the role of diplomacy & its effects in multicultural conflict management

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THE ROLE OF DIPLOMACY & ITS EFFECTS IN MULTICULTURAL CONFLICT MANAGEMENT Dr. Oyewole O. Sarumi

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THE ROLE OF DIPLOMACY & ITS EFFECTS IN

MULTICULTURAL CONFLICT MANAGEMENT

Dr. Oyewole O. Sarumi

Profile:

Oyewole O. Sarumi |PhD|- has extensive experience in training, project management, business planning and management, product development and launch, marketing, and sales support. WS as popularly called has developed and delivered training for professionals across a variety of industries. His background includes tenures at PFIZER, SMITHKLIME BEECHAM, USAID/PSI/SFH and BCN Plc as trainer, project manager, product manager, and marketing manager in Pharma marketing, and Organisational Management.

He also conducted his own consulting business for the past 16 years, working with public/private organisations and emerging companies. He is a certified trainer/teacher with experience in public and private schools management. Oyewole is co-founder of TLS Consulting, offering training and School consulting and brokerages.

What is our Scope?

Introduction

Definitions – Diplomacy, Culture, Conflict etc.

Understanding Conflict Dimensions

Cultural Competence: Understanding Each Level

How to Resolve Multicultural Conflicts in Organisation or

Community.

The Role And Effect Of Diplomacy On Conflict Resolution

The Seven Obstacles to Diplomacy

Conclusion

Introduction

Diplomacy lies at the heart of international

relations. It can be considered the master-

mechanism of international affairs, a system for

managing relations between states.

Diplomacy acts like the control tower of an

international airport that directs and controls the

flow of traffic and maintains the order through its

radar system, its regulations, and its instructions.

Culture is an essential part of conflict and conflict

resolution. Cultures are like underground rivers that

run through our lives and relationships, giving us

messages that shape our perceptions, attributions,

judgments, and ideas of self and other.

Cultures are characterized by different behaviours,

communication styles, and norms

Multicultural & Teaming at Work

Team members work in increasingly diverse environments:

In terms of age (there are more older workers),

Gender (there are more women),

Race (there are more people of colour),

Language (there are more languages spoken), and

Nationality (there are more immigrants).

Beyond these differences, there are also deeper cultural differences that influence the way conflict is approached in today’s workplace. The use of teams represents an important change in the way we work.

This discourse focuses on the impact of culture on the

prevention and resolution of conflict in teams, and

how the effective deployment of tools of diplomacy

can help in prompt resolution of conflict in the

workplace, community and amongst nations.

Definitions

Diplomacy is viewed as:

“the action of a state towards the external

environment with the ultimate aim and

objective of achieving specific goals towards

the enhancement of national interest.”

LMS Consulting Lagos Nigeria

Definitions

According to the Oxford Dictionary of

Contemporary English, Diplomacy is

“the management of international relations

by negotiation, the method by which relations

among states are adjusted and managed by

ambassadors and envoys.”

LMS Consulting Lagos Nigeria

Diplomacy is also:

“The use of tact, commonsense and

intelligence to reach agreements,

compromises and settlements with other

actors (usually nation-states) on the

global stage.”

How States Use Diplomacy

States use diplomacy to resolve disputes, form alliances, negotiate treaties, strengthen economic relations, promote cultural and military exchanges, and for a variety of other purposes.

Diplomacy encapsulates a broad arrangement of shifting rules, etiquette, goals, procedures, and agreements. There are international laws that govern some aspects of diplomacy, while other elements are based on tradition, pragmatism, and expediency.

Non-state actors—including but not limited to

nongovernmental organizations and multinational

corporations—play an increasingly important role

in diplomatic relations as the tides of globalization

shift the international landscape.

Yet, no matter how much the international arena

changes, diplomacy will always play a central role

in dictating how states and other entities interact.

What is culture?

Culture is typically described as the totality of learned behaviors of a people that emerges from their interpersonal interactions.

Culture includes the ideals, values, and assumptions about life that are widely shared and that guide specific behaviors.

Objective culture

Visible: artifacts, food, clothing

Subjective culture

Invisible: values, attitudes, norms

Defining Culture

Culture is defined as the shared set of

values, beliefs, norms, attitudes,

behaviours, and social structures that

define reality and guide everyday

interactions. (Adapted from Moore and Woodrow).

This definition implies that culture is an attribute of

a group, and also contemplates the fact that there

may be as much variation within the group as

between different groups.

We often associate culture with a national group,

however, culture includes ethnic groups, clans,

tribes and organizations. Teams within

organizations also have beliefs, attitudes and

behaviours that constitute unique cultures.

