UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS

HARRAMACH & PARTNER

IV. Wiener Konferenz für Mediation
IV. Vienna Conference...
UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS

HARRAMACH & PARTNER

www.bildungsmanagement.ac.at
UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS

HARRAMACH & PARTNER

1. Environment
Control
People can dominate their envirom...
UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS

HARRAMACH & PARTNER

3. Action
Doing
Task centered. Stress placed or producti...
UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS

HARRAMACH & PARTNER

5. Space
Private
Individual orientation to the use of ph...
UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS

HARRAMACH & PARTNER

8. Competitiveness
Competitive
Achievement, assertivenes...
UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS

HARRAMACH & PARTNER

KONFLIKTESKALATION
Stufenmodell nach Glasl

Hauptstufe I...
UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS

HARRAMACH & PARTNER

Conclusions for Conflict Management in CEE:

1. The more...
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Dr. Niki Harramach - Konfliktlösungen in Zentral- und Süd-Ost-Europa - ein Spiegel der Konflikt Management Kulturen

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IV. Wiener Konferenz für Mediation 2006
"CULTURE MEETS CULTURE II"
Das »neue« Unbehagen in der Kultur

Termin: Donnerstag, 04.Mai 2006, 16:30-18:00

Konfliktlösungen in Zentral- und Süd-Osteuropa – Ein Spiegel der Konfliktmanagementkulturen
Konfliktlösungen hängen stark von den nationalen Kulturmustern der beteiligten Parteien ab. Schon in Österreich und Deutschland sind die bevorzugten Konfliktregelungsstrategien recht unterschiedlich. Noch viel größer sind die Unterschiede von Konfliktverhalten und damit verbundenen Lösungsmethoden in CEE – Central & Eastern Europe und SEE – South Eastern Europe.

Dr. R. Niki Harramach (A) hat das größte „Austrian headquartered“ Trainernetzwerk in dieser Region in den letzten 17 Jahren aufgebaut. Er war 20 Jahre lang Rechtsanwalt und ist nunmehr seit 22 Jahren persönlich als Berater, Trainer und Coach vor allem auch in Sachen Konfliktlösung tätig. Aus dieser reichhaltigen Erfahrung wird er grundlegende Prinzipien und Beispiele aus der Praxis betreffend unterschiedliche Konfliktlösungen in Zentral- und Süd-Osteuropa darbieten, mit den TeilnehmerInnen diskutieren, deren Fragen beantworten und praktische Tipps geben.

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Dr. Niki Harramach - Konfliktlösungen in Zentral- und Süd-Ost-Europa - ein Spiegel der Konflikt Management Kulturen

  1. 1. UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS HARRAMACH & PARTNER IV. Wiener Konferenz für Mediation IV. Vienna Conference for Mediation Konfliktlösungen in Zentral- und Süd-OstEuropa – ein Spiegel der Konflikt Management Kulturen Conflict resolution in Central and South-East Europe – a mirror of conflict management cultures by Niki Harramach Spokesman of the Austrian Business Trainers General Manager of Harramach & Partners www.harramach.com email: niki@harramach.com Vienna, May 4, 2006
  2. 2. UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS HARRAMACH & PARTNER www.bildungsmanagement.ac.at
  3. 3. UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS HARRAMACH & PARTNER 1. Environment Control People can dominate their enviroment; it can be changed to fit human needs. Harmony People should live in harmony with the world around them. Constraint People are constrained by the world around them. Fate, luck, and change play a significant role CEE: The more you go east, the more culture shifts from “Control” to “Constraint“. „Harmony” is rarely to be found. 2. Time Fixed Punctuality defined precisely Fluid Punctuality defined somewhat loosely CEE: The more eastern you are the more fluid is the time management. Past High value placed on continuance of traditions Present Short-term orientation aimed at quick results. Future Willingness to trade short-term gain for long-term results. CEE :In all countries of this region the past has a high value. Historical developments always have to be kept in mind and influence a lot the present discussions, considerations and also actions. www.bildungsmanagement.ac.at
  4. 4. UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS HARRAMACH & PARTNER 3. Action Doing Task centered. Stress placed or productive activity in goal accomplishment and achievement. Being Relationship centered. Stress placed on working for the moment, experience rather than accomplishment. CEE: The culture with is much more “being” oriented than in Western Europe. Relationship is specially in the beginning much more focused than facts and tasks. 4. Communication High context Shared experience makes certain things understood without them needing to be stated explicitly. Rules for speaking and behaving are implicit in the context. Low context Exchange of facts and information is stressed. Information is given primarily in words, and meaning is expressed explicitly. CEE: The culture is much more” high context”. Direct Preference for explicit one - or two – way communication, including identification, diagnosis, and management of conflict. Indirect Preference for implicit communication and conflict avoidance. CEE: The culture is much more ”indirect” www.bildungsmanagement.ac.at
  5. 5. UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS HARRAMACH & PARTNER 5. Space Private Individual orientation to the use of physical space. Preference for distance between individuals. Public Group orientation to use of physical space. Preference for close proximity. CEE: The space is used more ”public“ There is a preference for closer distances between individuals. 6.Power Hierarchy Value placed on power differences between individuals and groups. Equality Value placed on the minimization of levels of power. CEE: Hierarchy is by sure the overwhelming principle . 7.Individualism Collectivistic Individual interests are subordinate to group interests. Identity is based on the social network. Loyalty is highly valued. Individualistic The “I” predominates over the “we”. Independence is highly valued. CEE: Attention: this is the biggest trap nowadays. Within well educated younger people the culture has absolutely shifted from collectivism to individualism. The young careerists are much more “I” predominated than in Western Europe. www.bildungsmanagement.ac.at
  6. 6. UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS HARRAMACH & PARTNER 8. Competitiveness Competitive Achievement, assertiveness, and material success are reinforced. Cooperative Stress is placed on the quality of life, interdependence, and relationships. CEE: The culture is much more cooperative. 9. Structure Order High need predictability and rules, written and unwritten. Conflict is threatening. Flexibility Tolerance of unpredictable situations and ambiguity. Dissent is acceptable. CEE: The culture is to need more flexibility. But be careful: dissent is actable - conflict threatening because there is another distinction between the term than we are used to. 10. Thinking Linear Preference for analytical thinking, which breaks problems into small chunks. Systematic Preference for holistic thinking, which focuses on the big picture and the interrelationships between components. CEE :The thinking is much more systematic than in Western regions. www.bildungsmanagement.ac.at
  7. 7. UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS HARRAMACH & PARTNER KONFLIKTESKALATION Stufenmodell nach Glasl Hauptstufe I Intervention Moderation Hauptstufe II Mediation Hauptstufe III Machteingriff www.bildungsmanagement.ac.at
  8. 8. UNTERNEHMENSBERATUNG & WIRTSCHAFTSTRAININGS HARRAMACH & PARTNER Conclusions for Conflict Management in CEE: 1. The more East the later (following the escalation levels model of Glasl) a dissent will be identified as a “real conflict”. 2. If a conflict is identified, parties would tend to look for “power intervention”. 3. Therefore the field for “Mediation” is a very narrow one. 4. The more the awareness about different escalation levels of conflict will be enlarged, the more the possibilities for mediation will grow!

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