As you would expect, conflict management is different in China than in Germany. In Germany, colleagues are expected to settle disagreements among themselves. For more serious problems, the works council or mediation by the HR department are also available. Involving the manager is always the last step when the fronts have hardened. It is important to remember that in Germany, conflicts should be addressed and resolved as openly as possible. In China, conflicts disrupt group harmony. And this places special demands on managers, because – conflicts are a matter for the boss!
The line manager is the best authority
In China, it is assumed that the manager is best able to resolve a conflict because they know the parties involved and the context and are best able to assess the reason for the dispute. It should be noted that successful conflict resolution is also very important for the manager – because their image can also suffer if word gets around about shortcomings and unpleasant situations. Managers are expected to make level-headed and balanced decisions.
Loss of face – a no-go
In intercultural training in China, the aspect of “face” must of course not be neglected. In a conflict situation, the line manager acts as a mediator – so all sides save face, provided a wise decision is made. The line manager must therefore ensure that all interests are sufficiently taken into account and that the conflict is resolved fairly and to the satisfaction of all parties involved. However, if the line manager fails to do this, this can also mean a loss of face for them. The good thing about this is that all parties have a great interest in an amicable solution.
Smouldering conflicts damage the company’s image
A supervisor’s duties also include monitoring the atmosphere in their department. If the atmosphere is poor and group harmony is disturbed, it is their duty to remedy the situation as quickly as possible. This is also an important signal of leadership.
The hierarchy determines the tone of voice
If a line manager mediates a conflict between his employees, he may well become direct and express his dissatisfaction. This also has the effect of putting employees in a position of shame, which certainly encourages a willingness to compromise. However, it is important not to bang your fist on the table and get loud, but to keep your composure and express yourself as calmly as possible. If it is a conflict between equals, it is important to address the problem indirectly – by leaving it out. The other person then understands the message by the fact that the problematic aspects have not been addressed. This saves face.
Respect breeds respect
Some conflicts are certainly due to reasons that can be described as petty. Others, on the other hand, are triggered by serious and concrete situations, e.g. the distribution of work. Every manager is therefore well advised to respect the opinions of the conflicting parties and include them in finding a solution. This not only creates the necessary acceptance, but also promotes the image of a good supervisor.
Learning by doing – maybe it’s already too late…
Every German working as a manager in China would be well advised to take part in intercultural training in China to prepare for their new role. Specialist knowledge alone is not enough and it is easy to “break porcelain” that cannot be repaired later. This must be avoided through adequate preparation.
