THE IMPACT OF NATIONAL CULTURAL DIMENSION ON CONFLICT HANDLING STYLE (A STUDY CASE IN DIPONEGORO UNIVERSITY)

Abstract

Research on cross-cultural variations in conflict resolutions strategies (Fisher, 1980; Tse, Francis & Walls, 1994; Tung, 1984) has found that people in different cultures use significantly different conflict resolution processes (Leung, Au; Leung; Lewicki et al, 1994) and the extent to which they focus on relationship or task concerns. Because of the global market and the multiple benefits of working in culturally diverse groups, multinational organizations are proliferating. Other than speaking different languages (in some cases) and having different beliefs and values, people from different cultures also often have different approaches to and perceptions of conflict, WhiCh can affect their ability to achieve resolution. Intercultural conflict is a unique and interesting phenomenon that can facilitate group decision-making, lead to effective decisions, and greatly benefit an organization if managed constructively (Thomas, W. K. 1992). Significant relationships were found between cultural background and styles of handling conflict (Huo & Randall, 1991; Neal, 1982; Stcihl, 1993). Cross- cultural and comparative research has endeavored to explore and explain cultural similarities and differences. Kozan (1989) also studied conflict styles in Jordan and Turkey, but however, no studies have been conducted in East Asia especially Indonesia. Research on cross-cultural variations in conflict resolutions strategies (Fisher, 1980; Tse, Francis & Walls, 1994; Tung, 1984) has found that people in different cultures use significantly different conflict resolution processes (Leung, Au; Leung; Lewicki et al, 1994) and the extent to which they focus on relationship or task concerns. In this research we focus on this last point and asses the impact of culture on preferences with retard to conflict resolution styles that differ along two dimensions, concern for self and concern for other. How people weight these dimensions influences their choice between five strategies. A collaborating style is based on integrating and problem solving, with the aim of maximizing joint outcomes. In comparison, a competing style reflects little concern for others' goals while an accommodating style involves the sacrifice of one's own concerns to satisfy the concerns for others. Compromising falls midway between these strategies and reflects a moderate concern for one's own and the other party's outcome that frequently translates into a split the difference approach. Finally, an avoiding strategy is characterized by inaction: the immediate onset of conflict is avoided and the parties wait until there is better time to try and overcome the conflict. Penelitian dalam keanekaragaman antar budaya dikaitkan dengan gaya penanganan konflik(Fisher, 1980; Tse, Francis & Walls, 1994; Tung, 1984) telah menemukan bahwa orang yg berasal dari latar belakang budaya yang berbeda akan menggunakan gaya penanganan konflik yang berbeda pula (Leung, Au; Leung; Lewicki et al, 1994). Selain perbedaan bahasa yang digunakan dan nilai yang dianut orang dengan latar belakang budaya yang berbeda akan memililci cam pendekatan dan persepsi yang berbeda terhadap konflik, yang nantinya akan berpengaruh pada kemampuan dalam mencapai suatu penyelesaian. Konflik dalam suatu budaya adalah suatu hal yang unik dan menarik yang dapat memfasilitasi pengambilan keputusan kelompok, mengarahlcan pada keputusan yang efelctif, dan dapat memberikan keuntungan pada organisasi jika disikapi secara konstruktif (Thomas, W. K. 1992). Beberapa hubtmgan antara latar belakang budaya dan gaya penanganan konflik telah ditemukan (Huo & Randall, 1991; Neal, 1982; Stohl, 1993). Penelitian antar budaya telah menjadi menarik untuk diteliti and menjelaskan persamaan dan perbedaan datum hal budaya. Kozan (1989) juga mempelajari mengenai gaya penanganan konflik. di Yordania dan Tmki namun bagaimanapun juga belum pernah ada penelitian yang dilakukan di Asia Tenggara khususnya Indonesia.