Mediation techniques can transform cross-cultural conflicts into solutions if mediators understand the cultural differences between parties. The document discusses how American culture values direct, low-context communication while Mexican culture focuses on high-context communication and collectivism. It recommends that mediators apply their knowledge of these cultural differences by acknowledging them respectfully and allowing both communication styles.
Mediation Techniques to Transform Cross-cultural Conflict into Solutions by Melody CazortPowerPoint Speaker Notes:Slide 1- Introduction Good day and welcome to the presentation, Mediation Techniques to Transform Cross-cultural Conflict into Solutions. I am Melody Cazort, and I hope you enjoy as well as learn from this presentation. Before we continue to the next slide, I want to explain how mediation can help business leaders with followers from different cultures. Mediation bridges these workers from diverse nations so that they can communicate more clearly, understand each other better, and therefore overcome the failure of conflict. People have diverse backgrounds from different cultures and therefore develop their own understanding of communicating and perceptions of certain situations. Mediation makes a connection, can overcome conflict brought on by dissimilar understandings and can link the two cultures together. Instead of a breakdown of communication between cultures, leaders can use mediation so their employees can develop better relationships and work together effectively. In this presentation, we will specifically investigate mediating between the cultures of the United States and Mexico.To prepare you for what lies ahead, this presentation provides information for global leaders who want to mediate. To connect cultures together, leaders should apply three steps in multicultural mediation to reach a solution. First, a mediator should learn about the cultural values and communication to understand each culture better. The second step is to think and plan strategically for a way to address the conflict, and third, apply the plan appropriately and initiate it. Elmer defined a mediator as one who acts as a liaison between two oppositions or serves as someone who acts as a go-between. This mediator tries to find an acceptable resolution for both sides. Therefore, mediators must learn about the other cultures’ values to find the best way to adapt for them. The goal is to overcome conflict mutually, while minimizing negative feelings for anyone. This presentation presents guidance in how to accomplish this. Next, I will introduce the sections that we will cover.
Slide 2-Initially, we will discover how mediation fails, its root causes, and guidance for challenging it. This section demonstrates what contributes to the problem and what to do better for successful mediation. Stories about mediation will provide examples to refer to when mediating. Next, the presentation explores the cultures of the U.S. and Mexico. We will learn what a leader will likely address in mediating, common problems, and how to make the process successful. Then, recommendations for mediation between the American and Mexican cultures provide practical applications. The conclusion summarizes with some final thoughts. Before learning about mediation with these two cultures, some terms may need clarification. Elmer also described the term “mediator” as an intermediary, or a person in the middle of two opposing parties. While some cultures practice directness in their dilemmas, other cultures seek a mediator quickly in conflict to avoid embarrassment. These ways influence how the cultures interpret situations and how they feel about a conflict. Paulus, Bichelmeyer, Malopinsky, Pereira, and Rastogi explained that culture is a social factor that outlines how people work together and set their boundaries. Research about the Mexican culture portrayed them as Hispanic and Latino cultures too. The terms “Hispanic” and “Latino” includes natives of other countries and cultures as well as Mexico, according to the Merriam-Webster Dictionary. While some resources referred to one of these terms to include the people of Mexico, others used some combination of the three terms for the same purpose. Next, we will focus on mediation.
Slide 3- This slide is about failures in mediation, sources of the problem, and how to mediate better.Mediating and addressing each culture appropriately about conflicts is growing more complicated in contemporary business. Beagrie proclaimed that working through virtual technology can cause problems in remote diverse groups and causes of these problems are increasing, especially globally. Irregular communication can be a root of the problem. Speaking with each other may not be possible. Even then, it may not be face-to-face. Other problem sources lack in direction. To initiate rapport, Beagrie advised leaders to adapt the technology to create a sense of being there, to meet together whenever possible, encourage socializing, and center on staff member’s likenesses to generate unity. In addition, as conflict emerges, leaders should solve it promptly. These are all techniques that a mediator can resolve problems with the cultures of the United States and Mexico.Brett, Behfar, and Kern wrote about addressing troubles with diverse groups, warning that a mediator can cause more trouble or resistance in the staff. This research source advised against trying to use only one culture’s ways. Americans tend to impose their beliefs onto other cultures can be the root of this problem. When conflict occurs, leadership should begin by identifying the reasons for conflict, intervening to get everyone back on task, and teaching ways to manage future problems. Thus, mediators should avoid imposing American ways onto Hispanics.Brett, et al. professed that direct or indirect communication can also cause conflict and these differences can ruin relationships. One case told about employees of an indirect culture working in their home country with only one American, who communicated in a direct manner. The American discovered an error and reported it in a direct manner, which crossed the other culture’s norms and therefore embarrassed the rest of the group. These group members then began keeping information to themselves and avoided the American. If this American had inquired about possible consequences from the malfunction to the group instead of being so direct, the team may have been more receptive of the message. For successful results, a mediator must advise Americans to use indirect communicating to inform the Latinos about a mistake. Thus, knowing a culture’s directness is essential.
