# data[].attributes.headline
Conflict could also be managed by making it pass through informal networks (ka-close sa office, etc.).

# data[].attributes.subject
Conflict could also be managed by making it pass through informal networks (ka-close sa office, etc.).

# data[].attributes.body
Clamor, M. R. J. (1997). Conflict management in semiconductor companies. Philippine Journal of Psychology, 30(1).

# data[].attributes.headline
"This simply means that they may likely ‘negotiate with their co-workers so that compromise can be reached’, ‘use “give-and-take” technique’, or ‘propose a middle ground for breaking deadlocks’"

# data[].attributes.subject
"This simply means that they may likely ‘negotiate with their co-workers so that compromise can be reached’, ‘use “give-and-take” technique’, or ‘propose a middle ground for breaking deadlocks’"

# data[].attributes.body
Richard Laus Bartolata

# data[].attributes.body
Collectivism (Hofstede, 1980)  - a strong sense of group belonging fostered by the need for social acceptance (de Leon, 1987)

Collective Identity is paramount among Filipinos, in that individual interests are subordinated in the kinship orientation of extended social networks (Silos, 1985)

Group-conscious Filipino

Social acceptance and group membership remain central to the way modern Filipinos think, believe, feel and act (Jocano, 1989, 1997)

# data[].attributes.headline
Conflict management is having the skills in negotiation and resolving disagreement. 

# data[].attributes.subject
Conflict management is having the skills in negotiation and resolving disagreement. 

# data[].attributes.body
Orpelatada, I. S. (2002). Con ict management practices and morale Among Technology and Home Economics Teachers in Selected Secondary School in Pangasinan (Unpublished Master’s Thesis). Technological University of the Philippines, Manila.

# data[].attributes.headline
Conflict management can be considered as a philosophy and a set of skills that can aid individuals and groups in furthering their understanding of conflict, and dealing with it later on in their lives. 

# data[].attributes.subject
Conflict management can be considered as a philosophy and a set of skills that can aid individuals and groups in furthering their understanding of conflict, and dealing with it later on in their lives. 

# data[].attributes.body
Tschannen-Moran, M. (2001).The effects of a state-wide con ict management initiative in schools. American Secondary Education, 29, 2-32.

# data[].attributes.headline
Conflict management’s aim is to further enhance the learning and group outcomes in an organizational setting, taking into consideration effectiveness and performance. 

# data[].attributes.subject
Conflict management’s aim is to further enhance the learning and group outcomes in an organizational setting, taking into consideration effectiveness and performance. 

# data[].attributes.body
Rahim, M. A. (2002). Toward a theory of managing organizational con ict. The International Journal of Con ict Management, 13, 208. Retrieved from http:// en.wikipedia.org/wiki/con ict management.

# data[].attributes.body
High Collectivism, but also high segmentation (Lynch, 1970)

Tayo vs Kami: shows loyalty to primary group (Hollnsteiner, 1981; Silos, 1985)

Factionalism stresses importance of intergroup cooperation and conflict (de Leon, 1987)

# data[].attributes.headline
“Asian countries are characterised by collectivism (Hofstede, 1980, 1991; Hofstede & McCrae, 2004), and employees there would identify more with the organisation than their Western counterparts (Ahlstrom, 2012; Foley, Ngo, & Loi, 2006; Frone, 1990)” (Kubicek, Bhanugopan, O’Neill, 2017, p. 2).

# data[].attributes.subject
“Asian countries are characterised by collectivism (Hofstede, 1980, 1991; Hofstede & McCrae, 2004), and employees there would identify more with the organisation than their Western counterparts (Ahlstrom, 2012; Foley, Ngo, & Loi, 2006; Frone, 1990)” (Kubicek, Bhanugopan, O’Neill, 2017, p. 2).

# data[].attributes.body
Kubicek, A., Bhanugopan, R., & O’Neill, G. (2017). How does cultural intelligence affect organisational culture: the mediating role of cross-cultural role conflict, ambiguity, and overload. The International Journal of Human Resource Management, 1-25.

