Communication Between Cultures

normally avoided if possible or managed indirectly. For someone from Japan, the

strong interpersonal connections within an in-group can create a sense of interrelat-

edness between a conflict and the members’personal relationships. Moreover, an

open conflict can result in loss of face for one or more of the group. As a result, dis-

agreements are usually approached indirectly and resolved through lengthy discussion

of the problem. And discussions can continue outside the workplace during the even-

ing in bars and restaurants where alcohol serves as a social lubricant. If the conflict

cannot be reconciled informally, Northeast Asians, driven by particularistic inclina-

tions, prefer to use trusted intermediaries to help reach an amicable solution.^21

This contrasts with individualistic Western nations, where debating conflicting

opinions and ideas is seen as a useful tool for airing differences and finding compro-

mise. Face concerns in the West are individual based, and there is generally less con-

cern for that of others. This is, of course, amplified by the lack of close,

interdependent relationships in the work setting. Professional conflict situations are

considered separate and apart from one’s relationship with the other party. This

detachment from the professional conflict allows Westerners, particularly those from

the United States, to engage in heated, sometimes boisterous debate over an issue but

concurrently retain affable relations with each other. The universalistic perspective of

Westerners pushes them to quickly move to employ legal counsel or professional,

third-party mediators for conflict resolution.

Negotiations

In the business world, negotiations are fundamentally a formal process designed to

assist disparate parties in the management of differences and to assist in making deci-

sions that lead to mutually agreeable, cooperative interactions. In the global market,

corporate agents are continually negotiating mergers, joint ventures, imports/exports,

patent licensing agreements, intellectual property rights, foreign direct investment,

and a host of other cross-cultural commercial endeavors. The central element in

these or any type of negotiation is communication. When representatives of different

cultures engage in bargaining, the critical role of communication brings added chal-

lenges. Thus, intercultural communication can be the key to success or failure in

cross-cultural negotiations.

TABLE 10.5 Conflict Management/Resolution

NORTHEAST ASIA

(China, Japan, Korea)

WESTERN NATIONS

(Australia, Canada, United Kingdom,

United States)

• Detrimental • Beneficial


• Conflict and parties connected • Conflict and parties separate


• Holistic; logical analysis • Linear; logical analysis


• Indirect approach • Direct approach


• Confrontation avoided • Confrontation is okay


• High face concerns • Low face concerns


• Respected mediator • Legal action; expert mediator


• More information • Less information
  Source:E.R.McDaniel.

Intercultural Communication in Globalized Business 351

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