So, Cultures are more than language, dress, and

food customs.

Cultural groups may share race, ethnicity, or

nationality, but they also arise from cleavages of

generation, socioeconomic class, sexual

orientation, ability and disability, political and

religious affiliation, language, and gender etc.

Two things are essential to remember about cultures:

They are always changing

They relate to the symbolic dimension of life.

The symbolic dimension is the place where we are

constantly making meaning and enacting our

identities.

Cultural Messages

Cultural messages, simply, are what everyone in a

group knows that outsiders do not know.

They are the water fish swim in, unaware of

its effect on their vision.

They are a series of lenses:

That shape what we see and don't see,

How we perceive and interpret, and

Where we draw boundaries.

Cultural messages from the groups we belong to:

Give us information about what is meaningful

or important, and

Who we are in the world and in relation to

others -- our identities.

In shaping our values, cultures contain starting points

and currencies.

Starting points: are those places it is natural to

begin, whether with individual or group concerns,

with the big picture or particularities.

Currencies: are those things we care about that

influence and shape our interactions with others.

Culture is one of the main tools to resolve conflicts, because if you let states solve problems, it won’t go anywhere. Butut if you use culture and if you educate people and inform societies about these main issues and try to establish a common mindset on the problems, it can help to solve them. At this point, I believe that Cultural Diplomacy is very important; we should pay attention to the force of NGOs, think tanks, and individuals who are trying to establish this link among countries and among societies, and after that I think there will be a common mind to solve the problem. - The Ankara Conference on Peace-building & Reconciliation; Ankara, Turkey, April 2012

“Peace cannot emanate only from

documents signed by leaders alone, but

from mutual good faith and credibility

among the peoples for whom the

agreements are signed.”

Culture

Provides us with our identity, beliefs, values, and

behavior.

Is learned as a part of the natural process of

growing up in a family and community and from

participating in societal institutions.

Is the conscious and unconscious content that a group

learns, shares, and transmits from generation to

generation that organizes life and helps interpret

existence.

Culture Gives Context & Meaning

It is a filter through which people process their

experiences and events of their lives.

It influences people’s values, actions, and

expectations of themselves.

It impacts people’s perceptions and expectations of

others.

Culture & Cultural Groups

People form a community and interact with each

other. This can be formed around specific identities,

geographies, beliefs, and daily practices.

Dominant groups set the parameters; have the

greatest influence.

Subordinate groups must learn the parameters;

have less influence.

Dominant & Subordinate Cultures

The meaning and nature of culture is derived out of

the lived experiences of different social groups.

From this comes a complex combination of dominant

and subordinate cultures that serve the function of

society.

Culture social power

Cultural dynamics can include…

Language

Sanctions (penalties/rewards)

Norms (appropriate/inappropriate behavior)

Values (collective conceptions of what is desirable)

"Cultural differences"

"For a German and a Finn, the truth is the truth.

In Japan and Britain it is all right if it doesn't rock

the boat. In China there is no absolute truth. In

Italy it is negotiable."

- Richard D. Lewis

Culture = Human mental programming

Personality

Culture

Human Nature

Inherited & learned

Learned

InheritedUniversal

Specific to group

or category

Specific to individual

Source: G. Hofstede

31

Nature of culture

Learned

Culture is acquired by learning

and experience

Shared

People as a member of a group,

organization, or society share

culture

Transgenerational

Culture is cumulative, passed

down from generation to

generation

32

The iceberg of culture

Languages

(verbal & non-verbal)

Explicit behaviours

Habits & traditions

(food, housing, clothing, health…)

Know-how

(communication codes, tools..)

Institutions

(collective organizations modes:

family, education

Norms

(Do’s & don'ts)

Values

Mental state & cognitive processes

(perception, learning, knowledge, memory…)

Explici

t

Manifestations of culture:

different levels

Values

Symbols

Heroes

Rituals

Practices

Source: G. Hofstede

Manifestations of culture

Symbols: words, gestures, objects that carry a particular meaning which is only recognized by those who share the culture.

Heroes: persons, alive or dead, real or imaginary, who possess characteristics which are highly prized in a culture and who thus serve as models for behavior.

Rituals: collective activities, considered socially essential.

Values: basic assumptions about how things should be in society. They are convictions regarding right or wrong, good or bad, important or trivial. Learned implicitly. Cannot be discussed.

Practices: what is visible to an outsider.

Source: G. Hofstede

Americans as other see them…

India: “Americans seem to be in a perpetual hurry. Just watch the way they walk

down the street. They never allow themselves the leisure to enjoy life; there are too

many things to do.”

