Conflict resolution for contrasting cultures

The authors examine their own experience helping resolve a conflict in a U.S.-based Japanese subsidiary. The heart of the problem lay in different, culturally based communication styles of the American managers, the Japanese managers located in the United States, and Tokyo headquarters. For instance, the American sales manger didn't understand why her Japanese liaison in Tokyo didn't respond to her emails and deadlines. The Japanese managers, on the other hand, couldn't understand why the American managers wouldn't communicate face-to-face and less formally-and why they considered to be a useless exercise-brainstorming. Clarke and Lipp describe specific strategies for improving cross-cultural communication, particularly in working with the Japanese. Their seven-step model-which involves the concepts of anthropology, uniqueness, and blending-is based on the premise that cultural diversity is a positive factor rather than a negative one. Indeed, the authors argue that diversity is essential for leading-edge solutions to global competitiveness. The steps progress from problem identification and clarification to cultural and organizational exploration to conflict resolution and impact assessment. The last step is organizational integration. An integral element throughout the process of conflict resolution, especially in working with Asians, is achieving harmony.