Skip to 0 minutes and 23 secondsJULIA: Thank you, Jessica, for presenting that report. Puva, will you follow up? Good. Now, let's move on and have a look at the market analysis for the new restaurant client. Ming, did you do the update?
Skip to 0 minutes and 40 secondsMING: I have updated it.
Skip to 0 minutes and 48 secondsIt's displaying on the screen now.
Skip to 0 minutes and 54 secondsJULIA: No, these graphs don't capture what we want. There's too much going on. It's too much in there.
Skip to 1 minute and 3 secondsMING: I can explain this.
Skip to 1 minute and 4 secondsJULIA: No, these graphs need to explain themselves. I can't send them to the client if they don't explain themselves.
Skip to 1 minute and 10 secondsTOM: I think the two graphs on the left are basically the same info. We can get rid of one of them.
Skip to 1 minute and 16 secondsCAT: Yeah, that could work.
Skip to 1 minute and 17 secondsTOM: Yeah.
Skip to 1 minute and 22 secondsPUVA: The client might find it useful to see both graphs.
Skip to 1 minute and 26 secondsJULIA: No, they're too similar. Next time, make sure you only include the key information and no duplication.
Skip to 1 minute and 36 secondsMING: Sorry, I need to go to my next meeting.
Conflict in multicultural teams
How we approach conflict can be traced back to differences in our cultural values and beliefs.
Some cultures accept confrontation, while other cultures prefer group harmony.
Intercultural conflict experts Dr Stella Ting-Toomey and Dr John G. Oetzel identify three broad patterns of approaching conflict:
Collectivist cultures that value interpersonal harmony and stability tend to have norms for conflict-avoiding behaviour (such as pretending, giving in, withdrawing, and delaying).
In a meeting, someone who has an avoiding conflict style probably wouldn’t express negative emotions or voice their opposition to a teammate’s idea, as that may upset the harmony in the group and cause others to ‘lose face’.
Individualist cultures that value autonomy and achievement tend to have norms for competing behaviours (such as defending your position, aggression, coercing or dominating).
In a meeting, someone who has a competing conflict style would probably be willing to challenge ideas, with less regard for keeping harmony in the group.
A third conflict style, which tends to be found in individualist cultures more than collectivist cultures, is to take a cooperative approach (such as apologising, remaining calm, integrating and compromising).
Someone who has a collaborating conflict style may take a problem-solving approach to different views.
But your conflict style also depends on the context of the interaction. A manager may have a different conflict style towards the people who report to them, compared to their peers.
Watch the video and identify the types of conflict styles present in the team.
Discuss your observations in the comments with other learners.
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