Beersma, Bianca

van der Zee, Karen I.

Veenstra, Gooitske N.

Dutch

Research has shown that in conflict situations problem-solving conflict behavior, characterized by concern for both conflict partners’ concerns, is the most effective strategy. In this theoretical contribution we argue that this does not necessarily apply to heterogeneous dyads, in which the members of the dyad differ based on cultural background. We argue that, in these dyads, the introduction of the unique perspective of a ‘minority member’ (a member of the non-dominant cultural group) elicits social and cognitive categorization processes and mechanisms of differential influence, resulting in rejection or even exclusion by the conflict partner. We discuss the ways in which an open group climate and strong intercultural characteristics of group members can facilitate positive outcomes of problem-solving conflict behavior in heterogeneous dyads. We conclude with a number of implications for practice.</p

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The paradox of effective conflict management in a diverse workplace

https://research.vu.nl/ws/files/118516954/GO_31_4_5_De_paradoxale_effecten_van_conflicthantering_in_een_context_van_diversiteit.pdf

The paradox of effective conflict management in a diverse workplace

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