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cross cultural conflict in mediation
culture as the root cause of conflict
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Introduction
Culture and conflict are two interplay entities. Culture, as defined by Olivier Faure and Gunnar Sjostedt#, is a set of meanings, values, and beliefs that characterize a particular community, and serve as formative factors upon the way of thinking, behavior, and relationship of the community members. It is therefore a supra-structure that also helps shape system of conduct to orient the behavior of the individuals in the community. Each community has a unique, different culture to others. Thus, in the interaction course, social conflict is very likely to occur between individuals and groups of different cultures.
Conflict can nevertheless occur between individuals and groups within the community. Conflict is inherent in human life because of the difference in values and interest. Settling conflicts between individuals and groups within a community is likely not as tough as settling conflict between those of diverse communities divided by the difference in culture, ethnicity, race, religion, and political beliefs.
In resolving conflict, peaceful negotiation through mediation by third party is the most likely alternative rather than any other instrument. However, mediating two conflicting groups that are in the strikingly different trajectories is ultimately difficult. The mediator must apprehend the complexity and context underlying conflict as well as cultural barriers impinges mediation and communication efforts. Cultural constraint exerts a significant impact on the process and the outcome of mediation. Therefore, insider mediator equipped with intercultural skill is definitely indispensable.
Insider Mediator’s Key Role in Peaceful Negotiation Process
Insider mediator refers to individual or group a...
... middle of paper ...
...cate in the cultural context of the conflict leads them to be more easily accepted by the conflicting parties.
BIBLIOGRAPHY:
Jacob Bercovitch. Culture and International Mediation: Exploring Theoretical and Empirical Linkages in International Negotiation, 2001
Milton J. Bennett, M.D. A Developmental Model of Intercultural Sensitivity
Insider Mediators: Exploring Their Key Role in Informal Peace Processes.
Raymond Cohen: Cultural Aspect of International Mediation
Douglas Stone, Bruce Patton, Sheila Heen: Difficult Conversation; How to Discuss What Matters Most.
Franklin Quijano: The Role of Informal Mediators in the Peace Process in Mindanao.
Oliver Wholleh, Insider Mediators; Retreat on Informal Processes, Learning from Experiences of Insider Mediators. October 2008.
Padma Ratna Tuladhar, the Role of Insider Mediators in the Nepal Peace Processes.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2010). Negotiation: Readings, exercises and cases
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New
...ze one party. In addition, Bangladesh can shed light on the value of journalists and activists there who are of paramount importance to multinational companies, thus informing Niko of their culture and how they should treat reporters. Integrating a mediator into the negotiation can be helpful, especially if the mediator is an Indian executive who can serve as a representative for both parties. He/she can inform Bangladesh about how Niko helped India while informing Niko about how Bangladesh responds to business, since India and Bangladesh are neighboring countries and have a good trade relationship.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New York, NY: McGraw Hill. ISBN-13: 9780073530369
...e personality clashes or warring egos, I believe it is important to act as a mediator that actively listens, when using confrontation techniques. Managing the conflict is about finding a mutual solution that is amicable to all parties concerned. For the mediator it is most important to have the ability to define the problem while acting as an intercessor and look for alternatives in its resolution while diffusing the conflict.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New York, NY: McGraw Hill. ISBN-13: 9780073530369
Dawson, R. (2007). Secrets of Power Negotiating. Negotiation: Readings, Exercises, and Cases. 5. In Lewicki, R. et. al. New York: McGraw-Hill, Irwin. 98-108.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2011). Essentials of Negotiation (5th ed.). New York, NY, US: McGraw-Hill.
Negotiation is a process of discussion aimed at conflict resolution in which two or more parties attempt to resolve the conflict (incompatible goals) in a process that is mutually agreeable. Though the concept seems easy to understand, it is difficult to implement in practical scenarios. There are various hurdles in negotiation process such as differing views on what is right and wrong, what is fair and just, differences among parties in expressing themselves, understanding each other’s communication and ultimately the procedure in which negotiations are conducted. In addition to these factors, negotiations are further complicated whenever people from different cultural backgrounds are involved.
M. E. McGuinness (Eds.), Words Over War: Mediation and Arbitration to Prevent Deadly Conflict (pp. 293-320). New York: Rowman and Littlefield Publishers, Inc.
Ott, Marvin C. "Mediation as a Method of Conflict Resolution: Two Cases." International Organization 26.04 (1972): 595-618. JSTOR. Web. 3 Dec. 2013.
This research report is based on the article "Toward a Theory of Conflict and Culture" taken from the book Communication, Culture, and Organizational Processes. In this article, Stella Ting-Toomey talks about culture and conflict and its relation to low- and high-context cultures.
Understanding stakeholder’s norm gives them ability to have those necessary communications between stakeholders from different cultures. The norm in some stakeholder culture dictates how they communicate and understand this gives an insight into how the other stakeholder will communicate in a conflict situation. Communication norms between stakeholders can be direct or indirect in a conflict situation. A stakeholder that comes from a culture whose norm in communication is direct prefers to have explicitly communications. While a stakeholder that comes from in direct communication culture have words that are the same word but will different meaning to other stakeholders. Communication for stakeholders in negotiation goes beyond understanding when yes means no. If negotiators are going to reach integrative agreements, they need to share information about interests and priorities (Lewicki, Saunders, & Barry, 2010, p 330). Regardless of the stakeholder’s position direct and indirect communication will be used to deal conflicts when they
This paper discusses a cross-cultural conflict scenario in which a mediator must apply the appropriate skills to resolve the conflict. In order to resolve these types of conflicts mediators must apply a non-bias approach to the conflict because the mediator must perceive and identify the cultural differences in order to appropriately resolve the conflict. The mediator must facilitate communication, and they must invoke trust with the disputants for successful cross-cultural conflict resolution.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New York, NY: McGraw Hill. ISBN-13: 9780073530369