1. Solving conflicts by utilizing the
“communication competency
model”

2. INDEX
1.
2.
3.
4.
5.
Individual cases according to Hofstede`s
The reason and classification of conflicts
Diversity
The Competency Model
Conclusions
2

3. Case 1: Resistance to adopt
different culture
Conflict
Conflict
Individualism vs. collectivism
With a score of 20 is considered a collectivistic society. The
society fosters strong relationships where everyone takes
responsibility for fellow members of their group. So when
one employee started having conflict with the CFO, the
other members joined and everyone came into it.
(Empowering is a solution)
•
Power distance
Scores high (80) and being high power distance
society, people accept a hierarchical order in
which everybody has a place and which needs
no further justification.
•
Masculine vs. feminine
Scores 55 on this dimension and can be considered
as a masculine. managers are expected to be
decisive and assertive, the emphasis is on
equity, competition and performance and
conflicts are resolved by fighting them out.
•
Long-term vs. short-term orientationS
scores 40, making it a short term orientation
culture. Society generally exhibit great respect
for traditions,, impatience for achieving quick
results, and normative.
•
Uncertainty avoidance
Scores 60 on this dimension and thus has a high
preference for avoiding uncertainty. When
people understood the uncertainty of the new
company, they declined to join the company
even after making commitments.
3

4. Case 2: Organizational power and authority,
cultural issues
U.K.
U.K.
Insurance
Companies
Things will
Things will
take care of
take care of
themselves.
themselves.
Insurance
Broker*
We must
We must
do well!
do well!
Conflict
Conflict
Our Dept
Japan
Business Units
Japan
U.K.
Japan
Individualism
High
Middle
Uncertainty
Avoidance
Low
High
Masculinity
Middle
High
4

5. Case 3:
Motivation and Communication Gaps
Hofstede’s Dimensions for
Japan:
Power Distance (54): The hierarchy of
this relationship is not clear. This causes
uncertainty because Japanese culture
leans towards more power distance.
Conflict
Conflict
Masculinity (95): It seems that the
teachers are trying to assert their power
by lack of communication, instead of
trying to create a good relationship.
Long-term Orientation (80): The
teachers seem more interested in their
classes and students, rather than our
small English lessons.
Uncertainty Avoidance (92): Some
teachers are uncomfortable with helping
teach English classes. They can be
avoiding this by not discussing lessons
Individualism (46): We, the English
teachers, are a separate group from the
regular homeroom teachers. This can
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cause some friction.

6. Case 4:
Motivational Issues
No skills…
No
communication…
Isolated from other
sections… No
monitoring… No jobs
given to them…
No motivation…
Can’t be fired…
Section
Section
Individualism
Conflict
Conflict
HR
HR
LOW
Uncertainty
Avoidance
Masculinity
It is mainly because of low individualism. Collectivism
It is mainly because of low individualism. Collectivism
can cause no responsibility to employees which have
can cause no responsibility to employees which have
no motivation!
no motivation!
HIGH
HIGH
6

7. Case 5: Risk and threats of loosing job leading to an
uncooperative mindset, interpersonal relationship
issues (communication and sharing are solution)
Conflict
Conflict
Power Distance:
Vietnam scores 70 ->people accept a
hierarchical order in which everybody has a
place and which needs no furtherm
justification. It make my colleage feels
difficult to accept any change
Long Term-Short Term
Vietnam scores 80-> long term orientation
culture. Actually, the current company have
the policy to sell stock with cheap price for
employee as well as easy promotion after
certain working time. Moving is such a big
regret
Uncertainty Avoidance
Vietnam scores 30-> low preference for avoiding
uncertainty. However, in this case the women just
born the baby, maybe this women feel her life will be
difficult if she lose or move job and prefer to stay
same for certainty in mind
Individualism-Collectivism
Vietnam scores of 20->collectivistic society. Loyalty
is important. Employer/employee relationships are
strong and perceived in moral terms (like a family
link). Move to a new place and has to build
relationships from beginnings which new peoples is
bad.
Masculinity-Femininity
Vietnam scores 40->a feminine society. In feminine
countries the focus is on “working in order to
live”,The fundamental issue here is what
motivates people, wanting to be the best
(masculine) or liking what you do (feminine). My
colleage really like what she is doingnot ready7for
any change.

