A Cultural Analysis of Conflict Communicative Strategies: The Case of Selected Bankers in Nairobi

Abstract

This study assessed conflict communicative strategies and conflict management procedures used by selected bankers in Nairobi. It aimed establishing the extent to which direct conflict communicative strategies were used, if at all, in resolving conflict in a collectivistic context. A questionnaire adapted from the Organizational Communication Conflict In- strument (OCCI) developed by L. Putnam and C. Wilson (1982) was self-adminis- tered to a sample of 125 bankers purposively selected from five major banks in Nairobi. Eighty-seven (87) completed questionnaires, representing a 70% return rate, were received. Questionnaire data was coded, keyed into the computer, and analyzed using the Statistical Package for Social Scientists (SPSS for Windows 11.0). Averages, frequencies and standard deviations were computed. Further, eight in-depth interviews were conducted and analyzed qualitatively by sorting them into relevant categories. Integration, relative to the other conflict strategies, emerged as the most frequently used conflict strategy. Referent role did not affect Nairobi bankers' choice of a particular conflict strategy. Thus, bankers used integration frequently whether they were deal- ing with supervisors, peers or subordinates. Nairobi bankers believed that conflict was not always bad and hence they did not avoid conflict. Nevertheless, the majority felt that unresolved con- flict affected their performance. Indeed, Nairobi bankers displayed some typically collectivistic tendencies in the way they handled conflict, particularly the concern for maintenance of har- mony and mutual face saving. However, a paradigm shift towards open treat- ment of problems and disagreements was noted, in that Nairobi bankers frequently used integration as a conflict strategy. Moreover, Nairobi bankers appeared to discuss conflict openly in spite of the hierarchal position of the other party. It also emerged that Kenyan bankers used direct communicative conflict strategies to the extent that these did not compromise the need to maintain harmony and save mutual face.