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Chapter 6 Understanding Culture to Resolve Conflict: An Introduction of the ADVANCE Through Conflict™ Model

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De Gruyter Handbook of Organizational Conflict Management
This chapter is in the book De Gruyter Handbook of Organizational Conflict Management

Abstract

Conflict is a normal human interaction, and while it may initially feel uncomfortable and incite feelings of anxiety and frustration, it can also provide an opportunity for personal growth and revelation. Conflicts arise for a number of reasons, but the majority of conflicts can arguably be attributed to differences in perspectives, rooted in different cultural influences. Therefore, it reasons that conflict resolution should begin with understanding our cultural differences and unique perspectives. The BEYOND Culture Wheel™ (the Wheel) is designed to help explain the various elements, relationships, and complexities associated with the concept of culture. Comprised of three distinct yet interdependent sections, the Wheel describes how different aspects of culture interact with one another and how culture influences individual perspectives. Different perspectives are associated with differences in the established values, morals, ethics, assumptions, and beliefs of those cultures in which individuals associate. These cultural attributes are fundamental to a group’s identity and directly associated with who we are as individuals within the group - our personal and social identities - so it is not surprising that differences in these components can result in conflict. Unfortunately, conflict due to differences in perspective tends to induce strong emotional, psychological, and/or physical responses which, if not addressed, can amplify a conflict. The ADVANCE Through Conflict™ Model is a tool designed to help individuals embrace differences in perspective and offers individuals a positive, engaging approach to conflict resolution. It is also effective within any type of culture and can be implemented informally or within an established setting for conflict resolution. Using the ADVANCE Through Conflict™ Model framework, individuals can gain new knowledge and insight; explore differences in experiences and culture; and work through conflict toward a collaborative solution that ends in understanding rather than animosity and aggression. The model enables people to represent who they are as individuals, their interests, and their perspectives in a responsible yet autonomous manner while acknowledging and respecting those whose perspectives differ from their own. Thus, the process of conflict resolution becomes an act of individual awareness and development as well as an achievement of collective cooperation, compassion, and empowerment.

Abstract

Conflict is a normal human interaction, and while it may initially feel uncomfortable and incite feelings of anxiety and frustration, it can also provide an opportunity for personal growth and revelation. Conflicts arise for a number of reasons, but the majority of conflicts can arguably be attributed to differences in perspectives, rooted in different cultural influences. Therefore, it reasons that conflict resolution should begin with understanding our cultural differences and unique perspectives. The BEYOND Culture Wheel™ (the Wheel) is designed to help explain the various elements, relationships, and complexities associated with the concept of culture. Comprised of three distinct yet interdependent sections, the Wheel describes how different aspects of culture interact with one another and how culture influences individual perspectives. Different perspectives are associated with differences in the established values, morals, ethics, assumptions, and beliefs of those cultures in which individuals associate. These cultural attributes are fundamental to a group’s identity and directly associated with who we are as individuals within the group - our personal and social identities - so it is not surprising that differences in these components can result in conflict. Unfortunately, conflict due to differences in perspective tends to induce strong emotional, psychological, and/or physical responses which, if not addressed, can amplify a conflict. The ADVANCE Through Conflict™ Model is a tool designed to help individuals embrace differences in perspective and offers individuals a positive, engaging approach to conflict resolution. It is also effective within any type of culture and can be implemented informally or within an established setting for conflict resolution. Using the ADVANCE Through Conflict™ Model framework, individuals can gain new knowledge and insight; explore differences in experiences and culture; and work through conflict toward a collaborative solution that ends in understanding rather than animosity and aggression. The model enables people to represent who they are as individuals, their interests, and their perspectives in a responsible yet autonomous manner while acknowledging and respecting those whose perspectives differ from their own. Thus, the process of conflict resolution becomes an act of individual awareness and development as well as an achievement of collective cooperation, compassion, and empowerment.

