Dealing with cross-cultural conflict in a multicultural organisation: an education management perspective

Abstract

This study investigated the effect of cross-cultural differences on conflict episodes in a multicultural organisation in South Africa. The sample consisted of seven people, who represented six cultures. The phenomenological method of inquiry was used.

Following the data collection process, the researcher identified the sources of conflict, then determined the qualities of leadership which aid in minimizing conflict. The five conflict management strategies were discussed, with further exploration into the use of confrontation and mediation. The researcher believes that the framework for describing conflict management strategies may need to be expanded as cross-cultural interaction is better understood. Finally, the study explored the positive and negative outcomes of conflict. Although many conflicts are costly to an organisation, some conflicts may assist people in cross-cultural understanding.

Because diversity is becoming a more pressing issue in the 21st century, most people and organisations are facing the need to effectively communicate cross-culturally. The researcher recommends a three stage diversity training programme, which begins with new employees, then includes all employees and, finally, becomes an ongoing learning process in the organisation.