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With these concepts and frameworks, the face-negotiation theory investigates intercultural conflict styles. The perceived or actual conflict differences revolved around three issues: content, relational, and identity. [14] Content conflict refers to the substantive issues external to the individual involved.
Identity management theory explores the role of face, negotiation, and identity convergence in regard to intercultural communication. IMT seeks to explain how the development of interpersonal relationships is the means by which cultural identities are negotiated. [1]
The theory contains 14 propositions [6] as a core. Of those, the first half focuses on the influence of input on the process of decision-making. Here Oetzel assumes that individual members of homogeneous groups activate either independent self-construals (such members emphasize the quality decision and are not primarily interested in relationships among members) or interdependent self ...
Cultural contracts first appeared in Communication Quarterly in 1999. Dr. Ronald L. Jackson came up with the original idea while negotiating a deal for a new house. [3] He was fascinated by the general outline of a contract and was interested in identity as a communication researcher, so the process struck a chord with him and made him think about how cultural diversity functions in our society.
The avoiding mode simply averts conflict by postponing or steering clear of it. Often this style is viewed as having low regard for both the issue at hand and your relationship with the other party. This style is unassertive and uncooperative. [2] Avoiding is stepping out of the way, delaying, or simply avoiding a situation.
Face is central to intercultural communication or cross-cultural communication. Bert Brown explains the importance of both personal and national face in international negotiations: Among the most troublesome kinds of problems that arise in negotiation are the intangible issues related to loss of face.
By blending concepts from theories on group dynamics and cultural communication, Kathrin Burmann and Thorsten Semrau examined 54 teams in the banking sector in Germany (low-context culture) and Brazil (high-context culture). The study results show that in Germany, known for direct communication, social divisions often lead to task conflicts ...
Cultural conflict is a type of conflict that occurs when different cultural values and beliefs clash. Broad and narrow definitions exist for the concept, both of which have been used to explain violence (including war) and crime, on either a micro or macro scale.