Turkey: “Once we were out in a rural area in the middle of nowhere and saw an

American come to a stop sign. Though he could see in both directions for miles and no

traffic was coming, he still stopped!”

Colombia: “The tendency in the US to think that life is only work hits you in the

face. Work seems to be the one type of motivation.”

Ethiopia: “The American is very explicit; he wants a “yes” or a “no”. If someone

tries to speak figuratively, the American is confused.”

Iran: “The first time my American professor told me, “I don’t know the answer, I will

have to look it up,” I was shocked. I asked myself, “Why is he teaching me? In my

country a professor would give the wrong answer rather than admit ignorance.”

Source: N. Adler., 1991

What is Conflict?

Conflicts are natural parts of our lives. Some

people tend to shy away from conflicts, while others

tend to confront them.

Some cultures encourage their members to conform,

while others encourage their members to challenge.

Conflicts can occur between two or more individuals

because of differences in personality, values, and

opinions. When this type of conflict happens, it is

conflict resolution techniques that are employed to

help the parties find a peaceful solution to a

disagreement. When the conflict is resolved, the two

parties may walk away feeling somewhat or very

satisfied.

Conflicts can also occur between two or more

organizations or community groups. These conflicts

may no longer be about individual differences, but

also about divisions perpetuated by ignorance and

intolerance, discrimination, and a history of fear

and animosity.

In such cases, conflict resolution between individuals

may not be enough. The groups affected not only

have to reconcile their differences; they also have

to strengthen their ability to value each other, build

alliances, and find common ground in order to

change the systems that support their division. They

have to transform their conflicts.

Conflict Transformation

Conflict transformation, therefore, is the process

whereby conflict is both resolved and used to build

the capacity of groups to develop alliances that

value equitable relationships, promote harmony,

and effect systems change.

Definition of Conflict

“Conflict is an expressed struggle between at least two

interdependent parties who perceive incompatible

goals, scare resources, and interference from others

in achieving their goals.”

Burton – Human Needs

Burton says that conflict stems from unsatisfied

human needs

In conflict, people represent their interests, but not

their underlying needs; however, they will use power

and coercion to meet those needs

Galtung – Structural Violence

Inequalities embedded in the social structure lead

to violence and conflict.

Unless those underlying inequalities are solved,

then violence will continue

Prime example is lower-class people dying

because health care resources are granted to the

upper-class

Coser – social function of conflict

Conflict is not always dysfunctional for the

relationship within which it occurs; often, conflict is

necessary to maintain such a relationship

Conflict not only generates new norms, new

institutions…it may be said to be stimulating directly

in the economic and technological realm.

If Coser is correct, and conflict serves a socially useful

function, then should conflicts be resolved?

Game Theory

Zero-sum game

fixed pie

People assume that they can either win or lose.

If I win a quarter, they lose a quarter – the sum is

always zero

you give up nothing, because it means the other side

wins what you give up

HISTORY

Social movements:

Gandhi and nonviolence – movement to free India of British Rule

Women’s suffrage movement, 1848-1920

Lech Walesa and Solidarity in Poland

Nelson Mandela/Desmond Tutu and the movement against Apartheid in South Africa

Based off each other, and off Thoreau’s essay “Civil Disobedience.”

HISTORY

Thoreau said:

Two times when open rebellion is justified:

when the injustice is no longer occasional but a major characteristic

when the machine (government) demands that people cooperate with injustice.

Thoreau declared that, “If the government requires you to be the agent of injustice to another, then, I say, break the law.”

Post-Cold War Era and Now

It must be noted that the post-cold war era has

witnessed great instability chaos and anarchy

mainly due to the inherent limitations of the

rationalistic approach to peace-making and conflict

settlement.

Cultures diversity and ethnicity has become a

rallying cry for confrontation.

The number of ethnopolitical wars worldwide, from

the Balkans to the Caucuses and all over Africa, is a

testament to the power of identity as a re-ordering

principle in the post-Cold war era.

The characteristics of modern internal conflict, under

the guise of competing ethnicities and even religion,

reflects a fundamental change in the nature of war

and a paradigm shift in international relations.

The Rationalistic Approach to Dispute

With this approach, the conceptual environment

within which these conflicts occur is generally

supposed to contain a strong ideological imperative

of equality and recognition of the rule of law.

Here, the problem is to get the parties to the table

and that it will be possible through negotiations to

find a "win-win" solution agreeable to both sides

(Rupesinghe, 1994).

