Developing Conflict Management Skills in Hong Kong: An Analysis of some Cross-Cultural Implications

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Abstract
This paper reports the results of an empirical study into the orientations towards conflict and preferred conflict management styles of Chinese managers in Hong Kong. The differences in styles between Chinese and Western managers are then traced back to aspects of Chinese culture and traditional values. The difficulties caused by these contrasting styles, both for the transfer of western managerial practices and for the operation of multi-ethnic organisations in Hong Kong, are noted. Similarly, the effects of these cultural values on the preferred Chinese learning styles are also discussed. Finally, the problems of attempting to develop the acquisition of contingent conflict handling skills by Chinese managers in Hong Kong are addressed and two central problems of attitude change and learning style identified.