# data[].attributes.headline
Xu, Y., & Davbizar, R. (2004). Conflict Management Styles of Asian and Asian American Nurses Implications for the Nurse Manager. The HEalth Care Manager, 23(1) 46 - 53 

# data[].attributes.subject
Xu, Y., & Davbizar, R. (2004). Conflict Management Styles of Asian and Asian American Nurses Implications for the Nurse Manager. The HEalth Care Manager, 23(1) 46 - 53 

# data[].attributes.body
5 general conflict (management) styles: integrating, compromising, dominating, obliging, and avoiding.

# data[].attributes.body
Amalgamation of four disparate culture: Indigenous Filipino, Chinese, Hispanic and American

# data[].attributes.body
Collaborating
Accommodating
Compromising
Avoiding
Competing

Williams, K., Morris, M., Leung, K. Bhatnagar, D., Hu, J., Kondo, M., & Luo, J.

# data[].attributes.headline
"Conflict management can be considered as the process of removing barriers to something for agreement."

# data[].attributes.subject
"Conflict management can be considered as the process of removing barriers to something for agreement."

# data[].attributes.body
Selmer, J., & De Leon, C. (2001). Pinoy-style HRM: Human resource management in the Philippines. Asia Pacific Business Review, 8(1), 127-144.

# data[].attributes.headline
Conflict management styles: Thomas (1976) - Competing	                 - Collaborating	         - Compromising	         - Avoiding	                 - Accomodating

# data[].attributes.subject
Conflict management styles: Thomas (1976) - Competing	                 - Collaborating	         - Compromising	         - Avoiding	                 - Accomodating

# data[].attributes.body
Kim, J., & Meyers, R. A. (2012). Cultural differences in conflict management styles in East and West organizations. Journal of Intercultural Communication, (29).

# data[].attributes.headline
Xu, Y., & Davbizar, R. (2004). Conflict Management Styles of Asian and Asian American Nurses Implications for the Nurse Manager. The HEalth Care Manager, 23(1) 46 - 53 

# data[].attributes.subject
Xu, Y., & Davbizar, R. (2004). Conflict Management Styles of Asian and Asian American Nurses Implications for the Nurse Manager. The HEalth Care Manager, 23(1) 46 - 53 

# data[].attributes.body
Filipinos use avoiding, obliging, and integrating, as well as passive styles of conflict management to maintain harmony; are collaborative, non-direct, and non-linear

# data[].attributes.body
Asians tend to use obliging and avoiding conflict styles compared to dominating styles

- obliging  (low self; high other)
- avoiding (low concern for self & other)
- dominating  (high self concern; low other concern)

(connects to Rahim, 2013. see objective 1)

# data[].attributes.headline
Xu, Y., & Davbizar, R. (2004). Conflict Management Styles of Asian and Asian American Nurses Implications for the Nurse Manager. The HEalth Care Manager, 23(1) 46 - 53 

# data[].attributes.subject
Xu, Y., & Davbizar, R. (2004). Conflict Management Styles of Asian and Asian American Nurses Implications for the Nurse Manager. The HEalth Care Manager, 23(1) 46 - 53 

# data[].attributes.body
Filipinos place a more adamant premium on the needs of the group and perceive themselves as parts constituting a whole; adhere to the norms and tasks and prioritize the goals of the organization over their personal ones

# data[].attributes.headline
Wakabayashi, M. Kondo, M. Chen, Z. (2001).

# data[].attributes.subject
Wakabayashi, M. Kondo, M. Chen, Z. (2001).

# data[].attributes.body
Highlights compromise and management of cross cultural relations for mutual satisfaction as essential in enhancing productivity in multi-cultural workplaces - conducting cross-cultural negotiations and establishing mutually comfortable work environments

Open communication

Avoidance of emotional confrontation

Cultural learning and understanding between both cultures

# data[].attributes.headline
in dealing with other people, regardlessof conflict or not, there are three core elements of Filipino core values: kapwa, damdamin, and dangal, which relates to relational, emotional, and moral standards respectively.

# data[].attributes.subject
in dealing with other people, regardlessof conflict or not, there are three core elements of Filipino core values: kapwa, damdamin, and dangal, which relates to relational, emotional, and moral standards respectively.

# data[].attributes.body
Selmer, J., & De Leon, C. (2001). Pinoy-style HRM: Human resource management in the Philippines. Asia Pacific Business Review, 8(1), 127-144.