The New Approach

Martin Van Creveld, suggests that the wars of the future might be between sub-state organizations. He believes that the state in its traditional mould is beginning to lose relevance, and global society will become more and more fragmented as first sovereignty, and then governments become less important. In this situation, wars will not be fought between states using heavy weapons and regular armies, but between warlords and narrowly defined interest factions which use light weaponry and irregular forces. This warlordism is already de-stabilizing societies and states as could be witnessed in Mali, CAR, Kenya and Nigeria in recent past.

Conflicts are caused by competition for scarce

resources (economic, political and social), and it is

assumed that these conflicts will produce winners

and losers" (Featherston, 1994).

Conflicts are caused by competition for scarce resources (economic, political and social), and it is assumed that these conflicts will produce winners and losers" (Featherston, 1994).

In the past, policies based upon this approach have ushered in partial settlements, reflecting compromises between parties - mainly states - over territorial issues. However, when the issues involve "the protection of societal values or cultures, and are caused by the underlying deprivation of basic human needs" (Featherston, 1994), such traditional approaches fail.

The long-term deprivation of basic human needs

and the erosion of human security creates conditions

of protracted social conflict (Azar, 1990).

According to this argument, "Traditional conflict

management approaches cannot effectively

manage these conflicts because they miss the

essential causes by focusing on substantive or

objective issues.

In cases where a settlement may be reached it will

not provide a long-term, sustainable resolution to

the conflict, which will inevitably boil over again at

some point in the future" (Featherston, 1994).

The historical evidence supports the charge that the

linear approach to conflict management lacks the

requirements to bring lasting peace.

The approach recommended here is the multiple track approach. Since the contemporary conflict arena is diffuse, multi-centered and multicultural, the path towards positive peace must be designed along a number of multiple tracks.

We opined that different types of action must be used to address these different dimensions. The key to this approach is the creation of conditions of "positive peace."

UNDERSTANDING

CONFLICT

DIMENSIONS

Escalation of conflict

Conflicts escalate in both scope and severity

Conflicts can escalate constructively or destructively

Conflict Escalation & De-escalation

Why Conflict Escalate……1

Why Conflict Escalate……2

Functional and Dysfunctional Conflict

Functional conflict: works toward the goals of an organization or group

Dysfunctional conflict: blocks an organi-zation or group from reaching its goals

Dysfunctionally high conflict: what you typically think about conflict

Dysfunctionally low conflict: an atypical view

Levels vary among groups

Functional & Dysfunctional Conflict (Cont’d)

Functional conflict

“Constructive Conflict”--Mary Parker Follett (1925)

Increases information and ideas

Encourages innovative thinking

Unshackles different points of view

Reduces stagnation

Functional & Dysfunctional Conflict Cont’d.

Dysfunctionally low conflict

Few new ideas

Poor decisions from lack of innovation and information

Stagnation

Business as usual

Levels and Types of Conflict

Individual

Group

Organization

Type of conflictLevel of conflict

Within and between organizations

Within and between groups

Within and between individuals

Levels and Types of Conflict (Cont’d.)

Intraorganization conflict

Conflict that occurs within an organization

At interfaces of organization functions

Can occur along the vertical and horizontal dimensions

of the organization

Vertical conflict: between managers and subordinates

Horizontal conflict: between departments and work groups

Levels and Types of Conflict (Cont’d.)

Intragroup conflict

Conflict among members of a group

Early stages of group development

Ways of doing tasks or reaching group's goals

Intergroup conflict: between two or more groups

Levels and Types of Conflict (Cont’d.)

Interpersonal conflict

Between two or more people

Differences in views about what should be done

Efforts to get more resources

Differences in orientation to work and time in different

parts of an organization

Levels and Types of Conflict (Cont’d.)

Intrapersonal conflict

Occurs within an individual

Threat to a person’s values

Feeling of unfair treatment

Multiple and contradictory sources of socialization

Related to the Theory of Cognitive Dissonance and negative

inequity.

Levels and Types of Conflict (Cont’d.)

Interorganization conflict

Between two or more organizations

Not competition

Examples: suppliers and distributors, especially with

the close links now possible

Destructive Conflict

Characteristics of destructive escalation

parties become less flexible

goals are narrowly defined and rigid

primary goal is to defeat the other party – assumes the

other side must lose

becomes protracted and intractable

Characteristics of destructive agreements

damages relationships

promotes inequality & power imbalance

outcomes are imposed unilaterally

often requires redress or revenge

outcomes are often oppressive to one side

DOES NOT SOLVE UNDERLYING CAUSES

Constructive Conflicts

Constructive conflicts are not the absence of destructive elements

Characteristics of constructive escalation

interaction changes often

flexible goals/objectives

guided by belief that all parties can win

Characteristics of constructive agreements

strengthens relationships

restores equality

recognizing the other parties as legitimate

using benefits/promises rather than threats/coercion

find mutually acceptable solutions

Conflict is actually solved

Conflict Continuum

Negotiation is at the bottom because negotiation

theory is the base for all forms of conflict resolution

(mediation, arbitration, even diplomacy)

Cultural differences in Conflict &

Negotiations

Cultural differences in negotiations tend to occur for

two main reasons.

