitudes

(MAS distances between men from different cultures are larger than distances between women from those cultures)

Cultural Dimensions[Geert Hofstede]

Uncertainty Avoidance (UAI)Degree of tolerance for uncertainty and ambiguity

Strong- uncomfortable with ambiguity and differences, trying to reduce them through strict

social customs and legal norms

Weak- more comfortable with ambiguity and differences, valuing broad and flexible norms

Cultural Dimensions[Geert Hofstede]

LargeObedience and centralizations of decision

making. Dissent/ conflict (especially across hierarchical lines) as a disrespect/attack.

Feedback not asked or welcomed

SmallDissent least tolerated by authorities,

which are more likely to ask and welcome feedback. Conflict across hierarchy lines is

more acceptable

PDI and Conflict

Highassertiveness is valued, strong

individual opinions expected. Pursuit of self-interest, sometimes at the expense

of group interests. Tasks prevail over relationships.

Lowsocial harmony is valued. Individuals

expected to conform to the opinions of social groups and sacrifice self-interest.

Relationships prevail over tasks

IDV and Conflict

MAS and Conflict

Larger GapResolution of conflict by “fighthing it out”.

Aggressiveness and competition more accepted/ expected in men than women.

Smaller GapResolution of conflict by compromise.

Striving for consensus, solidarity with the weak, caring. Attempt to share gender

roles.

StrongLess acceptance of conflict and dissent.

Many and precise, detailed norms. Strong authority reduces anxiety.

WeakMore acceptance of conflict and dissent. Few and broad (general values) norms.

UAI and Conflict