# data[].attributes.headline
Wakabayashi, M. Kondo, M. Chen, Z. (2001).

# data[].attributes.subject
Wakabayashi, M. Kondo, M. Chen, Z. (2001).

# data[].attributes.body
Highlights compromise and management of cross cultural relations for mutual satisfaction as essential in enhancing productivity in multi-cultural workplaces - conducting cross-cultural negotiations and establishing mutually comfortable work environments 
Open communication 
Avoidance of emotional confrontation 
Cultural learning and understanding between both cultures

# data[].attributes.headline
 Wakabayashi, M. Kondo, M. Chen, Z. (2001).

# data[].attributes.subject
 Wakabayashi, M. Kondo, M. Chen, Z. (2001).

# data[].attributes.body
Unique Filipino work culture embraces: 
- Friendly peer relations while working 
- Enjoying social activities at place of work (merienda) 
- Personal enjoyment while working 

# data[].attributes.headline
Chavez (2000) “noted in her study that the Filipino entrepreneur can be described as "makatao" or attention to people's concern. This value was singled out as ‘the balancing factor which makes this style not just task or goal oriented but people oriented as well’” (par. 32).

# data[].attributes.subject
Chavez (2000) “noted in her study that the Filipino entrepreneur can be described as "makatao" or attention to people's concern. This value was singled out as ‘the balancing factor which makes this style not just task or goal oriented but people oriented as well’” (par. 32).

# data[].attributes.body
Uy, A. O. O. (2011). What motivates entrepreneurs? A study of the value systems of Filipino entrepreneur. International Journal of Entrepreneurship, 15, 73.

# data[].attributes.headline
Conflict can hurt the damdamin, hiya, amor propio, and delicadeza; which relates to one’s personal dignity and self-esteem. 

# data[].attributes.subject
Conflict can hurt the damdamin, hiya, amor propio, and delicadeza; which relates to one’s personal dignity and self-esteem. 

# data[].attributes.body
Cadiz, A. P., Villena, D. H., & Velasco, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2).

# data[].attributes.headline
When cultural differences are reconciled, this would translate to a better understanding of the two cultures, more effective constraint solving, and organizational outputs that are of top quality

# data[].attributes.subject
When cultural differences are reconciled, this would translate to a better understanding of the two cultures, more effective constraint solving, and organizational outputs that are of top quality

# data[].attributes.body
Francisco, M. C. E. (2006). Filipino-Japanese interaction: Perspectives and impact of cross-cultural management skills in the global workplace. In Proceedings of Pakistan’s 10th International Convention on Quality Improvement. Lahore, Pakistan: IEEE.

# data[].attributes.headline
Rahim, 1983: styles of dealing with conflict based on: 1) concern for self (high/low) and 2) concern for others (high/low). 

# data[].attributes.subject
Rahim, 1983: styles of dealing with conflict based on: 1) concern for self (high/low) and 2) concern for others (high/low). 

# data[].attributes.body
Ting-Toomey, S., Oetzel, J., & Yee-Jung, K. (2001)

# data[].attributes.headline
Filipinos have a preference for a tightly knit social framework -- Filipinos put a pertinence on Interdependent Collectivism

# data[].attributes.subject
Filipinos have a preference for a tightly knit social framework -- Filipinos put a pertinence on Interdependent Collectivism

# data[].attributes.body
Corinna T. de Leon

# data[].attributes.headline
The solution to conflicting cultural characteristics is reconciliation. 

# data[].attributes.subject
The solution to conflicting cultural characteristics is reconciliation. 

# data[].attributes.body
Trompenaars, F. (1996). Resolving international conflict: Culture and business strategy. London Business School Review, 7(3), 51-68

# data[].attributes.headline
Organizational ConflictThree traditions: Instrumental - focuses on the impact of conflict on group performance and related outcomes Developmental - treats conflict as a natural part of group developmentPolitical - views conflict as a struggle for power 

# data[].attributes.subject
Organizational ConflictThree traditions: Instrumental - focuses on the impact of conflict on group performance and related outcomes Developmental - treats conflict as a natural part of group developmentPolitical - views conflict as a struggle for power 

# data[].attributes.body
Littlejohn, S. W., & Foss, K. A. (2009).

# data[].attributes.headline
In conflict management, Filipinos are non-confrontational and non-litigious. “Instead, they prefer to have recourse to arbitration procedures brokered by neutral third parties, such as elders, in order not to upset the much prized pakikisama or smooth interpersonal relationships" (p. 1520).