First, when confronting cultural differences, we tend

to rely on stereotypes.

Stereotypes are often pejorative (for example:

Italians always run late), and they can lead to

distorted expectations about your counterpart’s

behavior as well as potentially costly

misinterpretations.

Don’t rely on stereotypes, focus on prototypes:

cultural averages on dimensions of behavior or

values.

E.g. - it is commonly understood that Japanese

negotiators tend to have more silent periods during

their talks than, say, Brazilians.

NOTE: There is still a great deal of variability within

each culture—meaning that some Brazilians speak

less than some Japanese do.

What is cultural competence?

The integration and transformation of knowledge

about individuals and groups of people into specific

standards, policies, practices, and attitudes used in

appropriate cultural settings to increase the quality of

services, thereby producing better outcomes

The ability to think, feel, and act in ways that

acknowledge, respect, and build upon ethnic, socio-

cultural, and linguistic diversity

National Technical Assistance Center for State Mental Health Planning

Cultural Competence

The awareness, knowledge, and skills needed to

work with others who are culturally different from

self in meaningful, relevant, and productive ways.

The ability to work effectively across cultures in a

way that acknowledges and respects the culture of

the person or organization being served. J. H. Hanley (1999) - Beyond the tip of the Iceberg: Five Stages toward cultural competence

With cultural competence…

One can be able to gain a broadening of

perspective that acknowledges the simultaneous

existence of differing realities that requires neither

comparison nor judgment.

One can be aware of likely areas of potential

cross‐cultural miscommunication, misinterpretation,

and misjudgment; anticipate their occurrence

(knowing what can go wrong); and have the skills to

set them right.

Cultural Competence includes

Self-awareness

Cultural understanding

Multiple perspectives

Intercultural communication

Relationship building

Flexibility/adaptability

Intercultural facilitation/conflict resolution skills

Multicultural organizational development skills

Cultural Competence

http://www.getceusnow.com/portal/file/crisis-intervention-ceus-bbs_clip_image001.jpg

Cultural Competence:

Understanding Each Level

Cultural Destructiveness

Cultural Destructiveness - The dehumanization of

specific cultures or individuals signifying an

underlying bias toward the superiority of the

dominant or majority group.

There is an intention to ignore issues affecting

minorities and promote policies and standards that

have an adverse impact on them.

Cultural Incapacity

Cultural Incapacity - The inability to work with

diverse populations.

There is not an intention to ignore issues or promote

policies and standards that have an adverse impact

on minorities; instead, their practices are based on

a lack of understanding and ignorance.

Cultural Blindness

Cultural Blindness - Approaches used by and for

the majority are perceived as relevant for all

others. Practices are adopted for "the greater

good”, which is generally the majority perspective.

This level is characterized by inability to examine or

even recognize existing biases in approaches to

practices, education, and research that perpetuates

the continued existence and development of models

that support stereotypes of diverse populations and

thus further promotes prejudice.

Cultural Pre-Competence

Cultural Pre-Competence - Recognition of potential

weaknesses and biases within practices and a

decision to take action to address the problem.

Although this phase is a positive movement, false

"comfort" may set in after making only minimal

efforts to be responsive to diverse populations. The

efforts may only be peripheral and not sufficient to

truly address cultural issues.

Cultural Competence

Cultural Competence - A demonstrated commitment

to diverse populations in all aspects of the structure

and functions of the organization.

The commitment is characterized by a sustained,

systematic integration and evaluation at all levels

of significant collaboration from diverse populations

into the infrastructure of the organization.

Cultural Proficiency

Cultural Proficiency - Is demonstrated by the

centrality of an organization's commitment to

diversity and by its external expertise, leadership,

and proactive advocacy in promoting appropriate

care for diverse populations.

The Cultural Competency Continuum

Progress along the cultural competency continuum requires a continual assessment of an organization's /one’s ability to address diversity, celebrating successes, learning from mistakes, and identifying opportunities for rediscovery.

An important point to remember is that actions taken at one point in time may not be sufficient to address diversity issues at another point in time. Today's changing environment demands that efforts to move toward cultural proficiency are more than the "right" and "good" thing to do - they are the essential component of effective service/care.