Slide 4- Mediators were biblical, can mediate successfully, and should learn about cultures. Elmer referred to mediators as a neutral party that creates a communication link. Mediator qualities should include fairness and the ability to remain nonjudgmental until studying the facts. The choice of mediator can influence the solution; ethical mediator characteristics would be apt to create fair decisions. The Bible tells of people who served as mediators. Elmer professed factors that make mediation successful such as when a mediator repeats the problem to another party, the mediator filters the message. This filtration in communication remains neutral, thus maintaining calmness. A mediator lacks emotions regarding the problem and will therefore think more clearly toward success. The next story shows how to mediate successfully. Elmer provided examples of mediators whose actions were well thought-out concerning cultural values and accommodating for them. Although tactical, these actions were Christian. One case explained about an expatriate in another country who encountered native behavior that initially appeared harmful. This culture had a sense of community so the expatriate told a talkative community member about the dilemma. Consequently, through the mediating native and the grapevine, the community sensed their responsibility and took action to stop the mistreatment. Ironically, the harm was actually the other culture’s way of saying hello and inviting play. This story demonstrates the importance of understanding another culture before mediating. It demonstrated how to use another culture’s values, such as community. Since Hispanics are collectivists and value their membership, this technique would probably work with them. The whole approach was a crucial foundation to its success. Thus, if a mediator gains knowledge of the cultural values and considers how to use it, implementing the best mediation is possible.As the example proved, it is also beneficial to create relationships in another culture and know people with community ties. An indirect message was able to reach the other party without confrontation. In application to the Mexican culture, community connections would also portray a mediator as an insider in which the people would be more likely to talk with rather than an outcast. As mediation failure and success demonstrated, adapting to cultures is vital. Thus, the next section presents cultural contrasts in values, behavior, and communication.
Slide 5- In comparing cultures of the U.S.A. and Mexico for mediation, we will see subjects that a leader will likely address in mediating. Culture reveals how someone will likely perceive a situation and what mediating will probably address in cultural preferences. First, we will learn the expectations of Americans and then those of the Mexican culture. American culture enjoys their individualism, has Low-context communication, and conceives time as Monochronic. According to Hofstede, the highest cultural Dimension for the United States is Individualism in which are not inclined to develop many close relationships with others. Uncertainty Avoidance is relatively low and they normally do not hesitate to go alone in their own individualistic direction. Kennedy and Everest reported that Americans are Low-context communicators, relying on words spoken rather than nonverbal communication such as body language. Their main concept of time is Monochronic, mainly doing one assignment at a time. Gudykunst and Kim proclaimed that mediation between Americans and Mexicans is favorable. Americans commonly use formal mediators such as attorneys. This resource discussed behavioral differences from culture, saying that Americans practice their individualism and a characteristic of this is directness. Next, we will look at the culture of Mexico.
Slide 6-Gudykunst and Kim also explained that although collectivists such as Hispanics favor using mediators more than individualists do, both use mediation. In this way, Mexicans avoid confrontation, therefore saving face, and prefer using casual mediation. Hispanics prefer dealing with conflict indirectly, resolving conflicts by obliging or avoiding it altogether. Thus, mediation fits well into this culture.According to Kennedy and Everest, Latinos are High-context communicators; Hispanics use more than verbal language to communicate and require more time. This culture practices collectivism, desiring group membership. Hofstede rated Mexicans’ Uncertainty Avoidance high. Thus, they will probably resist change. Their Individualism Dimension rates least important. Because this society does not tolerant uncertainty well, mediators should minimize uncertainty and consider their collective groups, not just the individual. These cultural studies reveal that people of Mexico’s culture do not like doubt in their environment. In order to minimize unpredictable surroundings, leadership should implement policies to maintain their surroundings and prepare ahead to avoid unpredictable events. In comparing two cultures’ preferences, mediators should note contrasts. The American Individualism opposes the Latinos’ tendencies of collectivism and avoiding uncertainty. Therefore, natives from Mexico will need to know probable outcomes in mediation decisions. As the next section will demonstrate, cultural dilemmas need a mediator who can think ahead and envision solutions for adapting to these cultures.
Slide 7-Now we will see common multicultural problems and possible solutions in mediating between these two cultures. For example, Brett, et al. told a story about a business leader of Mexican descent. Mexico’s culture practices humbleness by communicating in questions, especially open-ended inquiries to remain respectful. However, Americans responded to this behavior by believing that the Mexican was indecisive, which was wrong.To avoid the same wrong assumptions, employees need cultural awareness, so leaders must arrange for cultural education so that followers can learn about differences. An example of another common problem concerns directness. Brett, et al. described how an indirect Hispanic employee in a call center was in trouble for long customer calls. The Americans mentioned it and offered mediation by teaching the Hispanic how to end the calls. Technology was even an option as it was set up for the more direct staff members to take over the calls that went into overtime. This Latino employee was practicing Mexico’s norms by using High-context communication. If the Americans had training about the cultural differences, someone could have questioned the Mexican and avoided potential embarrassment for the indirect worker. This story demonstrates a mediator solving a problem. By utilizing cultural information, the following recommendations provide guidance in bringing cross-cultural conflict to resolutions.
