Эссе на тему Управление межкультурными конфликтами на англ

Содержание:

Introduction 3

1. Interpersonal conflict 4

2. Intragroup conflict 5

3. Intergroup conflict 6

Conclusion 7

References 8

Заключение:

Conflicts somehow arise all the time, where there are at least two people. What can we say about large companies where thousands of people work. In such a tangle of characters, aspirations and views, cases of misunderstanding and disputes are simply inevitable. American psychologist Kenneth Thomas identified five main approaches to conflict resolution: rivalry, compromise, cooperation, care, adaptation, but not all of them are effective.

According to statistics, approximately 30% of conflicts between a supervisor and a subordinate end in compromise. 15% — adaptation (mainly on the part of a subordinate) and only 1-2% — cooperation [2]. Due to the fact that it is the manager who is most often right, the strategy of rivalry works effectively. In this case, the employee understands his mistakes and tries to correct them.

Like any other aspect of intercultural communication, the style of conflict resolution is determined by the characteristics of the culture of the participants in the conflict. Thus, significant cultural differences can be observed in the methods of conflict resolution by British and Chinese managers.

The Chinese prefer passive behavioral styles such as «compromise» or «compliance», while the British are more proactive styles such as «cooperation» or «competition». The commitment of the Chinese to these styles of behavior is explained by their desire for harmony and the preservation of «face». The relationship of people in Chinese society is based on the realization that a person exists only as part of a family or clan. This requires the individual to respect the social hierarchy. The need to show respect for elders orients the Chinese towards submission to power and suppression of aggression.

The idea of harmony encourages the Chinese to always seek the golden mean from extremes and teaches them to achieve balance by controlling emotions. Finally, the concept of «face» teaches the Chinese the ability to maintain self-control, not to lose self-esteem and not create situations that lead to «losing face» by others and people.

However, in resolving various types of intercultural conflicts, one cannot rely only on the traditions of one’s own culture. Any situation requires a detailed analysis and search for exactly the «key» that will be the most effective.

 

Фрагмент текста работы:

There are several definitions of the concept of «conflict». Most often, a conflict is understood as any kind of confrontation or discrepancy of interests.

Special studies refute this point of view; it has been proved that both hostility towards foreigners and prejudice against a particular nationality are not universal, but arise under the influence of social causes.

We are going to note those aspects of the conflict that are directly related to the problem of intercultural communication. Based on this, we will consider the conflict not as a clash or competition of cultures, but as a violation of communication [4].

There are three main groups of causes of communication conflicts:

a) Personal reasons — pronounced willfulness and ambition, frustrated individual needs, low ability or willingness to adapt, suppressed anger, intractability, careerism, lust for power or strong distrust. People endowed with such qualities often cause conflicts;

b) Social reasons — strongly expressed rivalry, insufficient recognition of abilities, insufficient support or willingness to compromise, contrary to the goals and means to achieve them;

c) Organizational reasons — overload at work, inaccurate instructions, unclear competencies or responsibilities, conflicting goals, constant changes in rules and regulations for individual participants in communication, profound changes or restructuring of entrenched positions and roles.

Conflicts most often arise between those who are in dependent relationships (for example, business partners, friends, colleagues, relatives, spouses). The closer these relations are, the more likely the occurrence of conflicts, since with a significant frequency of contacts with another person, the likelihood of a conflict situation in relations with him increases.

Usually people use several styles of behavior in conflict situations. The most common of these is the avoidance and denial of the existence of conflict. In this case, the conflict itself does not disappear anywhere, but continues to “hang” over the participants and create tension, thus increasing the potential for conflict. An equally common style of behavior is anger and blame — this style is resorted to when the conflict itself is mistakenly equated with the feeling of anger that it can cause. Another style of behavior is the use of force and influence to pull the participants in the conflict to their side. Proponents of this approach like to participate in conflicts, as they allow them to satisfy the need for competition with other people; however, the conflict itself is not resolved, as the losing side continues to resist, hiding and suppressing their feelings. Close to this style is manipulation — when one participant in the conflict pretends to accept a compromise, while using the truce to manipulate other participants. This style of behavior in a conflict situation leads to a loss of trust between the parties and the strengthening of conflict positions.