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    Intercultural Communication Icc (SLIDE F - KOH3361) : Universiti Putra Malaysia

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    Sethalexsmi Selvaraj
    1) Managing groups in intercultural communication requires understanding group members by learning their names, roles, and interactions. Groups function best when members share common goals and recognize a leader. 2) Factors like cohesiveness, norms, and roles influence groups. Norms establish expectations around criticism, formality, and discussion times. Common roles include isolates, facilitators, dominators, and harmonizers. 3) When conflicts arise in intercultural groups, leaders can use authoritative, negotiative, divertive, or spiritual approaches to manage them. Authoritative approaches involve directives from high-status leaders, while negotiative approaches involve discussing issues with other leaders or members.

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    Intercultural Communication Icc (SLIDE F - KOH3361) : Universiti Putra Malaysia

    Uploaded by

    Sethalexsmi Selvaraj
    95 views18 pages
    1) Managing groups in intercultural communication requires understanding group members by learning their names, roles, and interactions. Groups function best when members share common goals and recognize a leader. 2) Factors like cohesiveness, norms, and roles influence groups. Norms establish expectations around criticism, formality, and discussion times. Common roles include isolates, facilitators, dominators, and harmonizers. 3) When conflicts arise in intercultural groups, leaders can use authoritative, negotiative, divertive, or spiritual approaches to manage them. Authoritative approaches involve directives from high-status leaders, while negotiative approaches involve discussing issues with other leaders or members.

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    1) Managing groups in intercultural communication requires understanding group members by learning their names, roles, and interactions. Groups function best when members share common goals and recognize a leader. 2) Factors like cohesiveness, norms, and roles influence groups. Norms establish expectations around criticism, formality, and discussion times. Common roles include isolates, facilitators, dominators, and harmonizers. 3) When conflicts arise in intercultural groups, leaders can use authoritative, negotiative, divertive, or spiritual approaches to manage them. Authoritative approaches involve directives from high-status leaders, while negotiative approaches involve discussing issues with other leaders or members.

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    95 views18 pages

    Intercultural Communication Icc (SLIDE F - KOH3361) : Universiti Putra Malaysia

    Uploaded by

    Sethalexsmi Selvaraj
    1) Managing groups in intercultural communication requires understanding group members by learning their names, roles, and interactions. Groups function best when members share common goals and recognize a leader. 2) Factors like cohesiveness, norms, and roles influence groups. Norms establish expectations around criticism, formality, and discussion times. Common roles include isolates, facilitators, dominators, and harmonizers. 3) When conflicts arise in intercultural groups, leaders can use authoritative, negotiative, divertive, or spiritual approaches to manage them. Authoritative approaches involve directives from high-status leaders, while negotiative approaches involve discussing issues with other leaders or members.

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    of 18

    INTERCULTURAL COMMUNICATION ~ ICC

    (SLIDE F – KOH3361)

    Universiti Putra Malaysia


    MANAGING GROUP IN ICC

    “A person who involves with ICC


    is a member to a vast number
    of groups. Understand them well,
    and you will get almost anything
    that what you want”.
    Fundamental Aspects
    in Any ICC Group

    Group is functioning when each member…


     …knows another by name/ role
     …have a considerable amount of interactions
     …have some degree of influence
     …share some common goal, interest, etc.
     …recognized a leadership of a leader
    Factors That Are
    Influencing Any ICC Group

    A. Cohesiveness(the degree to which a group


    hangs together in a challenging environ’mt)
    B. Norms (respects, formalities, routines)
    C. Roles
    (Isolate/ Facilitator/ Dominator/
    Harmonizer/ Free-rider)
    D. Conformity & Groupthink
    [B]
    Fundamental Aspects: Norms
    Consider the following norms:
     Negative criticism of another person is unacceptable.
     Meetings are “strictly business.”
     First names are not to be used during meetings.
     The discussion of a single topic cannot exceed ten
    minutes.
    [C]
    Fundamental Aspects: Roles
    Roles often played by members:
     Isolate: Sits & fails to participate
     Facilitator: Makes sure that everyone talks
     Dominator: Speaks too often & too long
     Harmoniser: Keeps tensions low
     Free-rider: Doesn’t do the share of the work
    Meeting is
    a Forums for Problem Solving
    (not a place to chat, speech therapy, etc.)
     Options for Decision Making in ICC Meeting:
     Veto / Authoritative
     Consensus / Consultation
     Vote / Democracy
     Meditate (Japanese culture)
     (The Table of Aristotle – from 40 manuscripts)
    Types of Group Conflicts in
    any ICC Group Meetings
     False Conflicts (due to…)
     Comm problems – technological / language wise
     Inadequate infos. & Misunderstandings

     Easy Conflict
     Everyone is clear about the matter of the conflict

     Ego Conflict (egocentric being)


     The most difficult to resolve
     Argumentation is upon personal matters
    Managing
    Negotiation & Conflict in ICC

    4 SUGGESTED APPROACHES

    1.AUTHORITATIVE approaches
    2.NEGOTIATIVE approaches
    3.DIVERTIVE approaches
    4.SPIRITUAL approaches
    (1) Authoritative approaches

     A leader must sit or stand higher than the


    rest – then only he speaks.
     If the leader also panic, someone must take
    charge (with permission).
     Strict directive / order (Disobedience is fatal!)
     Informing the higher authority (polis, etc.)
     Get an assistance from the third party
    (2) Negotiative approaches

    Whom to Negotiate with?


     Group Leader (The Patron / Director)

     Group of Leaders (Board of Directors)

     Group Committees (Follow the ranks)

     Group members (Consensus)


     Only for non-emergency matters.
    (3) Divertive approaches
    Change the members’ thinking orientation:
     By injecting humors… (jika berbakat)

     By exercising… (sekadar perlu)

     By asking… (jgn keterlaluan)

     By gossiping… (elakkan yg sensitif)

     By telling a relevant story… (short only!)


    (4) Spiritual approaches
     Reciting…
     Religious texts
     Singing…
     Patriotic songs
     Any motivational songs

     Shouting..
     Group motto
     Encouraging words: We can! Malaysia Boleh!
    MAKING
    GOOD DECISIONS IN
    INTERCULTURAL COMMUNICATION
    (and throughout your entire lives)
    [1] Making Good Decisions in ICC
     Consider All Factors (CAF):
     Considering every single factors before

    making any move.

     First Things First (FTF) :


     Acting in accordance and systematically.

    (Eg: The ritual of dressing up... Bathing,


    drying up, wearing under wears, then the
    pants and shirt.
    [2] Making Good Decisions in ICC
     Feit-Accompli:
     Making a personal move before discussing
    with the superior. (Normally applied only
    when deciding on small issues - e.g. buy
    first and claim later).
     Steam-releaser:
     Letting a person releasing his tension.
    (as long as he doesn’t bring any harm).
    Normally, the person’s anger will cool off.
    Other Approaches of
    Making Good Decisions in ICC
     See-saw
     Tug-of-War
     Salami slicing
     Dateline pusher
     Silent treatment
     Win-Lose / Lose-Lose / Win-Win
     Golden hat – Religious, Culture, Customs, Rituals
     Six Thinking Hats (Edward de Bono):
     Red; Yellow; Blue; Green; Black; White
    Wassalamualaikum
    & Thank You

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