Collectivism/Individualism

Individualism refers to the attitude of valuing the self

as a separate individual with responsibility for one’s

own destiny or actions (e.g., taking care of own one’s

needs over the group’s, self-interest is an appropriate

goal).

Collectivism emphasizes common interests, conformity,

cooperation and interdependence (e.g., taking care

of the group’s needs over one’s individual needs).

Defining Cultural Quotient (CQ)

It is one’s ability to function effectively in a variety

of cultural contexts.

In addition to understanding different cultures, it

focuses on problem solving and effective

adaptations for various cultural settings.

It is an overall capability you can take with you

anywhere.

CQ Knowledge

The extent to which you understand the role of

culture in how people think and behave and your

level of familiarity with how cultures are similar and

different.

Why CQ?

• There is widespread globalization― People of

different cultures today live together everywhere in the

world.

• There are more opportunities to interact with foreigners

in many aspects (e.g., domestically, business, and work).

• One would need to know the customs of other cultures,

especially the taboos or risk offending people.

• People with higher CQ would be able to interact with

people from other cultures easily and more effectively.

What is Cultural Fluency?

Cultural fluency means familiarity with cultures: their

natures, how they work, and ways they

intertwine with our relationships in times of

conflict and harmony.

This is where the art of diplomacy comes in to

resolve multi-layered cultural conflicts.

Cultural fluency….

Cultural fluency means awareness of several

dimensions of culture, including

Communication,

Ways of naming, framing, and taming

conflict,

Approaches to meaning making,

Identities and roles.

Communication

• High-context communication --most of a message is conveyed by the context surrounding it, not in explicit words

• Low-Context communication --emphasizes directness rather than relying on context

Conflict “Starting Points”

Ways of naming, framing and taming conflict:

Naming -- refers to identifying what is and isn’t a

conflict

Framing -- refers to: interpretation of a conflict

Taming -- refers to norms on how to resolve a

conflict

Ways of interpreting situations… or making

starting points

For example:

Universalist cultures rely on rules and laws

Particularist cultures consider exceptions and

context

• Specific cultures examine specific situations,

details, and outcomes

• Diffuse cultures look at patterns, large-scale

processes, and the “big picture”

• Inner-directed cultures: See virtue in

individual achievements, whereas

• Outer-directed cultures: See virtue in

relationships and process

Time can be see as synchronous (cyclical) or….

Sequential (linear)

Social Conflict Cycle

Studies have illustrated that protracted social

conflicts reflect a determinable cycle and each

phase of the cycle offers an opportunity for a

particular kind of intervention:

Conflict formation - Early warning

Conflict escalation - Crisis intervention

Conflict endurance - Empowerment and mediation

Conflict improvement - Negotiation /problem solving

Conflict transformation - New institutions and projects

How to Resolve Multicultural Conflicts

in Organisation or Community.

How to Resolve Multicultural Conflicts in

Organisation or Community.

Let’s note that different people might accept

different conflict resolution methods, so it is

important to use methods or approaches that are

suitable to all parties and enlist the help of

acceptable people in resolving cross-cultural

conflicts.

Conflicts Arising From Cultural

Differences

To resolve conflicts arising from cultural differences, you need to do four things.

First, identify the similarity and differences between your cultural practice and those of the person in conflict with you.

Second, acknowledge the differences and attempt to balance the interests of both parties.

Third, instead of focusing on the differences, you could look for common ground between you and the other party, and build on it.

Fourth, break down power structure as the imbalance of power between people, community and those in government is an obstacle for conflict resolution.

There are other cultural factors that have a bearing on the way a team will approach conflict prevention and resolution. These include among others:

Our relationship to time (Whether we are monochromic and do one thing at a time or polychromic and do several things at once. Whether we expect the process to have a start and end or to be an ongoing process).

Our relationship to rules (Whether we value rules and order over feelings and relationships).

Our relationship to venue (Whether we are private or public, indoor or outdoor, formal or informal).

Given that teams are comprised of diverse

individuals with unique cultural backgrounds, the

following lessons can be distilled from all that we

have discussed above for the successful prevention

and resolution of conflict:

1. Know Yourself and Your Own

Culture

Starting with yourself, examine your own beliefs,

values, biases, and prejudices. How do you behave?

What are your hot buttons? Locate your individual

culture in the context of your family, regional, and

national cultures. What is the social, political and

economic context of the day? Being aware of our

own cultures helps us to be open to different ideas.

We are able to compare and contrast different

approaches without being threatened.

