Middle managers in the Philippines are often hailed as the lifeblood of organizations, acting as bridges between top-level leadership and frontline teams. However, they face unique challenges rooted in cultural norms, particularly around conflict avoidance and communication barriers. These challenges can hinder growth, disrupt team dynamics, and impact organizational performance.
In this article, I’ll share the story of a middle manager who struggled with these cultural barriers, the lessons we learned, and actionable strategies you can use to foster open communication and collaboration in your organization.
The Problem: Cultural Barriers and Conflict Avoidance
Filipino culture is deeply rooted in values such as pakikisama (harmony) and hiya (shame or social propriety). While these traits often promote cooperation, they can also create challenges for middle managers who need to address conflicts or deliver tough feedback.
A 2022 study by LinkedIn revealed that 72% of Filipino employees avoid workplace conflict, fearing strained relationships or reputational damage. For middle managers, this creates a difficult dynamic: they are responsible for resolving issues yet feel pressure to maintain harmony.
Key challenges include:
- Avoidance of Difficult Conversations: Many middle managers hesitate to address underperformance or behavioral issues, fearing they might damage relationships.
- Indirect Communication: Rather than addressing issues directly, managers may hint at problems, leaving employees confused about expectations.
- Overemphasis on Harmony: A strong desire to keep the peace can prevent managers from challenging decisions, even when it’s in the best interest of the team or company.
These cultural tendencies can result in unresolved conflicts, decreased productivity, and missed opportunities for improvement.
A Story of Transformation
Let me introduce Carla, a middle manager in a fast-growing retail company. Carla was excellent at building rapport with her team but struggled with conflict resolution. Her reluctance to confront underperformance led to growing frustration among high-performing employees who felt they were carrying the weight of their less productive peers.
The turning point came when a critical deadline was missed because one team member repeatedly failed to deliver on time. Carla felt stuck—she didn’t want to single out the individual and risk tension within the team, but the issue was clearly affecting overall morale.
Recognizing the need for change, Carla reached out for coaching. Together, we worked on addressing her conflict-avoidance tendencies.
Here’s what we did:
- Role-Playing Difficult Conversations: We practiced how Carla could approach tough discussions with clarity and empathy.
- Setting Clear Expectations: Carla learned to communicate performance expectations upfront, reducing ambiguity.
- Feedback Framework: We introduced the “SBI Model” (Situation-Behavior-Impact) to help her deliver constructive feedback without personalizing the issue.
Carla’s first attempt at a direct conversation was nerve-wracking, but it was also a breakthrough. The team member appreciated the honest feedback, and Carla gained confidence in her ability to handle conflicts. Over time, her team became more aligned, and overall performance improved.
Lessons Learned
- Clarity Is Key: Unclear communication only perpetuates misunderstandings.
- Conflict Can Be Healthy: Addressing issues directly fosters growth and accountability.
- Empathy Matters: Combining directness with empathy helps preserve relationships while resolving conflicts.
How to Overcome Cultural Barriers and Conflict Avoidance
If you or your middle managers struggle with these challenges, here’s a step-by-step guide to addressing them:
1. Acknowledge the Cultural Context
Understand the cultural factors at play. Acknowledging values like pakikisama and hiya doesn’t mean disregarding them; it means finding a balance between harmony and assertiveness.
2. Train Managers in Communication Skills
Invest in workshops or coaching that focus on:
- Assertive communication techniques
- Active listening
- Providing and receiving feedback
3. Use Structured Feedback Models
Introduce frameworks like the SBI Model or DESC (Describe, Express, Specify, Consequences) to help managers communicate effectively. These models provide a clear structure, making it easier to address sensitive issues.
4. Create a Safe Environment for Conflict Resolution
Foster a culture where conflicts are seen as opportunities for improvement rather than threats to relationships. Encourage managers to address issues early before they escalate.
5. Encourage Peer Support
Establish peer coaching or mentorship programs where middle managers can share experiences and learn from each other. Knowing they’re not alone in facing these challenges can build confidence.
6. Recognize and Reward Constructive Conflict Management
Celebrate managers who handle conflicts effectively. Recognizing their efforts reinforces positive behaviors and sets an example for others.
Why These Strategies Work
Carla’s story is a testament to the power of addressing cultural barriers head-on. By equipping middle managers with the tools to navigate conflict and improve communication, organizations can foster a culture of accountability and collaboration.
In the Filipino workplace, where harmony is highly valued, leaders must strike a balance between maintaining relationships and addressing issues directly. This balance not only strengthens teams but also drives better business outcomes.
A Thought to Ponder
How can you create an environment where conflicts are seen as opportunities for growth and not obstacles to harmony?
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