Team Conflict, Collaboration, And Trust

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Team Conflict, Collaboration, and Trust Cultural differences often result in varying degrees of conflict and require careful consideration (Mohammed & White, 2008). Hofstede’s (1980) analysis of culture from several dimensions provides a useful way to think about how and why coworkers might behave differently. Team members from a culture with a low Masculinity value may be more willing to spend time on team building exercises, and may appreciate the opportunity to get familiar in a social, less formal situation as opposed to a team from a high Masculinity culture. Members from these countries may be impatient with the team building functions, and prefer to dive right into the work required. These cultural differences can lead to conflict. Another one of Hofstede's categories has to do with the way national cultures relate to uncertainty and ambiguity, and therefore, how well they may adapt to change. Generally, countries that show the most discomfort with ambiguity and uncertainty include Arab, Muslim, and traditional African countries, where high value is placed on conformity and safety, risk avoidance, and reliance on formal rules and rituals. Trust tends to be vested only in close family and friends. It may be difficult for outsider negotiators to establish relationships of confidence and trust with members of these national cultures. Hofstede (1980) identified the United States, Scandinavia, and Singapore as having a higher tolerance for uncertainty. Members of these national cultures tend to value risk-taking, problem-solving, flat organizational structures, and tolerance for ambiguity. It may be easier for outsiders to establish trusting relationships with negotiating partners in these cultural contexts. The national culture of a member also differs in terms of the dimensions of individualism/collectivism. Members from collectivist cultures
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