2. Probe for the Cultural Dimension.

The resolution process should start from the parties'

acknowledgment that their conflict contains a

cultural dimension. Next, there should be willingness

on all sides to deal with all conflict dimensions

including the cultural one. Lastly, systematic phased

work on the conflict is needed.

3. Learn others Expectations:

People can prevent cross-cultural conflicts by learning about cultures that they come in contact with. This knowledge can be obtained through training programs, general reading, talking to people from different cultures, and learning from past experiences. Important aspects of cultural education are understanding your own culture and developing cultural awareness by acquiring a broad knowledge of values and beliefs of other cultures, rather than looking at them through the prism of cultural stereotypes.

4. Check Your Cultural Assumptions:

As we filter incoming information through our senses (sight, sound, smell, taste, and touch) it is natural to make assumptions. Cultural conflicts arise because of the differences in values and norms of behavior of people from different cultures. A person acts according to the values and norms of his or her culture; another person holding a different worldview might interpret his or her behavior from an opposite standpoint. This situation creates misunderstanding and can lead to conflict. We should develop acceptable communication protocols to check out the basis of our perceptions. Failure to do so leads to inaccurate stereotypes and may foster negative feelings of hostility.

5. When in Rome…Ask questions:

Does the old saying-When in Rome, do as the

Romans-still have currency? After all, suggestions to

learn about other cultures are so we can anticipate

how situations will be dealt with and avoid conflict.

Some go so far as to say this is necessary to show

respect: "When we join a team that already exists

we should learn and be respectful of the existing

culture, just as we would when we travel."

6. Listen and Listen Actively:

Listening is widely acknowledged as a key conflict prevention and resolution skill. Care should be taken not to impose an approach to listening that causes discomfort. Not all cultures are comfortable expressing feelings in public as you have seen above.

Used in a team environment, effective listening enables new norms to emerge that reflect a deep knowledge for one another's 'ways.' This level of multi-cultural maturity will not always be achieved, and the norms will often reflect an issue by issue compromise by the different cultures present.

7. Consider the Platinum Rule:

The Platinum rule encourages us to treat our team

members as they would like to be treated rather

than the way we like to be treated (the golden

rule). It is similar to the difference between

sympathy and empathy. Empathy is not about

"walking a mile in his moccasins" but imagining "how

he feels walking in his moccasins." Problems with the

platinum rule arise when your way and the others

way clash.

8. Altering Organizational Practices

and Procedures:

Often the organizational structure reflects the norms

of just one culture and inherits the cultural conflict.

In such cases, structural change becomes necessary

to make the system more sensitive to cultural norms

of other people.

9. Use of Mediation:

Mediation means to have a middle person acting in the role as a go- between or facilitator. The role of mediator is to provide both parties with opportunities to put forward their views and assist in analysing the problem and looking for solutions.

Team members from a collectivist culture will probably be more comfortable with a fellow team member addressing a conflict, rather than bringing in someone from the outside. Individualists, on the other hand, may prefer an impartial outsider, whose relationship to the team is remote-such as a Human Resource representative or external mediator.

The Role And Effect Of Diplomacy

On Conflict Resolution

The roles and effect of diplomacy on

conflict resolution

The role and effect of diplomacy on conflict

resolution should be examined within the context of

negotiations in international relations as individuals

and nations inter-relates to live in peaceful co-

existence.

The following are the distillations from above

discourse on Diplomacy, conflict and the place of

negotiation as an integral tool to foster amicable

resolutions.

1. Convergence of Interest through

Bargaining:

The search for a convergence of interests is the

normal path of compromise and conciliation.

Bargaining in the field of diplomacy is often

conceived as a means to explore, confront and

reconcile conflicting positions, in order to obtain a

satisfactory result, or settlement acceptable to the

parties involved.

2. Development of Procedures for

Conciliation:

Development of Procedures for Conciliation: In

the process of evolving diplomacy, States tend to

develop procedures for conciliation of interests and

also of healing in addition to preventing conflicts

and clashes. An international negotiation thus

ensures the adequate and successive adaptations of

the relations between States, which in some cases

are realised by treaties.

3. Negotiation is a key Framework of

Diplomacy:

Negotiation is a key Framework of Diplomacy:

The negotiation in the framework of diplomacy,

rather than an essential function of this, is a

characteristic of diplomacy itself. One of its

significant roles of the diplomat in the performance

of their duties is that he must be prepared to

negotiation even what may seem to be matters of

“minor” importance.

4. Development of Knowledge and

Experience:

Development of Knowledge and Experience:Negotiation in the field of diplomacy cannot be improvised; it requires knowledge, talent and experience, since by its very nature, it demands forethought and calculation, and must have a prospective and systematic character. Diplomatic negotiation is now the most important area of foreign policy operated by peaceful means. The international projection of a country is reflected in the quality of its diplomacy. Thus, strengthening and professionalization of the foreign service are matters of national interest.