8. Case 6: Reluctant to take order from a
age junior, Aging Organization
Before
50’s (M)
Present
40’s(M)
40’s(M)
20’s （ ME
)
40’s(F)
Conflict
Conflict
40’s(F)
Power Distance
In the Organizational
structure,
Hierarchy
system considered, Age
is the main key to
respect.
40’s(F)
Masculinity
Vs
Femininity
Japan scores 95 in
masculinity
.
High
Masculinity value culture.
30’s(M)
40’s(F)
Uncertainty
Avoidance
Japan scores 92 in the
ranking, high Uncertainty
Avoidance culture
Individualism Vs Collectivism Japan
scores 46 in Individualism, means
Collectivism is highly valued in the culture.
Long Term Vs Short
Term
Japan scores 80, high long
term oriented values
8

9. The Conflict Process-5 stages
Interpersonal
Conflict
Goshi
Tran
Nadee
Task
Conflict
Process
Conflict
Syeda
Leslie
Hiroyasu
9
Stephen.P.Robbins, Timothy A. Judge

10. The reason for conflict?
The main reason for our critical incidences is related with…
Lack of Acceptance of Diversity
Lack of Acceptance of Diversity
10

11. Classifying the conflict from
Critical Incidences based on
Hofstede’s
Hofstede’s dimention
Power
distance
Individualis Masculinity Uncertainty Low LTO
m vs.
vs.
Avoidance vs. High
Collectivis Femininity
LTO
m
Syeda
High
Low
High
High
Low
Hiroyasu
High
Low
High
High
Low
Leslie
High
Low
High
High
High
Goshi
High
Low
High
High
High
Tran
High
Low
Low
Low
High
Nadee
High
Low
High
High
High
It is important to bridge the several gaps, a cause of the
conflict, in these cases.
11

12. Diversity Efforts
[Example]
• In Rakuten, Uniqlo the official language
has been switched from Japanese to
English.
• In Itochu, inviting employees from
overseas blocs worldwide to come to
headquarters as a form of HR
development through actual operations.
12

13. What is a solution?
• One tool is a communication to build the
bridge between any gaps
e.g. Motivation
Low
Low
Skill
Skill
variety
variety
High
High
Task
Task
identity
identity
Task
Task
significance
significance
Autonomy
Autonomy
Communication
Feedback
Feedback
13

14. - Nemawashi
- Frequent
- Face-to-face
- Ringi
communication
- Direct
communication
LOW
- Focus on short- term goals
- Protecting “face”
Power
Distance
HIGH
- Focus on longterm goals
- Persistence
Long-Term
-Keep records of
previous communication
LOW
-Takes risks
- Embraces unpredictability
- Real-time
communication
LOW
- Few layers of
management
- Decentralized
HIGH
- Follows authority
- Hierarchical
- Ringi
Communication with
Hofstede’s
Dimensions
Uncertainty
Avoidance
HIGH
-Follow rules
- Threatened by
ambiguity
- Written
communication
- Face-to-face
LOW
- Loyalty
- Conformity
Individualis
m
Masculinity
LOW
-Equality
- Cares for
disadvantaged
HIGH
-Privacy
- Individual
achievement
- Group meetings
- Include everyone
in communication
HIGH
- Assertive
- Focuses on achievement
- Direct communication
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- Male lead communicator

15. Our competency model
- Common competencies -
Conflict
Conflict
Hofstede’s dimention
Power Individ
distanc ualism
e
vs.
Collecti
vism
Mascul
inity
vs.
Femini
nity
Uncert
ainty
Avoida
nce
Low
LTO
vs.
High
LTO
Syeda
High
High
High
High
Low
Hiroya
su
High
Low
High
High
Low
Leslie
High
Low
High
High
High
Goshi
High
Low
Low
Low
High
Tran
High
Low
Low
Low
High
Nadee
High
Low
High
High
High
15

16. The detailed example
- Specific competencies -
Avoid GAP
Avoid GAP
and Choose Optimal Method
and Choose Optimal Method
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17. Conclusion
Any organizational conflicts can be
solved by utilizing the
communication competency model.
Thank you for your attention.
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