Managing Intercultural Conflict Effectively

Stella Ting-Toomey (PhD, University of Washington) is a professor of human communication at California State University, Fullerton (CSUF). She has published numerous books and over more than 100 articles/chapters on the topics of intercultural conflict competence and ethnic identity negotiation process. A recent book title is Understanding Intercultural Communication, Second Edition (with Leeva Chung; Oxford University Press). Her publications have also appeared in the International Journal of Intercultural Relations, Communication Monographs, Human Communication Research, and The International Journal of Conflict Management, among others. Dr. Ting-Toomey’s teaching passions include intercultural conflict theory and practice and intercultural communication training. She is the 2008 recipient of the 23-campus wide CSU Wang Family Excellence Award, and the 2007–2008 recipient of the CSU-Fullerton Outstanding Professor Award. She has lectured widely throughout the United States, Asia, and Europe on the theme of mindful intercultural conflict competence. John G. Oetzel (PhD, University of Iowa), is a professor in the Department of Management Communication in the Waikato Management School at the University of Waikato in Hamilton, New Zealand. He teaches courses in conflict, intercultural communication, health communication, and research methods. His research program centers on understanding and improving challenging communication among people with different group identities (particularly cultural identities). Dr. Oetzel uses quantitative survey methods and/or mixed-method designs to address three strands: (1) conflict in culturally diverse work groups and organizations, (2) communication in the health care delivery process, and (3) partnerships between community members and academics to address community health. He is co-author (with Stella Ting-Toomey) of Managing Intercultural Communication Effectively (2001, SAGE) and author of Intercultural Communication: A Layered Approach (2009, Pearson). He is also the author of more than 60 articles and book chapters.

"The authors of this book bring intercultural research and theory together and develop a practical framework for understanding intercultural conflict, leading to some very specific suggestions for how we can deal with it more effectively. Whereas most literature in this area focuses on a specific context, e.g. within the family, within business organizations, or within small groups, this book spans all these contexts. This book is written for people who are involved in intimate relationships, group-work, and manager- employee relationships —in other words, everyone can benefit."

• About the AuthorsList of Figures & TablesPreface1. Intercultural Conflict. An IntroductionPractical ReasonsCulture: A Learned Meaning SystemIntercultural Conflict: Basic Assumptions2. Intercultural Conflict. A Culture-Based Situational ModelA Culture-Based Situational Conflict Model: Primary Orientation FactorsSituational and Relationship Boundary FeaturesIntercultural Conflict Communication: Process FactorsIntercultural Conflict Competence: Four CriteriaConclusion3. Intercultural-Intimate Conflict in Personal Relationships Intercultural -Intimate Conflict: Primary FactorsIntercultural -Intimate Conflict: Situational FeaturesIntercultural -Intimate Conflict: Process FactorsIntercultural -Intimate Conflict: Outcome DimensionsIntercultural -Intimate Conflict: Practical Guidelines4. Intercultural Conflict in Diverse Work GroupsWhat is a Group?Sources of Conflict in a Culturally Diverse GroupCulture-Based Situational Features: Influence of Group Inputs on Conflict ProcessCombined Situational and Process Factors: Influence of Conflict Process on Group OutputsIntercultural Conflict in Diverse Work Groups: Practical Guidelines5. Intercultural Conflict Between Managers and Employees in OrganizationsConflicts Between Managers and EmployeesPrimary Orientation Factors: A Model of Conflict ApproachesConflicts in Multinational OrganizationsCulturally Diverse Organizations in the United StatesIntercultural Conflict Between Managers and Employees: Practical Guidelines6. Managing Intercultural Conflict CompetentlyKnowledge DimensionMindfulness DimensionConstructive Conflict Skills DimensionConclusionsAppendix: Measures of Face Concerns and Facework Behaviors in Four National CulturesData Collection ProceduresResults of Panculture Factor AnalysesReferencesIndex