Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
YUMI
Tohoku University
Sendai, Japan
TAKAHASHI
1345
Journal of Applied Social Psychology, 1994, 24, 15, pp. 1345-1366.
Copyright 0 1994 by V. H. Winston & Son, Inc. All rights reserved.
1346
Rule, Bisanz, & Kohn, 1985) and personal factors such as gender (Falbo &
Peplau, 1980; Howard, Blumstein, & Schwartz, 1986; Instone, Major, & Bunker, 1983), developmental levels (Cowan, Drinkard, & MacGavin, 1984; Ohbuchi & Yamamoto, 1990), or individual style (Chanin & Schneer, 1984;
Leyva & Furth, 1986; Sternberg & Soriano, 1984).
1347
Triandis (1989b) assumed that Japanese culture was not only collectivistic
but also tight, whereas American culture was individualistic and loose. Tight
cultures are characterized as homogeneous value systems that impose severe
social sanctions against deviance. Their members live under strong social
pressures toward conformity or appropriateness of behaviors; thus, they tend to
suppress private attributes in public situations. Markus and Kitayama (1991)
stressed this point by positing that the Japanese have interdependent selves,
clearly distinguished from the independent selves of individualists. Among
people having interdependent selves, the expression of self-focused emotions
such as pride or anger, which reflect personal satisfaction or frustration, are
frequently suppressed because they are believed to destroy social harmony.
Both theories assumed that the Japanese would more clearly differentiate
the public and private aspects of their social interactions than would the
Americans. In public situations, the Japanese behave in a very polite and
formalized manner, but their behaviors frequently do not express their private
desires, attitudes, or affects. Among Americans, in contrast, public and private
selves are not so partitioned: Americans tend to express their private attributes
in virtually any kind of situation. Based on this assumption, we expected that
greater differences between public and private aspects of reactions to conflicts
would be observed among Japanese than among Americans.
When people encounter conflicts, they may conceive of a wide variety of
1348
possible strategies for resolution of those conflicts. Of the available possibilities, they would privately choose those that are perceived as being the most
functional in terms of personal goals. Because of perceived social constraints
in the conflict situations, however, their desired strategies may not necessarily
be engaged. In collectivistic and tight cultures, especially, people may screen
their choices to comply with a restriction that they should avoid confrontation
in order to maintain social harmony. Nonconfrontational strategies, particularly passive types, involve actors intense self-control or self-regulation of
personal desires. For individualistic and loose cultures, on the other hand, the
social frame of strategy selection may not be as strict; thus, people may engage
in the same strategies in which they privately want to engage. Using the above
reasoning, we hypothesized that differences between privately desired strategies and actually engaged strategies would be greater among the Japanese than
among the Americans.
Conflict Management and OvertnessKovertness of Conflicts
1349
consisting of concern for the self and concern for the other-axes of the
conflict:handling modes. Directness is, on the other hand, a unique dimension
existing between poles of total directness and total indirectness. This dimension represents the extent to which an actor directly communicates his or her
goals or wishes to his or her opponent. By coordinating these dimensions, every
strategy can be categorized into one of four types: direct bilateral, direct
unilateral, indirect bilateral, and indirect unilateral. This schemes usefulness
has been demonstrated in coding conflict responses (Cowan et al., 1984; Falbo,
1977; Ohbuchi & Yamamoto, 1990).
However, this model is limited in terms of its applicability. As implied by
the term power strategy, it is applicable only to active behavioral reactions to
conflicts. However, some conflict researchers noted that there can be a nonactive reaction strategy to conflicts, that is, avoidance (cf. Hocker & Wilmot,
1991). Avoidance is not included in Falbo and Peplaus (1980) mode, but
Peterson and Peterson (1990) and Volkema and Bergmann (1989) stressed that
avoidance is an important conflict management strategy. Accordingly, for the
present study, we supposed that a comprehensive system for charting conflict
management strategies would necessarily include avoidance, which we added
to Falbo and Peplaus model.
