Can culture be the principal source of intercultural conflicts in organizations?

Anas E.

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Can culture be the principal source of intercultural conflicts in organizations?

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Themes

Intercultural conflict, culture, conflict, companies, organization, human ressources, interview, community, politics, appearance, space, habits, relationships, cultural diversity, ethnocentrism, bias, communication, values, honesty, loyalty, unity, work-life balance

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Abstract

It is true that intercultural conflicts happen frequently in all fields and industries and should not be seen as a dramatic phenomenon because it simply reflects divergences of opinion, experiences, beliefs and interpretations. However, can culture really be the principal source of intercultural conflicts in organizations? And are ways of solving these conflicts intrinsic to culture or not? In effect, culture is a magical word that includes several dimensions and meanings. Generally speaking, everybody knows that culture represents the total of ideas, teachings and rules that a person receives from their surroundings and can be different even in the same country because of local diversity and difference of lifestyles. The cultural beliefs make a person distinguish between what is accepted, recommendable or obligatory and what is forbidden, disapproved and inappropriate in a determined area. These definitions are not totally exhaustive but are linked to a personal perspective because the definition of culture varies from one person to another based on their knowledge and experience.

Introduction
Literature review
1. What is the link between culture and conflicts?
2. What are the different factors that influence a culture and that be linked to conflicts/misunderstandings' apparition?
3. To what extent can cultural diversity be beneficial? And when can it be a source of intercultural conflicts in an organization?
Collected data and analysis
1. What is cultural diversity?
2. What are the main values that should be present in an organization to avoid conflicts?
3. Is cultural diversity always a source of prosperity and peace?
4. Can culture be the cause of conflicts in the workplace? If yes, are there any concrete examples of some cross-cultural issues?
5. What is the impact of cultural conflicts on the organization?
6. Ways to implement cross-cultural management and to solve intercultural conflicts.
Conclusion and recommendations
1. Conclusion
2. Recommendations

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Extract

[...] The national culture encompasses the ethics, religion, customs and norms that are common and practiced in a determined nation. While the organizational culture, which is much more popular and worldwide, refers to the values, beliefs, rules, practices and goals that are shared by the actors and members of a given organization. Nowadays, organizational culture is more powerful and visible than national culture. Let's give a concrete example, Neoma business school is an organization that helps many students and teachers from different nations gather and cooperate together by going through several fixed guidelines so as to reach shared goals and expectations; a student from Morocco can meet a student from Normandy and have the same organizational culture but different national cultures. [...]

[...] who explained that cultural conflicts arise when two or more people with different cultures do not accept each other or are offended with each other's action: that is the main reason for cultural conflicts. "If I do not understand the other person's culture, how do I expect the other person to understand my culture?" Therefore, people with different cultures have to feel comfortable with each other; otherwise, there will be a cultural clash. Another problem that must be stated here is that "people would rather blame culture and consider it the source of conflicts: that is stereotyping." Says P. [...]

[...] In Conflict Resolution Theory and Practice (by Dennis J.D. Sandole and Hugo van der Merwe); culture is considered as the basis of the conflict resolution's elaboration. The author defined culture this way: "Metaphorically speaking, culture is a perception-shaping lens or a grammar for the production and structuring of meaningful action." (p. 132). Indeed, Culture can shape everyone's behavior and attitude; that is totally normal. The demeanor generated by culture is often unified and recognized by all individuals inside a household, neighborhood, organization, and society. [...]

[...] Even in the same place, there will be cultural differences because of different ages, gender, ethnicity, etc. a country's culture is reflected by its people who inherited it from generation to generation due to historical factors; moreover, this culture is more perceived when the person gets directly in touch with people who reflect this culture. As a Chinese person, L. Q. sees that the Chinese culture is known to be family-oriented and collectivist, the Chinese parents look after their children and help them with total altruism and unconditional love even after the children become grownups; the parents will usually help the children buy houses, prepare to get married and other related matters. [...]

[...] In fact, teaching French was an effective tool to reduce the cultural barriers because many different Chinese people came to M. H.'s class, they learned many expressions that permitted them to connect with others and this enhanced the inclusivity level of the company. Another indicator that made him believe that his strategy was successful is the removal of a universal stereotype about the French culture. French people are perceived all over the world as very arrogant and proud people. This was an enormous problem he encountered when he first arrived at the company. [...]

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