Solving conflicts by utilizing the “communication competency

model”

INDEX

1. Individual cases according to Hofstede`s

2. The reason and classification of conflicts

3. Diversity

4. The Competency Model

5. Conclusions

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Case 1: Resistance to adopt different culture

Individualism vs. collectivismWith a score of 20 is considered a collectivistic society. The society fosters strong relationships where everyone takes responsibility for fellow members of their group. So when one employee started having conflict with the CFO, the other members joined and everyone came into it.

(Empowering is a solution)

• Power distance

Scores high (80) and being high power distance society, people accept a hierarchical order in which everybody has a place and which needs no further justification.

• Masculine vs. feminine

Scores 55 on this dimension and can be considered as a masculine. managers are expected to be decisive and assertive, the emphasis is on equity, competition and performance and conflicts are resolved by fighting them out.

• Long-term vs. short-term orientationS

scores 40, making it a short term orientation culture. Society generally exhibit great respect for traditions,, impatience for achieving quick results, and normative.

• Uncertainty avoidance

Scores 60 on this dimension and thus has a high preference for avoiding uncertainty. When people understood the uncertainty of the new company, they declined to join the company even after making commitments. 3

ConflictConflict

Case 2: Organizational power and authority, cultural issues

Our Dept

Business Units

Insurance Broker*

ConflictConflict

InsuranceCompanies

U.K.

Japan

　 U.K. Japan

Individualism High Middle

Uncertainty Avoidance

Low High

Masculinity Middle High

U.K.

Things will take care of themselves.

Things will take care of themselves.

We must do well!

We must do well!

Japan

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Case 3:Motivation and Communication Gaps

Hofstede’s Dimensions for Japan:

Power Distance (54): The hierarchy of this relationship is not clear. This causes uncertainty because Japanese culture leans towards more power distance.

Masculinity (95): It seems that the teachers are trying to assert their power by lack of communication, instead of trying to create a good relationship.

Uncertainty Avoidance (92): Some teachers are uncomfortable with helping teach English classes. They can be avoiding this by not discussing lessons with us.

Long-term Orientation (80): The teachers seem more interested in their classes and students, rather than our small English lessons.

Individualism (46): We, the English teachers, are a separate group from the regular homeroom teachers. This can cause some friction.

ConflictConflict

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Case 4:Motivational Issues

It is mainly because of low individualism. Collectivism can cause no responsibility to employees which have

no motivation!

It is mainly because of low individualism. Collectivism can cause no responsibility to employees which have

no motivation!

SectionSection

No skills…No

communication…No motivation…

ConflictConflict

Isolated from other sections… No monitoring… No jobs given to them…

HRHR

Can’t be fired…

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Individualism LOW

Uncertainty Avoidance

HIGH

Masculinity HIGH

Case 5: Risk and threats of loosing job leading to an uncooperative mindset, interpersonal relationship issues

(communication and sharing are solution)

Uncertainty Avoidance Vietnam scores 30-> low preference for avoiding uncertainty. However, in this case the women just born the baby, maybe this women feel her life will be difficult if she lose or move job and prefer to stay same for certainty in mindIndividualism-CollectivismVietnam scores of 20->collectivistic society. Loyalty is important. Employer/employee relationships are strong and perceived in moral terms (like a family link). Move to a new place and has to build relationships from beginnings which new peoples is bad.

Masculinity-Femininity

Vietnam scores 40->a feminine society. In feminine countries the focus is on “working in order to live”,The　fundamental　issue　here　is　what　motivates　people,　wanting　to　be　the　best　　(masculine)　or　liking　what　you　do　(feminine). My colleage really like what she is doingnot ready for any change.

Power Distance:

Vietnam scores 70 ->people accept a hierarchical order in which everybody has a place and which needs no furtherm justification. It make my colleage feels difficult to accept any changeLong Term-Short TermVietnam scores 80-> long term orientation culture. Actually, the current company have the policy to sell stock with cheap price for employee as well as easy promotion after certain working time. Moving is such a big regret

ConflictConflict

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Case 6: Reluctant to take order from a age junior, Aging Organization

Before Present50’s (M)

40’s(M)

40’s(F) 40’s(F)

40’s(M)

30’s(M)20’s （ ME)

40’s(F)

40’s(F)

Power DistanceIn the Organizational structure, Hierarchy system considered, Age is the main key to respect.

Masculinity Vs FemininityJapan scores 95 in masculinity . High Masculinity value culture.

Uncertainty AvoidanceJapan scores 92 in the ranking, high Uncertainty Avoidance culture

Long Term Vs Short TermJapan scores 80, high long term oriented values

Individualism Vs Collectivism Japan scores 46 in Individualism, means Collectivism is highly valued in the culture.

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ConflictConflict

The Conflict Process-5 stages

9Stephen.P.Robbins, Timothy A. Judge

InterpersonalConflict

TaskConflict

ProcessConflict

Tran

Goshi Syeda

Hiroyasu

Leslie

Nadee

The reason for conflict?

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Lack of Acceptance of Diversity Lack of Acceptance of Diversity

The main reason for our critical incidences is related with…

Classifying the conflict from Critical Incidences based on Hofstede’s

Hofstede’s dimention

Power distance

Individualism vs. Collectivism

Masculinity vs. Femininity

Uncertainty Avoidance

Low LTO vs. High LTO

Syeda High Low High High Low

Hiroyasu High Low High High Low

Leslie High Low High High High

Goshi High Low High High High

Tran High Low Low Low High

Nadee High Low High High High

It is important to bridge the several gaps, a cause of the conflict, in these cases.

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Diversity Efforts

• In Rakuten, Uniqlo the official language has been switched from Japanese to English.

• In Itochu, inviting employees from overseas blocs worldwide to come to headquarters as a form of HR development through actual operations.

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[Example]

What is a solution?

• One tool is a communication to build the bridge between any gaps

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LowLow HighHigh

Communication

Skill variety

Skill variety

Task identityTask

identityTask

significanceTask

significance AutonomyAutonomy FeedbackFeedback

e.g. Motivation

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Communication with

Hofstede’s Dimensions - Group meetings

- Include everyone in communication

HIGH -Privacy- Individual achievement

LOW- Loyalty- Conformity

- Direct communication

MasculinityUncertainty Avoidance

Long-Term Individualism

Power Distance

- Face-to-face

LOW- Few layers of management- Decentralized

HIGH- Follows authority- Hierarchical

- Nemawashi- Ringi

HIGH- Focus on long- term goals- Persistence

LOW- Focus on short- term goals- Protecting “face”

-Keep records of previous communication

- Frequent communication

LOW -Takes risks- Embraces unpredictability

HIGH-Follow rules- Threatened by ambiguity

- Ringi- Written communication

- Real-time communication

LOW -Equality- Cares for disadvantaged

HIGH- Assertive- Focuses on achievement

- Direct communication- Male lead communicator

- Face-to-face

Our competency model- Common competencies -

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Hofstede’s dimention

Power distance

Individualism vs. Collectivism

Masculinity vs. Femininity

Uncertainty Avoidance

Low LTO vs. High LTO

Syeda High High High High Low

Hiroyasu

High Low High High Low

Leslie High Low High High High

Goshi High Low Low Low High

Tran High Low Low Low High

Nadee High Low High High High

ConflictConflict

Avoid GAPand Choose Optimal Method

Avoid GAPand Choose Optimal Method

The detailed example- Specific competencies -

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Conclusion

Thank you for your attention.

Any organizational conflicts can be solved by utilizing the

communication competency model.

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