In addition to management strategies, we focused on the actual conflicts
overtness or covertness-the question of whether the presence of a conflict was
recognized by both parties. When an offending party was perceived as being
aware of interfering with the other, the conflict was initially overt. When he or
she was not aware, however, the victim had to decide whether to make the
conflict overt. Although the decision itself is not a resolution strategy, it has an
important relevance for the selection of strategies. If the actor selects some
active resolution behavior, whether confrontational or collaborative, the conflict may be made overt. If the actor selects some passive strategy, the conflict
may be made covert. Therefore, we expected cultural differences in the
overtnessicovertness of conflicts-specifically, that the Japanese would make
conflicts covert more frequently than the Americans.
Effectiveness of Management Strategies
1350
1351
ranging from 18 to 28, whereas that of the American students was 24.37, ranging from 17 to 29. Since previous research has suggested that an actors age or
developmental level may affect his or her decision on conflict management
strategies (e.g., Cowan et al., 1984), we must consider such an age difference
when we compare the conflict management strategies of these two samples.
Procedures and Questionnaire of Conflict Experiences
We asked the subjects to recall all of the interpersonal conflicts that they
had experienced over the past several weeks. We presented them with our
definition of conflicts as overt or covert opposition or disagreement with
others or interpersonal occurrences that involve perceived interference with
your goal attainment. Subsequently, we gave examples of conflicts such as
having a difference of opinion with someone or being interfered with, refused,
criticized, aggressed, slandered, disappointed, or physically or psychologically
harmed by someone. We also emphasized that conflicts are sometimes only
subjectively perceived and are not expressed in overt behaviors.
We then asked the subjects to report each of the conflicts as directed by a
questionnaire requesting the following information:
1. The subjects were asked to describe what they had wanted to do in order
to resolve the conflict (the desired strategy).
2. The subjects were asked to describe what they actually had done to
resolve the conflict (the engaged strategy).
3. The subjects were asked if the opponent had been aware of his or her
interfering with them or if they had made the interference clear (overtness vs.
covertness of conflict).
4. If the subjects answered that the opponent had not been aware of hidher
interference and that they had not let the opponent know it, they were asked to
describe their reasons for not having made the conflict overt.
5. On a 5-point scale ranging from not at all (1) to perfectly attained (5),
the subjects were asked about the outcomes of their conflicts, that is, they were
asked to rate the extent to which the outcomes agreed with their initial goals or
desires.
6. Finally, the subjects were asked to rate, on a 5-point scale, how important the conflicts were to them. The scale ranged from not at all (1) to extremely
important (5).
1352
Falbo and Peplau (1 980) identified 13 different conflict management strategies. In order to enhance the applicability of that model, Ohbuchi and Yamamot0 (1990) added several more. In Figure 1, these conflict management strategies are classified into four types that were made by crossing the dimensions
of directness and bilaterality. Because avoidance was not included in the twodimensional scheme, we treated it as a separate type. Avoidance was defined
as no active reaction to the interference or compliance with the opponents.
Two raters, trained in advance to code the strategies, independently read the
subjects responses and identified their strategies. If a response was judged as
containing more than one strategy, the raters coded the dominant one. Interrater
agreements were 81.9% on the desired strategies and 78.8% on the engaged
strategies. When the raters disagreed, they conferred to determine the appropriate coding.
Motives for Making Conflicts Covert
The reasons described by the subjects were classified into the following six
categories, which were determined in a previous study (Ohbuchi, 199 1):
1. Maintenance of relationship: The subjects tolerated the interference in
order to maintain a good relationship with the other participants.
2. Prevention of conflict escalation: The subjects tolerated the interference in order to avoid evoking a counteraction from the other participants.
3. No solution: The subjects had no idea of how to resolve the conflicts.
4. Sharing responsibility: The subjects chose to tolerate the interference
because they believed that they shared responsibility for the situation.
