Explanation of the Conflict’s Causes
The conflict arose when a group of employees working on a project were selecting a person that would become their leader and, therefore, decide which direction the project will take. A Japanese member of this group offered his candidature. Some of his colleagues, however, found this offer to be unacceptable due to his ethnical background. They believed that, as a Japanese person, he would be too conservative regarding the direction and presentation of the project which would significantly limit possible approaches. It is possible that this conflict arose because the company decided to create an ethnically diverse group to work on this project. As stated by Chua (2013), it has been concluded a long time ago that “exposure to an out-group predicates the activation of negative stereotypes and biases against out-group members” (p. 1545). Therefore, the conflicts were bound to happen due to the background diversity prevailing in the group.
Role of Mass Media
The role of mass media in this conflict is limited by its ability to shape people’s images of people of various descents. In this scenario, the image of the Japanese member was formed by the representation of people of eastern descent in popular media (movies, shows, books, etc.). As characters, people of eastern descent are believed to follow more traditional and conservative approaches while having a strict moral code that may prevent them from taking more innovative approaches. This image was the reason why the employee was voted against when choosing the project’s leader. Since image formation was the primary cause for this conflict to unfold, connections between the communication behaviors of each person in this conflict scenario and their differing worldviews must not be considered to have the utmost importance.
Consultation
According to Yang, Ryan, and Zhang (2013), “conflict is often accompanied by cooperation, unity, and the formation of alliances” (p. 83). Therefore, one of the ways to resolve the conflict would be to demonstrate to the group’s members how their performance will increase despite this conflict. Moreover, they may achieve greater results due to this conflict as they must overcome it in order to complete the project successfully. However, it must be noted that ethics-wise it is not entirely correct to allow the conflict to unfold, especially if this would push the group’s members to make their group separated into smaller ones. This would result in most of these groups creating their own ethical biases towards members of other groups.
Providing coverage of intergroup contact as a means of reducing and preventing intergroup conflicts, Ramiah and Hewstone (2013) state that “contact does not generally worsen intergroup relations, and its overall effect, across hundreds of studies, is to improve them” (p. 538). Aside from the fact that it stimulates cooperation and allows a group to share opinions, suggestions, and approaches, intergroup contact allows a group’s members to eliminate any possible prejudice towards their colleagues. Therefore, it must also be considered as a valuable asset that would allow this group to resolve the conflict by exchanging thoughts and opinions. The Japanese member of the group could also provide their view regarding both the conflict itself and their rationale as to why the prejudices their colleagues have are easily dismissible. This would allow them to both resolves the conflict and promote collaboration amongst their fellow group members. It must be noted, however, that, due to ethical considerations, every member of the group must be restricted from spreading their influence on their colleagues for personal benefits.
References
Chua, R. Y. (2013). The costs of ambient cultural disharmony: Indirect intercultural conflicts in the social environment undermine creativity. Academy of Management Journal, 56(6), 1545-1577.
Ramiah, A. A., & Hewstone, M. (2013). Intergroup contact as a tool for reducing, resolving, and preventing intergroup conflict: Evidence, limitations, and potential. American Psychologist, 68(7), 527-542.
Yang, J., Ryan, C., & Zhang, L. (2013). Social conflict in communities impacted by tourism. Tourism Management, 35(1), 82-93.