# data[].attributes.subject
In conflict management, Filipinos are non-confrontational and non-litigious. “Instead, they prefer to have recourse to arbitration procedures brokered by neutral third parties, such as elders, in order not to upset the much prized pakikisama or smooth interpersonal relationships" (p. 1520).

# data[].attributes.body
Sison, A. J. G., & Palma-Angeles, A. (1997). Business ethics in the Philippines. Journal of Business Ethics, 16(14), 1519-1528.

# data[].attributes.headline
Distinct Concepts of Filipino Corporate Culture: - Importance of Kinship (pakisuyo, favors) - High Collectivism, High Segmentation - Fatalism (Swerte) - Pagwawalang-bahala - Ningas Cugon - Filipino Time - Great Human Respect - Pakikisama - Pagsangguni (Consult) 

# data[].attributes.subject
Distinct Concepts of Filipino Corporate Culture: - Importance of Kinship (pakisuyo, favors) - High Collectivism, High Segmentation - Fatalism (Swerte) - Pagwawalang-bahala - Ningas Cugon - Filipino Time - Great Human Respect - Pakikisama - Pagsangguni (Consult) 

# data[].attributes.body
Selmer, J. & De Leon, C. (2014).

# data[].attributes.headline
Trompenaars, F. (1996). Resolving international conflict: Culture and business strategy. London Business School Review, 7(3), 51-68.

# data[].attributes.subject
Trompenaars, F. (1996). Resolving international conflict: Culture and business strategy. London Business School Review, 7(3), 51-68.

# data[].attributes.body
Universalism vs Particularism (Former: strict adherence to organizational rules; Latter: Relationships are stronger than rules)
Individualism vs Collectivism
Affective vs Neutral cultures (Former: Emotion; Latter: Reason)
Specific vs Diffuse strategies (Former: emphasize the importance of a holistic relationship with the organization and its environment. It is aimed at expressions that respect long-term relationships and loyalty to company and suppliers/clients; Latter: Keep the organization separated from other aspects of lfie)
Achieved status vs Ascribed status (Former: Personal effort to get where you’re at; Latter: Power-to-get-things-done; EXAMPLE: Senior employees have achieved more)
Orientation towards time (Will the organization focus on the past, the present, or the future?)
External control vs internal control (Former: People focus on the environment of their organization rather than themselves)

# data[].attributes.headline
Arguelles, Q.B. & Basa, C.A.B. (2011). YupPIeNOY: Self-presentation of Filipino Young

# data[].attributes.subject
Arguelles, Q.B. & Basa, C.A.B. (2011). YupPIeNOY: Self-presentation of Filipino Young

# data[].attributes.body
Pakikiramdam

Confrontation

Pessimism, attention seeking, childishness

Crab Mentality

Strict monitoring of employees (Set-up to fail)

# data[].attributes.headline
"Simons (1972 pp. 227-247) described conflict as the state of a social relationship with incompatible interests between two or more parties. Schneer and Chanin (1987 pp. 575-590) portrayed conflict as a natural phenomenon involving individual perceptions among people with different values, ideas, or behaviors" (Kim and Meyers, 2012)

# data[].attributes.subject
"Simons (1972 pp. 227-247) described conflict as the state of a social relationship with incompatible interests between two or more parties. Schneer and Chanin (1987 pp. 575-590) portrayed conflict as a natural phenomenon involving individual perceptions among people with different values, ideas, or behaviors" (Kim and Meyers, 2012)

# data[].attributes.body
Kim, J., & Meyers, R. A. (2012). Cultural differences in conflict management styles in East and West organizations. Journal of Intercultural Communication, (29).