5 . Nonseriousness of the conflicts: The subjects judged that the conflicts
were not serious enough to warrant efforts to resolve them.
6. Miscellaneous: Any reasons not identified as one of the above categories.
The total number of conflict episodes reported by the subjects was 476,
yielding an average of 2.48. An ANOVA of the number of reported episodes,
1353
Bilateral
Persuasion
Bargaining
Compromise
Suggesting
Ingratiation
Impression
Management
Appeasing
Direct
Indirect
Sadness
Asking
Crying
Detour
Supplicating
Assertion
Threat
Laissez-faire
Seeking
Supporter
Deception
Coercion
Criticism
Unilateral
1354
to examine a possibility that the Japanese favored the middle points of the scale
to a greater extent than the Americans, we conducted a F-test on the two
groups scores. The results showed no significant difference between the
groups variances, p < .20, thereby negating the possibility of response set
differences between the Japanese and Americans. Although both groups were
given the same definition of the word conflict on the face sheet of their
questionnaires, these analyses suggested that the American students might
have understood it to connote a more serious interpersonal problem than did
the Japanese. In the following analyses, therefore, we took the perceived
importance of the conflicts as a moderating variable, which might interact with
the cultural variable.
Effectiveness of Conflict Management Strategies
In the analyses of this section, the samples were the reported episodes, not
the subjects. Since most of the subjects reported more than one episode, the
following results might be slightly biased by individual differences. However,
because the number of subjects was satisfactorily large, it seemed reasonable
to interpret the results in terms of group variables such as culture.
40
1355
Japanese
Amer icans
Avo idance
Direct-Uni l a t e r a l
Indirect-Uni l a t e r a l
l n d i rect-Bi l a t e r a l
Di rect-Bi l a t e r a l
Figure 2. Percentages of the desired strategies among the Japanese and American students.
1356
Table 1
Culture
.06
-.32*
.16
.35
-.25
Age
.08
-.23*
-.16
.20
.11
Age x Importance
-.33*
-.01
.31*
.20
-.17
Note. The figures are parameter estimates for the cells made of a combination
of the level 1 categories of each independent variable. The estimates with an
asterisk were significant at .05 level.
3 or higher. The analysis was done with SPSSX HILOGLINEAR procedure^.^
Table 1 shows the effects that involved significant parameter estimates by
the loglinear analysis. The effect of Desired Strategy Type x Culture was significant, but no other effects involving culture were significant. Therefore, it is
possible to interpret Figure 2 as having presented cultural differences. According to the parameter estimates of Table 1, the American students wanted to use
the direct bilateral strategies significantly more often than did the Japanese. In
the loglinear analysis, the cultural differences were not significant on any other
strategies. The significant effect of Desired Strategy Type x Age was that the
older subjects wanted to use direct bilateral strategies more often than did the
younger subjects (42.3% and 23.2%). The effect of Desired Strategy x Age x
Importance was that, in the unimportant conflicts, the younger subjects wanted
to use the direct unilateral strategies more often than did the older subjects
(39.8% and 23.3%). However, in the important conflicts, the younger subjects
preferred avoidance more often than did the older subjects (25.7% and 5.8%).
Figure 3 shows the percentages of the strategy types actually engaged by
the American and Japanese students. Differences were also highly significant
here, x2 = 56.17, df = 4,p < .001. We conducted a loglinear analysis with a
3The loglinear analysis was performed with the SPSSX HILOGLINEAR program featured
in IBM3090 of the Education Center for Information Processing at Tohoku University.
40
1357
Japanese
Amer i cans
30
20
10
n
U
Avoidance
D i rect-Uni lateral
Di rect-Bi lateral
indirect-hi lateral
Indirect-Bi lateral
-.02
.46*
-.28'
-.44**
.28*
.05
.30*
-.11
-.07
-.07
.38*
.02
-.23
.oo
-.I7
-.23
.32*
-.06
.12
-.15
-.19
.37*
.16
-.19
-.15
Culture Culture x Age Age x Importance Sex x Age Sex x Age x Importance
Note. The figures are parameter estimates for the cells made of a combination of the level 1 categories of each
independent variable. The estimates with a double asterisk are significant at .01, those with a single asterisk are
significant at .05 level, and those with a plus sign are significant at .10 level.