5. Proper documentation of process

for consistency:

Proper documentation of process for consistency:

For the process of negotiation, governments rely

heavily on the reports of diplomatic agents to

enable a consistent view on the nature of political

leadership in the receiving State – an essential

aspect of information required by diplomatic

negotiators.

6. Strategic Planning enhanced:

Strategic Planning enhanced: The expert

diplomatic negotiators usually develop a

comprehensive strategic plan with their timetable,

which takes into account three major alternatives: to

examine the largest cluster of demands; to look at

the minimum demands; and to reach a point of

balance of the claim for each of the parties.

7. Calculation ahead and Patience:

Calculation ahead and Patience: Before each

negotiation, there must be a careful evaluation of

the case of the counter-party based on its own

merits. The analysis starts with the thorough and

timely description and the precise objectives of the

case motivating the negotiation. Calculation ahead

and patience are two important virtues of a

professional diplomat and these must be applied in

this process.

8. Possession of Culture Fluency and

Competence:

Possession of Culture Fluency and Competence:

The negotiators must also be aware when they

negotiate with people from different cultures and

ethnicities that may be very different from their

own. In this regard, they must be respectful of the

dignity of the counter-party, while ensuring that

similar respect is shown to them. They must possess

culture fluency.

NOTE: Diplomatic negotiation today has become an

essential diplomatic technique to promote national

interests. Likewise, it has established itself as the

first and most effective means for the peaceful

resolution of international conflicts.

The Seven Obstacles to

Diplomacy

1. Medium.

In most types of work, the majority of communication is done remotely. This includes sending an email to someone less than 10 paces away! The problem this poses is that, when we interact face to face with someone, we are able to read their reactions on many different levels. This helps us to adjust our tact as required. An added problem is that many mediums introduce delay which can be used and abused.. The instantaneous feedback in a face to face meeting can be very useful in helping us to adjust our communication and be more tactful.

2. Time.

There never seems to be enough of it. Rushing from

meeting to meeting, call to call. The demands to do

more with less leave little time for the niceties, let

alone enough time to treat people well.

Relationships take time to build. Once established,

good relationships can be quicker and more

productive because the trust and expectations are

well understood. Finding time to do this is a prudent

investment.

3. Selfishness.

Sure, this doesn’t apply to you, but many people in

the workplace are so focused on their own agenda

that they fail to recognise that others have needs

too. This focus creates blind spots which can make us

stumble into situations without the least idea of what

will offend someone else.

4. Ignorance.

Closely linked to the previous two obstacles, here

I’m referring to the lack of knowledge of the other

person. If you don’t know how they operate, what

upsets them and what pressures they are under, it

will be impossible to tell if your approach is going

to be effective.

5. Complexity.

Once upon a time, working relationships seemed to

be fairly straightforward. Everyone had a boss, and

everyone had a clear job to do. There was little

overlap and everyone else in the business knew

what everyone did Now, matrix structures, global

operations, and diverse cultures have added a

significant level of complexity to the way we

interact at work. This exacerbates the previous

obstacles.

6. Conflicting Agendas.

Sometimes it appears incredible that people are

working for the same organisation. You’d think that

senior management would have resolved all their

differences; everyone would be working towards

aligned goals. A rare feature in organisational life,

I would venture to suggest. This obstacle is

compounded by the fact that often these are very

difficult to spot until you get hit in the face by one.

7. You.

You. Yes, you can be your own obstacle. If you are

proud of your style, saying it as it is, calling a

spade a spade, this reinforces the behaviour likely

to offend a more sensitive soul. For many direct and

assertive people, not suffering fools is a badge of

honour.

Conclusion

There is no one-size-fits-all approach to conflict

resolution, since culture is always a factor. Cultural

fluency is therefore a core competency for those

who intervene in conflicts or simply want to function

more effectively in their own lives and situations.

This is what diplomacy teaches and when diplomacy

tools are deployed.

Diplomacy remains a vital institution for effective

conflict resolution, even in a world where intra-state

conflicts are not the only – or even the most serious

– problems.

At the same time, diplomacy offers no panacea,

and there are diplomatic norms and practices that

are not always conducive to conflict resolution.

Diplomacy, in short, is a perennial international

institution that can be regarded as a necessary, but

not sufficient, condition for successful conflict

resolution.

References Used

https://www.learntoinfluence.com/the-seven-

obstacles-to-diplomacy/