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This chapter describes two important models for developing and improving your ability, and your team’s ability, to manage conflict and disputes for net value added results.

International business brings together people from different cultures with sharply differing values, experiences, and expectations. Such rich diversity offers remarkable opportunities to create new value. It also offers fertile ground for misunderstandings, ruptured relationships, and failed ventures. Managed well, conflict can power great change, innovation, and productivity. Unman-aged or managed poorly, it can harden into disputes that consume massive quantities of time and money, destroy valuable relationships, and sabotage important projects.

The two models described in this chapter are the LESCANT model and the CPQ model. The LESCANT model focuses on individual behavior. It provides a framework for anticipating and understanding cultural differences before encountering them. Its culture-general analytic framework can be applied to help individuals acquire and share cross-cultural insight and understanding. The CPQ model focuses on the behavior of systems that avoid and create (in some proportion) net new value and net costs over a given period of time. It applies systems thinking to develop strategies for improving a system’s “conflict productivity quotient,” the ratio of A to B where A is net new value created and B is the amount of net costs created in same time period.

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