Avoidance
Direct bilateral
Direct unilateral
Indirect bilateral
Indirect unilateral
Engaged strategies
Independent variables
Signijkant Parameter Estimates of Loglinear Analysis of Engaged Strategy x Culture x Sex x Age x
Importance of Conflict
Table 2
1359
rately for the Japanese and the Americans. In both groups, the differences
were significant, x2 = 58.39, df= 4 , p < .001, for the Japanese; x2 = 11.41, df =
4, p < .05, for the Americans. In both samples, direct bilateral strategies
were enacted significantly less often than desired, p < .O1, while avoidance
was enacted significantly more frequently than desired, p < .05. The Japanese also enacted the direct unilateral strategies less frequently than they
desired, p < .01. Figure 2 and 3 show that the differences between the
desired and engaged strategies were larger among the Japanese than among the
Americans.
1360
Table 3
Percentages of Motives for Making Conflict Covert Among the Japanese and
American Students
Japanese
Americans
26.9
8.0
10.5
22.3
8.4
2.9
4.6
4.2
2.9
3.8
2.1
3.4
Note. Based only on the episodes in which conflicts were made covert, the
figures represent the percentage of subjects who chose each motive.
Table 4
Percentages of Engaged Strategy Types Used in Overt and Covert Conflicts
and Parameter Estimates of Overtness x Engaged Strategy in Loglinear
Analysis
Engaged strategies
Avoidance
Direct bilateral
Direct unilateral
Indirect bilateral
Indirect unilateral
% in overt
conflicts
% in covert
conflicts
Parameter
estimates
5.9
30.7
39.5
6.7
17.2
69.2
4.2
5.5
8.4
12.7
-1.38*
.70*
.81*
.oo
-.13
Note. Parameter estimates are those for the cells made of a combination of the
level 1 categories of each variable. The estimates with an asterisk are significant at .01 level.
frequently used when the conflicts were overt. Since the other independent
variables did not interact with this effect, the relationship between the covertness of conflicts and the chosen strategies was regarded as being consistent
across cultures and sex.
1361
Discussion
Conflict Management Strategies and Overtness/Covertness of Conflicts
A close relationship was observed between conflict management strategies
and the overtness/covertness of conflicts. The subjects most frequently engaged in direct strategies during overt conflicts, whereas, in covert conflicts,
they showed a strong tendency toward avoidance or other indirect strategies. It
is important to note that overtness/covertness is associated with the distinction
between active and passive styles of conflict resolution. An actor will most
likely make a conflict overt if he or she intends to resolve it actively-that
is, either confrontatively or mitigatively. Conversely, if the actor chooses a
more cautious and passive approach to the situation, the conflict will most
likely be covert. Thus, the decision regarding the overtness/covertness of
conflicts should be regarded as a critical stage in the process of conflict
management.
Cultural Styles in Conflict Management
These results may correct the simple formulation that, in conflict situations,
individualists prefer confrontation, whereas collectivists prefer mitigation.
They also suggest variation within collectivistic cultures in that, in conflict
resolution styles, Japanese subjects seemed more passive than the Chinese
subjects studied previously. The last point appears consistent with Triandis
(1989b) suggestion that the Japanese may have a tighter culture than the
Chinese, based on the reasoning that the greater passivity demonstrated by the
Japanese subjects was shaped by strong pressures toward social harmony. In
the present study, we obtained several additional findings implying such social
pressures. One regarded the large differences between the Japanese students
desired and engaged strategies. Another regarded the significant number who
gave maintenance of relationships and self-blame as reasons for making their
conflicts covert.