# data[].attributes.headline
Philippines style of management is nearer to that of the West than the East.

# data[].attributes.subject
Philippines style of management is nearer to that of the West than the East.

# data[].attributes.body
Neelankavil, J., Mathur, A. & Zhang, Y. J. (2000)

# data[].attributes.headline
Roffey, B. (1999). Filipina managers and entrepreneurs: what leadership models apply?. Asian Studies Review, 23(3), 375-405.

# data[].attributes.subject
Roffey, B. (1999). Filipina managers and entrepreneurs: what leadership models apply?. Asian Studies Review, 23(3), 375-405.

# data[].attributes.body
Palakasan refers to a Filipino dynamic which explores competition to increase one’s general status (Roces 1990; 1999).
Pakikisama, as also discussed in Andres (1981), Franco (1986), Gonzales (1987), Jocano (1990), means conforming to maintain group relations. This can remove hiya which can contribute to positive organisational performance through maintaining constructive workplace relationships, but can also promote the avoidance of correcting mistakes (Jocano, 1990)
Pagsangguni
Paghihikayat, Pagkakasundo
Pagiging ambisyoso, disidido talaga, matatag (Franco, 1986), and isang gabay
Fatalism (bahala na) = may stimulate entrepreneurial behavior, or irresponsibility because  it’s passive (Jocano, 1990)
Utang na loob = may represent “cultural baggage of kinship politics” (Roffey, 1999, 379), or inspire bribery
Familism (Gonzalez, 1987; Jocano, 1990; Andres, 1981)

# data[].attributes.headline
Four Types of Filipino Leadership Styles: (Andres, 1988) Pakikiramdam (feeling the other) Takutan (fear) Kulit (much ado about something) Pagtsamba-tsamba (guesswork) 

# data[].attributes.subject
Four Types of Filipino Leadership Styles: (Andres, 1988) Pakikiramdam (feeling the other) Takutan (fear) Kulit (much ado about something) Pagtsamba-tsamba (guesswork) 

# data[].attributes.body
Selmer, J. & De Leon, C. (2014).

# data[].attributes.headline
“Filipino management is based on an intricate system of indigenous core values that emphasize social acceptance.”

# data[].attributes.subject
“Filipino management is based on an intricate system of indigenous core values that emphasize social acceptance.”

# data[].attributes.body
Selmer, J. & De Leon, C. (2014).

# data[].attributes.headline
[TRANSITION] Possible sources of conflict:

# data[].attributes.subject
[TRANSITION] Possible sources of conflict:

# data[].attributes.body
Francisco, M. C. E. (2006). Filipino-Japanese interaction: Perspectives and impact of cross-cultural management skills in the global workplace. In Proceedings of Pakistan’s 10th International Convention on Quality Improvement. Lahore, Pakistan: IEEE.

Time orientation: Filipinos are bound to the manana habit as they are present-oriented (time, for them, is not linear. Current experiences and fully experiencing them, as well as spontaneity  are the most important;)

Crab mentality: This is why Filipinos are advised to be humble and to remember to help those inferior to them

Pagiging Madamdamin (where damdamin is another dimension of asal): Filipinos treat themselves and the work they manifest as one, hence criticism should not always be direct and must be worded in  a way that is not hurtful.

Tends to relax most of the time

Complains too much

Miscommunication, language barriers, differences in work ethics, sense of superiority/inferiority

# data[].attributes.headline
Pakikisama (concession) - practice of yielding to the will of the leader or majority so as to make the group decision unanimous; togetherness/bayanihan

# data[].attributes.subject
Pakikisama (concession) - practice of yielding to the will of the leader or majority so as to make the group decision unanimous; togetherness/bayanihan

# data[].attributes.body
Corinna T. de Leon

# data[].attributes.headline
Philippine organizations have a large power distance culture where “individual subordinates as a rule do not want to participate, top down communications work frequently, communication is more indirect and euphemistic (Erez, 2000; Hofstede, 1983, p.5.)

# data[].attributes.subject
Philippine organizations have a large power distance culture where “individual subordinates as a rule do not want to participate, top down communications work frequently, communication is more indirect and euphemistic (Erez, 2000; Hofstede, 1983, p.5.)