Chapters in this book

  1. Frontmatter I
  2. Contents V
  3. Contributors IX
  4. Acknowledgements XXVII
  5. Preface XXIX
  6. Section 1: Interpersonal Conflict Management
  7. Chapter 1 Shining a Light on Organizational Conflict 1
  8. Chapter 2 Emotional Intelligence in Workplace Negotiations 11
  9. Chapter 3 Psychological Safety: Creating a Healthy Conflict Culture 27
  10. Chapter 4 Thomas-Kilmann Instrument (TKI) and the Kilmann Organizational Conflict Instrument (KOCI) 39
  11. Chapter 5 Mindfulness Training in Organizational Settings: An Empirical Look at the Research 57
  12. Section 2: Organizational Conflict Management
  13. Chapter 6 Understanding Culture to Resolve Conflict: An Introduction of the ADVANCE Through Conflict™ Model 69
  14. Chapter 7 Utilization of Frames and Reframing for Organizational Leadership and Conflict Management Effectiveness 103
  15. Chapter 8 10 Separations in Conflict Resolution 113
  16. Chapter 9 Collaborative Practices in Organizations: Managing Conflict and Leading Constructive Change 123
  17. Chapter 10 Shifting the Focus from Stand-Alone Dispute Systems Design Elements to Creating Self-Correcting and Fluid Organizations 133
  18. Chapter 11 Stereotypes, Bias and Microaggressions in Organizational Conflict Management (OCM) 149
  19. Section 3: Intercultural, International, and Ethic Conflict Management
  20. Chapter 12 Managing Workplace Conflicts: Considerations of Ethnicity and Religion 161
  21. Chapter 13 Hindu Philosophy and the Resolution of the Roots of Conflict: Adi Shankaracharya’s ‘Nirvana Shatakam’ 173
  22. Chapter 14 Political Conflicts in the Workplace: What are Their Effects, and Can They be Avoided? 185
  23. Section 4: Methods for Managing Organizational Conflicts
  24. Chapter 15 Detecting Deception in Negotiation: From Natural Observation to Strategic Provocation 199
  25. Chapter 16 The HearT of Mediation 217
  26. Chapter 17 Managing Organizational Conflicts Through Innovation, Creativity, and Inclusion: Implementing a Conflict System of Shared Leadership 233
  27. Chapter 18 Coaching and Organisational Development: Lessons and Themes from 360 Degree Feedback 249
  28. Chapter 19 Functions and Benefits of an Organizational Ombuds 269
  29. Chapter 20 Managing Workplace Conflict: The Role of Human Resources as “Organizational Toxin Handlers” 281
  30. Section 5: Special Topics in Organizational Conflict Management
  31. Chapter 21 Workplace Bullying: Not Just Another Conflict 289
  32. Chapter 22 Women and Organizational Conflict Management: Promoting Human Rights and Challenging Gender Bias 309
  33. Chapter 23 Making the Invisible Visible: Uncovering the Mystery of Personality Conflicts at Work 317
  34. Chapter 24 Organizational Conflict Management: Driving Innovation and Organizational Success Through Leadership Management and Human Connection 329
  35. Chapter 25 Create a Space to Forgive: Letting Go of Blame and Anger Can Move Us from Victim to Survivor 339
  36. List of Figures 347
  37. List of Tables 349
  38. Index 351
https://doi.org/10.1515/9783110746365-006

Chapters in this book

  1. Frontmatter I
  2. Contents V
  3. Contributors IX
  4. Acknowledgements XXVII
  5. Preface XXIX
  6. Section 1: Interpersonal Conflict Management
  7. Chapter 1 Shining a Light on Organizational Conflict 1
  8. Chapter 2 Emotional Intelligence in Workplace Negotiations 11
  9. Chapter 3 Psychological Safety: Creating a Healthy Conflict Culture 27
  10. Chapter 4 Thomas-Kilmann Instrument (TKI) and the Kilmann Organizational Conflict Instrument (KOCI) 39
  11. Chapter 5 Mindfulness Training in Organizational Settings: An Empirical Look at the Research 57
  12. Section 2: Organizational Conflict Management
  13. Chapter 6 Understanding Culture to Resolve Conflict: An Introduction of the ADVANCE Through Conflict™ Model 69
  14. Chapter 7 Utilization of Frames and Reframing for Organizational Leadership and Conflict Management Effectiveness 103
  15. Chapter 8 10 Separations in Conflict Resolution 113
  16. Chapter 9 Collaborative Practices in Organizations: Managing Conflict and Leading Constructive Change 123
  17. Chapter 10 Shifting the Focus from Stand-Alone Dispute Systems Design Elements to Creating Self-Correcting and Fluid Organizations 133
  18. Chapter 11 Stereotypes, Bias and Microaggressions in Organizational Conflict Management (OCM) 149
  19. Section 3: Intercultural, International, and Ethic Conflict Management
  20. Chapter 12 Managing Workplace Conflicts: Considerations of Ethnicity and Religion 161
  21. Chapter 13 Hindu Philosophy and the Resolution of the Roots of Conflict: Adi Shankaracharya’s ‘Nirvana Shatakam’ 173
  22. Chapter 14 Political Conflicts in the Workplace: What are Their Effects, and Can They be Avoided? 185
  23. Section 4: Methods for Managing Organizational Conflicts
  24. Chapter 15 Detecting Deception in Negotiation: From Natural Observation to Strategic Provocation 199
  25. Chapter 16 The HearT of Mediation 217
  26. Chapter 17 Managing Organizational Conflicts Through Innovation, Creativity, and Inclusion: Implementing a Conflict System of Shared Leadership 233
  27. Chapter 18 Coaching and Organisational Development: Lessons and Themes from 360 Degree Feedback 249
  28. Chapter 19 Functions and Benefits of an Organizational Ombuds 269
  29. Chapter 20 Managing Workplace Conflict: The Role of Human Resources as “Organizational Toxin Handlers” 281
  30. Section 5: Special Topics in Organizational Conflict Management
  31. Chapter 21 Workplace Bullying: Not Just Another Conflict 289
  32. Chapter 22 Women and Organizational Conflict Management: Promoting Human Rights and Challenging Gender Bias 309
  33. Chapter 23 Making the Invisible Visible: Uncovering the Mystery of Personality Conflicts at Work 317
  34. Chapter 24 Organizational Conflict Management: Driving Innovation and Organizational Success Through Leadership Management and Human Connection 329
  35. Chapter 25 Create a Space to Forgive: Letting Go of Blame and Anger Can Move Us from Victim to Survivor 339
  36. List of Figures 347
  37. List of Tables 349
  38. Index 351
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