However, methodological differences necessitate caution in comparing
Leungs results with those of the current study. Leung presented subjects with
only a hypothetical case involving a monetary issue and, more importantly,
asked them to rate only active strategies. Therefore, the possibility remains
that, given the chance, the Chinese subjects might have chosen passive strategies as readily as the Japanese students in the present study.
Effectiveness and Selection of Strategies
Overall, the subjects rated the direct bilateral strategies as being the most
effective, although at a .10 level of significance. These results are consistent
with Ohbuchi and Kitanakas (1991) role-playing study. It is noteworthy, then,
1362
that similar results were obtained from the two studies using quite different
methods, suggesting validity. Another finding, regarding the effectiveness of
strategies, was that the subjects perceived avoidance as the strategy contributing the least to goal attainment. This finding is also consistent with the theoretical analyses of resolution strategies (Fiiley, 1975; Hocker & Wilmot, 1991). It
is somewhat surprising, however, that the Japanese and American students did
not differ significantly in their perceptions of the effectiveness of strategies.
It would be rational to predict that the subjects would engage in strategies
that they perceived as being the most effective. Accordingly, as Figure 3
shows, the American students strategy selection levels generally were closely
related to perceived effectiveness; however, such was clearly not the case for
the Japanese students, who very frequently did not engage in the direct bilateral
strategies, opting instead for avoidance.
At the same time, for both the American and Japanese groups, it can be seen
that the strategies that were desired were those that they perceived as being
more effective. This suggests that, when subjects privately considered strategies, they perceived effectiveness as being an important criterion. In an actual
conflict situation, however, immediate factors frequently overrode the implementation of their preferred strategies. The fact that the Japanese students
showed larger differences than the American students between their desired
and engaged strategies suggests that the Japanese may also be subject to greater
immediate conflict factors. But what might those factors be?
Avoidance of Overt Conflicts
1363
the conflicts covert appears to support such an interpretation. For the Japanese,
the decision of whether to make a conflict overt may be more critical than that
between strategies. They would prefer keeping their conflicts covert over
risking a disturbance of social harmony.
Keeping conflicts covert requires strong self-control because the actor must
maintain a polite public appearance, while privately tolerating frustration. In
agreement with Triandis (1989b), the present findings on the Japanese students reactions to conflicts, particularly their preference for covertness and the
large difference between their desired and engaged strategies, suggest the
differentiation of private and public selves.
As reasons for making conflicts covert, the Japanese students frequently
reported the maintenance of relationships and feelings of shared responsibility.
These also support Triandis, as well as Markus and Kitayamas, views of the
Japanese self. The first reason given reflects the Japanese fear of disturbing
social harmony or their perception of social pressure toward maintaining it.
The second seems to reflect their interdependent selves since, even if they were
victims, they felt that they had disturbed the social harmony and, therefore,
considered themselves partly responsible for the conflicts. Some Japanese
students regretted that they have had desires or goals that were incompatible
with those of others, or they negatively evaluated their perception of being
interfered with. Their regret or self-criticism is focused on the perceived
egocentricity of their desires. Lebra (1976), a cultural anthropologist, hypothesized that there is a morally relativistic belief shared by the Japanese that
neither absolute goodness nor absolute badness exists, but that everyone involved in a conflict is responsible for it. To support this theory, she referred to
the well-known fact that divorce is far less frequent among Japanese than
among Americans. Both points relate to the Japanese style of attribution of
responsibility, which may determine their reactions to conflicts.
Maintenance of Relationships and Effectiveness of Strategies
1364
The present findings were obtained from content analyses of conflict episodes reported by the subjects. Retrospective self-reports of this type may be
affected by some cognitive biases such as self-serving or over-attribution.
Therefore, we cannot deny the possibility that some degree of the cultural
differences found in the present study might have been artificially produced by
overstatement on the part of the subjects in the processes of restoring or
recalling the details oftheir conflicts. Although the present findings were quite
consistent with both theoretical assumptions and findings provided by other
cross-cultural studies, further research using different methods is necessary to
establish them.
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