# data[].attributes.body
Alafriz, C. A., Teng-Calleja, M., Hechanova, M. R. M., & Pesigan, I. J. A. (2014). A Model for Filipino Work Team Effectiveness. PHILIPPINE JOURNAL OF PSYCHOLOGY, 47(2), 99-124.

# data[].attributes.headline
CONFLICT: "Interpersonal conflicts are serious concerns in that they attack the person’s emotions (Mendoza, 2001). It arises due to many factors such as incompatible goals, ideas, values, behaviors, differences in ways of working, or interpersonal dissonance or emotions."

# data[].attributes.subject
CONFLICT: "Interpersonal conflicts are serious concerns in that they attack the person’s emotions (Mendoza, 2001). It arises due to many factors such as incompatible goals, ideas, values, behaviors, differences in ways of working, or interpersonal dissonance or emotions."

# data[].attributes.body
Cadiz, A. P., Villena, D. H., & Velasco, A. H. (2016). A Conflict Management Program for Teachers. The Normal Lights, 10(2).

# data[].attributes.headline
Hiya (sense of shame) - awareness and appropriate behavior; mechanism for norm conformity

# data[].attributes.subject
Hiya (sense of shame) - awareness and appropriate behavior; mechanism for norm conformity

# data[].attributes.body
Corinna T. de Leon

# data[].attributes.headline
Amor propio (personal worth) - expectation that one should be treated as a person/ subject and not as an object;  preservation of sense of individual dignity

# data[].attributes.subject
Amor propio (personal worth) - expectation that one should be treated as a person/ subject and not as an object;  preservation of sense of individual dignity

# data[].attributes.body
Corinna T. de Leon

# data[].attributes.headline
The central theme of Filipino Value system is social acceptanceWhen one is taken by one’s fellows for what he is, or believes he is// is treated according to his status and is not rejected or improperly criticized

# data[].attributes.subject
The central theme of Filipino Value system is social acceptanceWhen one is taken by one’s fellows for what he is, or believes he is// is treated according to his status and is not rejected or improperly criticized

# data[].attributes.body
Corinna T. de Leon

# data[].attributes.headline
Philippine Managers do not have a strict management style because of the mix of cultural traditions (both Eastern and Western ang sumakop sa Pilipinas)	

# data[].attributes.subject
Philippine Managers do not have a strict management style because of the mix of cultural traditions (both Eastern and Western ang sumakop sa Pilipinas)	

# data[].attributes.body
Williams, K., Morris, M., Leung, K. Bhatnagar, D., Hu, J., Kondo, M., & Luo, J.

# data[].attributes.headline
CONFLICT: “The Interaction of interdependent people who perceive opposition of goals, aims, and values, and who see the other party as potentially interfering with the realization of these goals” (Putnam, & Poole, 1987, p. 552) 

# data[].attributes.subject
CONFLICT: “The Interaction of interdependent people who perceive opposition of goals, aims, and values, and who see the other party as potentially interfering with the realization of these goals” (Putnam, & Poole, 1987, p. 552) 

# data[].attributes.body
Ting-Toomey, S., Oetzel, J., & Yee-Jung, K. (2001).

# data[].attributes.headline
"Early on, conflict was considered to be an indication of poor organizational management, was deemed destructive, and was avoided at all costs. However, the current sociological view is that organizational conflict should neither be avoided nor encouraged, but managed." 

# data[].attributes.subject
"Early on, conflict was considered to be an indication of poor organizational management, was deemed destructive, and was avoided at all costs. However, the current sociological view is that organizational conflict should neither be avoided nor encouraged, but managed." 

# data[].attributes.body
Bartolata, R. L. CONFLICT MANAGEMENT STYLES AND PERSONALITY TYPES OF ADMINISTRATORS OF NURSING SCHOOLS IN ALBAY, PHILIPPINES. Thinking, 308(357), 072.

# data[].attributes.headline
relevance of Filipino values when connected to conflict management in the workplace 

# data[].attributes.subject
relevance of Filipino values when connected to conflict management in the workplace 

# data[].attributes.headline
relevant Filipino values connected to conflict management 

# data[].attributes.subject
relevant Filipino values connected to conflict management 

# data[].attributes.headline
Definition of what constitutes conflict management 

# data[].attributes.subject
Definition of what constitutes conflict management 