Conflict management
across cultural
boundaries: a case
analysis from a
multinational bank
John R. Darling and
Christine E. Fogliasso
Introduction
Business today is increasingly impacted by
international considerations. A common scenario
is for goods to be produced in one
country, assembled in another, and sold in a
third country. Managers and other employees
need to be cognizant of the laws and social
customs of the different countries involved.
Even if a business operates solely within a
single locale, chances are good that its
employees will come from a variety of backgrounds
± quite possibly from several different
countries. Again, an awareness of and sensitivity
to the differing modus operandi of
businesses and people around the world is
imperative.
Perhaps nowhere is this heightened awareness
more necessary than in the area of
conflict management. While some cultures
(and individuals) see conflict in a strictly
negative light, others see it as a necessary
growth procedure (for both individuals and
business alike). But whether conflict within an
organization is viewed as desirable or not, the
fact is such conflict will exist. As long as
organizations are composed of and operated
by human beings, there will be conflict. When
such conflict is recognized, acknowledged and
managed in a proper manner, organizational
benefits will accrue.
This paper presents a model which enables
leaders to manage conflict in a positive,
beneficial fashion. A case situation involving a
multinational bank with a diverse workforce is
presented. The nature of conflict is discussed,
and contributors to conflict explored. A
variety of conflict management techniques