The Conflict Management of Chinese Family Business in Organizational Communication.

• Main Authors: Ting-wen Chen, 陳亭文
• Other Authors: Li-li Chin
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/73182700874482546635

碩士 === 世新大學 === 口語傳播學研究所 === 101 === This case study focuses on analyzing the dynamics of communication in a Chinese family business considering the given cultural context. The corporate culture in different dimensions of operation within a family business and examine the communication between family members in a workplace setting when they sensed the presence of confrontation, when identity roles conflicted, and the process of these confrontations. This study centers around two core questions: 1. What is the perception of family business members when facing confrontations? 2. What is the communication model and strategy during the confrontation? First, there is a discrepancy between what is expected to happen and what really happens in the confrontation process between family business members. Although the issues in the workplace are supposed to remain impartial from private matters, this is not the reality of what is happening. This creates a two-dimensional dynamic in the workplace as some things are said “on the table”, while other are “under the table”. Second, in a family business, the boundary between the private and business arenas are blurred. Therefore, when a confrontation occurs it is difficult to determine whether the tension is actually caused by the business matter or if there is a more personal aspect to it. This is troubling for a business because now when trying to solve an issue, both personal problems as well as the business matter need to be taken into consideration. In the last segment of this study, we looked at communication strategies for confrontation between family members in a business. The most common way members deal with confrontation is through a third party. Instead of dealing with direct confrontation, members opted to communicate to a third person knowing the information would be relayed. Often this culminated in negative forms such as office gossip and actually exacerbated the problem. This form of communication did not deal with issues upfront and often resulted in a negative atmosphere. In addition, family members have a hard time when discussing thoughts because the idea of being silent and respecting the other’s opinion is more important than trying to stand up for a differing opinion. Family hierarchy also presents a problem because in Chinese culture, younger generations are taught to respect and listen to older generations making it difficult to voice out against them. In a primarily family business where they also employ non-family members, there is a difference in the treatment and communication methods used between family and non-family members versus family member to family member. Two solutions are proposed in this study after conclusive research. The first is to instill a business mindset in the workplace, establishing separate spheres for business and personal life. Members should take on an active attitude to understand issues rather than stay submissive. The second solution is to get rid of traditional passive aggressive ways of dealing with confrontation and set up an environment where confrontations deal with the core of the problem. The goal is to create positive results for your business, not to keep members in a passive atmosphere for fear that any differing opinions could disturb the relations or cause tension between family members. These solutions should be used together to produce the best results for solving communication issues in family businesses.