Chinese Models of Conflict Resolution

Abstract

Findings of empirical researches in reference to several models of conflict resolution constructed by Western psychologists were reviewed to demonstrate the limitation of imposed etic approach, some indigenous models were also criticized for their emic approach of naïve positivism. Based on the premise of methodological relationalism, it argued that a theoretical framework for managing conflicts with vertical in-group, horizontal out-group, or horizontal in-group people should consider the following aspects: (1) harmony maintenance, (2) personal goal attainment, (3) coordination strategies, and (4) dominant responses. When a subordinate is in conflict with his/her superior in a vertical relationship, s/he has to protect his/her superior’s face for the sake of maintaining interpersonal harmony. In this case, the dominant response may be endurance. If s/he wants to express his/her opinion, s/he usually uses the strategy of indirect communication. If s/he intends to pursue his/her personal goal, s/he may do so privately. The conflict management strategies one may utilize in a horizontal relationship depend on whether the other party is an in-group or out-group member. When an actor is in conflict with an in-group member, they may communicate directly. In order to maintain a harmonious relationship, they may “give face” to each other and reach a compromise. When one of them insists on attaining his/her personal goal in spite of the other’s feelings, they may struggle amid confrontations until the issue is resolved. On the other hand, if both of them insist on attaining their personal goals, they may treat each other as out-group members and confront each other. Meanwhile, they may disregard interpersonal harmony and strive to protect their own face. In order to resolve the conflict, a third party may be invited to serve as a mediator, and the relationship may be severed as a consequence of their conflict. When a superior insists on the attainment of his/her personal goal disregarding feelings of his/her subordinate in a vertical relationship, the subordinate may also oppose him/her in reaction, leading to the severance of their relationship. Findings of empirical researches were cited to elaborate the major propositions of the aforementioned framework.