Slide 8-These recommendations apply the previous cultural data for practical application in mediation. By contrasting the High-context Mexicans and Low-context Americans, the differences in Dimensions, and the Polychronic and Monochronic cultures, mediators can see where they need to bridge these cultures. As a technique for mediating conflict, leaders should gain knowledge about Mexican and American cultures and think how to bridge them. Then the mediator should plan strategically how to deal with the conflict and implement it. This procedure helps in organizing the situation to understand each side’s perception and it is applicable with other cultural mixes besides these specific cultures. Using this mediation technique and the cultural data showing Americans as individualists and Mexicans as collectivists, a mediator could think strategically about their approach. For example, a mediator could expect quicker answers from Low-context Americans who favor direct communication and may already have a solution in mind. However, the indirect Mexican may be hesitant to discuss conflict. Therefore, the mediator would need to approach the Mexican in a private atmosphere and ask about the problem indirectly. In doing this, the mediator might ask the Latino what he/she wanted in a resolution or if the problem had happened before. In addressing the High-context Hispanics, the mediator would plan more time for the Latino and pay attention to their nonverbal communication.By considering what concerns the culture most, a mediator can make the optimal planning solutions for each party.Thus, mediators should:Consider what the culture values most, such as the Collectivist Hispanics with concern for their groups and certainty in their futureConnect with community members, those who have ties in the culture, and become an insiderProvide cultural training for yourself and the employees Teach employees to solve problems on their own Arrange for social gatherings to encourage bonding and greater understanding of other culturesMake the organization’s technology adapt to create a sense of being there for remote personnelConsider how the other culture perceives information and communication Focus on likenesses of the cultures during mediationAddress conflict immediately and get everyone back on task Plan for one assignment at a time for Monochronic Americans and assign several small duties for Polychronic Hispanics Show the staff members how to manage future cultural problems themselvesA mediator needs to use cultural knowledge for foresight and scenario thinking to consider how certain outcomes will affect the cultures. Next, we will conclude with a brief summary with some final thoughts.
Slide 9-The beauty of mediating is that it does not require an occupational title; one can practice it because it is the right thing to do to help people get along and it is biblical. As the examples demonstrated, mediation is advantageous by remaining objective; emotions do not interfere with decisions. By taking data about each culture concerning how these groups communicate and the values they practice, leaders learn not only how to approach them about conflict, but also the best mediating options. Even with the best intentions in communicating with those of another culture, misunderstandings still occur. Without knowledge of the other parties’ culture, it is a blind endeavor to solve conflict. Therefore, leaders should use multicultural mediation for conflict by compromising and adapting for cultural tendencies. Mediators must adapt to the cultures, especially what they value most. Mediation should consider the culture’s main concern for how the final mediation decision will affect them. Global leaders can do this by learning about the cultures, thinking how to adapt, planning, and then implementing. Therefore, innovative leaders should utilize this information to advance in growth of their global leadership. How can you apply the mediation techniques in your present job or your leadership?
Slide 10- Mediation should be a blessed process; the Bible refers to Jesus as a mediator in numerous scriptures. One is in Hebrews 8:6 saying, “But now He has obtained a more excellent ministry, by as much as He is also the mediator of a better covenant, which has been enacted on better promises.” Moses additionally worked as a mediator. Galatians 3:19 referred to Moses by saying: “Why the Law then? It was added because of transgressions, having been ordained through angels by the agency of a mediator, until the seed would come to whom the promise had been made.” Thus, mediation between cultures worked well centuries ago and it can work in today’s world as well. Global leaders should recognize the benefits of mediation and realize that leading as more of a mediator than an assigned manager could be more effective with people. For example, a leader often naturally emerges in a team, understanding others better and motivating people for a common purpose; this is mediation in leadership. A leader could create relationships to become the person with whom employees go to for help. By helping others, mediating can be rewarding for leaders all the way around the world. This is an ideal vision of professional mediation.Questioning: What advice would you offer to someone who plans to mediate between diverse cultures? Does anyone in the audience have a question or need clarification? (Allow time.)Thank you for your attention. If time allows, during questioning:Leadership should envision the last intense argument in their business and visualize how different it could have been with a mediator intervening. A mediator leaves out the name-calling and the past bad experiences that the parties have had with each other. The mediator does not know of the parties’ battle history and simply sticks to the facts. Since the mediator has no stake in the final decision, the mediator can remain impartial for fair judgment. In a way, a mediator serves as a messenger between the two parties. From this filtered messaging, perhaps even the conflicting parties can begin to see what the root of the conflict actually is. In retrospect, the mediator is a medium that opens communication from both sides.
