Managing Conflict in a Managing Conflict in a Multicultural EnvironmentMulticultural Environment

Presenter: Deborah White,Presenter: Deborah White,D. White and Associates,D. White and Associates,

604-515-7541604-515-7541(May not be used without the consent of (May not be used without the consent of

the author – Deborah White)the author – Deborah White)

ObjectivesObjectives

After this session, participants will:After this session, participants will:• Understand some of the conflict dynamics Understand some of the conflict dynamics

that may arise in a cross cultural exchangethat may arise in a cross cultural exchange• Understand the role that power and trust Understand the role that power and trust

play in a conflict situationplay in a conflict situation• Understand how to identify when a Understand how to identify when a

conversation is becoming adversarialconversation is becoming adversarial• Have some strategies for managing the Have some strategies for managing the

emotional reactions – both their own and emotional reactions – both their own and the reaction of the people they are the reaction of the people they are assistingassisting

Dynamics in ConflictDynamics in Conflict(with new (with new

refugees/immigrants)refugees/immigrants)• They are in a new situation – lots of They are in a new situation – lots of

unknownsunknowns

• Their situations are unstable and Their situations are unstable and uncertainuncertain

• They may not know the languageThey may not know the language

• They are feeling vulnerableThey are feeling vulnerable

• The power dynamic is skewed – and The power dynamic is skewed – and not in their favournot in their favour

The Power DynamicThe Power Dynamic

Where sources of power come from;Where sources of power come from;• People – allies, numbers, support, etcPeople – allies, numbers, support, etc• Personal – size, voice, gender, age, knowledge, Personal – size, voice, gender, age, knowledge,

ethnicity, abilities etc.ethnicity, abilities etc.• Economic – access to resourcesEconomic – access to resources• Authority/role – organizational status, social status, Authority/role – organizational status, social status,

professional statusprofessional status• Status quo – custom, tradition, societal standards, Status quo – custom, tradition, societal standards,

lawlaw• Social or moral values – accepted social/cultural Social or moral values – accepted social/cultural

values/norms, religious beliefs, majority belief systemvalues/norms, religious beliefs, majority belief system

Managing the Power Managing the Power DynamicDynamic

• Because you will be seen as having more power, Because you will be seen as having more power, consider making the location and environment consider making the location and environment friendly to the other personfriendly to the other person

• Share as much information, resources, expertise Share as much information, resources, expertise that you havethat you have

• Be willing to listen to the other – watch how much Be willing to listen to the other – watch how much air time you fillair time you fill

• Find ways to “level the playing field” – try not to Find ways to “level the playing field” – try not to threatenthreaten

• Look for clues the other person is having Look for clues the other person is having problems with the power dynamic (comments and problems with the power dynamic (comments and body language)body language)

• Stay non-defensiveStay non-defensive

Clues the Conversation is Clues the Conversation is Becoming AdversarialBecoming Adversarial

• You will begin to feel like you are working You will begin to feel like you are working against the other person rather than with themagainst the other person rather than with them

• You will notice behaviours such as position You will notice behaviours such as position taking, refusals, argumentation, attackstaking, refusals, argumentation, attacks

• You will see the person trying to satisfy their You will see the person trying to satisfy their own needs and not taking into consideration own needs and not taking into consideration what you may be facingwhat you may be facing

• The relationship starts to feel strainedThe relationship starts to feel strained• Any outcomes feel like they may be short livedAny outcomes feel like they may be short lived

Cultural Aspects to Watch for Cultural Aspects to Watch for in Conflictin Conflict

N. American CultureN. American Culture Other CulturesOther Cultures-Individual is valued;-Individual is valued; -Group’s interests-Group’s interests Independence andIndependence and considered paramount considered paramount Personal achievementPersonal achievement-Informality/first names-Informality/first names -Permission for first-Permission for first

names/some nevernames/some never-Mobility is important-Mobility is important -Many never leave-Many never leave

homehome-Personal opinion-Personal opinion -Deference to power-Deference to power

and authorityand authority-Direct communication-Direct communication -Directness/open -Directness/open

criticism is criticism is considered offensive; considered offensive; intermediaries often intermediaries often

used used-Individuals have the right to challenge authority-Individuals have the right to challenge authority -Authority rarely -Authority rarely

challenged challenged

Cultural FactorsCultural Factors

Anglo/WesternAnglo/WesternAccepting/tolerant of conflictAccepting/tolerant of conflictConfrontation is valued –Confrontation is valued –

shows strengthshows strength

Verbal communication is Verbal communication is valuedvalued

High level of self disclosureHigh level of self disclosure

Internal locus of controlInternal locus of control

Asian/EasternAsian/EasternTending to avoidance ofTending to avoidance ofConflictConflictConfrontation is devalued – Confrontation is devalued –

loss of faceloss of faceNon-verbal communication is Non-verbal communication is

valuedvaluedLow level of self-disclosureLow level of self-disclosure

External locus of controlExternal locus of control

Tips for Communication with Non-Tips for Communication with Non-native Speakers of Englishnative Speakers of English

• Use uncomplicated language and clear explanationsUse uncomplicated language and clear explanations• Speak clearly and avoid slang and idiomsSpeak clearly and avoid slang and idioms• Summarize and repeat back often so the person knows you Summarize and repeat back often so the person knows you

understandunderstand• Clarify and confirm what you have saidClarify and confirm what you have said• Avoid “yes/no” questionsAvoid “yes/no” questions• Pause longer when waiting for responses; allow time for the Pause longer when waiting for responses; allow time for the

other person to replyother person to reply• Allow non-native speakers to finish their sentences Allow non-native speakers to finish their sentences

themselves (many cultures are comfortable with silence)themselves (many cultures are comfortable with silence)• Language fluency does not equal cultural fluencyLanguage fluency does not equal cultural fluency• You may want a cultural interpreter to assist when You may want a cultural interpreter to assist when

necessarynecessary

Steps to Managing Your Steps to Managing Your Internal ArousalInternal Arousal

Step 1Step 1

• Become aware of your physical responseBecome aware of your physical response

Step 2Step 2

• Take control of your internal dialogue – Take control of your internal dialogue – support yourself – positive and briefsupport yourself – positive and brief

Step 3Step 3

• Now you can respond to the other personNow you can respond to the other person

Options for Dealing with Options for Dealing with AngerAnger

1)1) Diffuse the hostility – Diffuse the hostility – watch your body watch your body language, use good listening skills, show language, use good listening skills, show concern, focus on interests.concern, focus on interests.

2)2) Setting limits – Setting limits – the goal is to set boundaries the goal is to set boundaries about behaviour you find unacceptable – this about behaviour you find unacceptable – this includes destructive and angry behaviour, includes destructive and angry behaviour, inappropriate timing, setting, etc.inappropriate timing, setting, etc.

3)3) Disengaging from the Situation – Disengaging from the Situation – the aim the aim is to disrupt the anger process and to allow for is to disrupt the anger process and to allow for cooling down. Your aim is to come back to the cooling down. Your aim is to come back to the issue later or having someone else step in.issue later or having someone else step in.