Interpersonal Flashcards
Five approaches to conflict management
- Collaborative
- Forced resolution
- Compromise
- Accommodation
- Avoid
Conflict Resolution Approach: Collaborative
Highly Active
Win-win
Assessing the conflict from multiple viewpoints in a shared approach to solve the root cause problem(s).
Conflict Resolution Approach: Forced resolution
Active
win-lose
The authoritative party (HR or manager) forces the decision upon the team or individuals without feedback.
Conflict Resolution Approach: Compromise
Neutral
Neutral
Both sides of the conflict make concessions to a satisfactory outcome. The root cause of the conflict may not get resolved, and the situation may be win-win or lose-lose.
Conflict Resolution Approach: Accommodation
Passive
lose-win
By accommodating one party’s desires to avoid the conflict, the underlying root causes remain for a future day.
Conflict Resolution Approach: Avoid
Very passive
lose-lose
the conflict resolution is avoided and may increase in severity if ignored further.
Soft Negotiation Style
Give in quickly
Value the relationship more than reaching a mutually beneficial agreement.
Hard Negotiation Style
Want to win at all costs
Principled Negotiation Style
Seek harmony by identifying common interests to create a win-win situation.
Called interspace or integrated bargaining. Preferred negotiation style when working with unions.
Six Step Negotiating Process
- Preparation - Identify critical needs and acceptable concessions.
- Relationship building - building trust
- Information exchange (perspective taking) - each side states their case
- Persuasion - present solutions. Not trying to convince one another that their side is right. Rather find a brand new solution that meets both of their needs.
- Concessions - surrender less important demands
- Agreement - both sides accept proposal
Communication Channel: Face to Face
Pro: Immediate feedback. Best when discussing highly sensitive or complex information.
Con: Takes a lot of time, requires good listening skills
Communication Channel: Phone Call
Pro: allows for questions and feedback
Con: Lacks nonverbal communication, may lose audience attention, take a lot of time
Communication Channel: Voicemail
Pro: saves time
Con: No feedback or questions
Communication Channel: Email
Pros: saves time, allows detail, larger audience, provides documentation
Cons: Takes time to relay accurate message, can be misinterpreted, feedback is inconsistent
Communication Channel: Text message
Pros: saves time, good for relaying organization-wide messages (such as emergency alerts)
Cons: can be misinterpreted, limits length of message
Communication Channel: Social media
Pros: reaches large audience, immediate feedback
Cons: may not reach intended audience, requires care in crafting message
Communication Channel: Written report
Pros: can present comprehensive information, encourages thoughtful responses
Cons: feedback is not immediate, uses standard organizational templates
Communication Channel: verbal presentation
Pros: immediate questions and feedback, use of multimedia options (such as video, audio, and handouts)
Cons: requires practice and engaging delivery, requires time and thoughtfulness to create supporting materials
Trompenaar’s Corporate Cultures: Incubator
Flat organizational structure
Appears chaotic
Power comes from innovation
Trompenaar’s Corporate Cultures: Guided Missile
Short-term goal attainment
Result oriented
Power comes from expertise
Trompenaar’s Corporate Cultures: Family
Value placed on getting along
Only a few people allowed to be in power
Trompenaar’s Corporate Cultures: Eiffel Tower
Established hierarchies
Power comes from position
High Context Culture
Communication style characterized by implicit language. A situation’s context is important to understanding what is being communicated. Nonverbals must be relied on heavily to interpret meaning.
(Asian, African, Arab, Latin American cultures)
Emphasis on relationships
Low Context Culture
Communication style characterizedd by explicit language “I mean what I say and say what I mean.”
(USA, UK, Germany, Canada, Australian cultures)
Less need for personal relationships to ensure agreement.
Geert Hofstede’s Five Dimensions of Culture: Power Distance
The distribution of power between leaders and employees
The extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.
Geert Hofstede’s Five Dimensions of Culture: Uncertainty Avoidance
A company’s tolerance for ambiguity.
The extent to which the members of a culture feel threatened by uncertain or unknown situations.
Geert Hofstede’s Five Dimensions of Culture: Individualism vs. collectivism
The value a company places on autonomy vs. collaboration.
Individualism: describes cultures in which the ties between individuals are loose (US, Australia, Great Britain)
Collectivism: describes cultures in which people are integrated into strong, cohesive groups that protect individuals in exchange for unquestioning loyalty (Singapore, Hong Kong, and Mexico).
Geert Hofstede’s Five Dimensions of Culture: long-term vs. short-term orientation
Refers to a company’s perspective on change management: if the company has a long-term orientation, they believe that the world is constantly changing and they must plan for change; if the company has a short-term orientation, they believe that tradition should be respected so there is no reason to plan for too much change.
Long-term: China & Japan
Short-term: US and Canada
Geert Hofstede’s Five Dimensions of Culture: indulgence vs. restraint
A company’s propensity to immediate gratification or adherence to established standards of behavior.
Allowing gratification of basic drives related to enjoying life and having fun vs. regulating it through strict social norms.
Ethnocentrism and parochialism
Judging other cultures by the norms of our own culture.
Cultural stereotyping
Ascribing an aspect of a group’s culture to all members of that group
Cultural determinism
When a person’s culture is used to excuse their behavior
Cultural relativism
There are no cultural norms; everything is relative.
E.g. Expressing that ant soup offered in the employee cafeteria sounds unappetizing.
Rule of Law
The belief that no one is above the law
Due process
The idea that every person has a right to be treated fairly under the laws that exist within a juristiction
Conflict of Laws
When laws contradict each other
Level of Law
Evaluating a law by its area of control
Legal Systems: common law
Based on broad principles and set by precedent instead of statutes.
Legal Systems: civil law
Any law that is written or that has come about because of a statute.
Legal Systems: religious law
Created because of local beliefs, such as Sharia or Islamic law.
Legal Levels: National laws
Enacted by and affect a nation.
Legal Levels: Subnational laws
Enacted by and affect a subsection of a nation, such as an American state or city.
Legal Levels: Extraterritorial laws
Enacted by a country and apply to that country’s citizens residing in foreign countries. An example of extraterritorial laws enacted in the US are the Sabanes-Oxley act and the Americans with Disabilities Act.
Legal Levels: Supranational laws
Binding agreements between countries (ex. the European Union)
Legal Levels: International laws
Dictate how host countries will treat citizens of the other countries when those citizens are physically located in the host country.
Example: World Intellectual Property Organization Copyright Treaty.
What is Geert Hofstede known for?
Six dimensions of culture
Geert Hofstede’s dimensions of culture
- Individualism vs. collectivism
- Power distance
- Masculinity vs femininity
- Uncertainty avoidance (UAI)
- Long-term vs short-term (aka time perspective or confucian dynaminsm
- Indulgence vs restraint
Geert Hofstede’s Five Dimensions of Culture: Masculine vs. feminine
Masculine: pertains to cultures in which social gender roles are clearly distinct. Preference in society for achievement, heroism, assertiveness and material rewards for success. (Japan, Austria, Italy).
Femininity: describes cultures in which social gender roles overlap. Stands for a preference for cooperation, modesty, caring for the weak, and quality of life. (Sweden, Norway, Netherlands)
