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Purpose
– The purpose of this paper was to examine individual differences in the susceptibility to pluralistic ignorance of avoidance among Japanese by measuring the value of social harmony. It was hypothesized that the pluralistic ignorance of avoidance will occur more frequently among those with a low regard for the value of social harmony than those with a high regard.


Design/methodology/approach
– In two scenario studies, the authors had participants rate both their own avoidance and others' avoidance in conflict situations. In Study 1, the authors measured the value of social harmony by Yamaguch et al.'s (1995) Collectivism Scale, and they originally constructed a scale to measure the value in Study 2.


Findings
– Consistent with the hypothesis, pluralistic ignorance occurred only among Japanese participants with a low regard for the value of social harmony and not among those who valued it highly.


Originality/value
– These findings suggest that those who have a different stance from the cultural value feel a normative pressure by the biased perception of others' behavior due to pluralistic ignorance, which, as a result, works to preserve the predominant cultural value.

PurposeThe main aim of this study is to explore the motivational process behind two types of forgiveness – i.e. true and hollow forgiveness. It is predicted that victims who engage in true forgiving behavior will have stronger relationship‐oriented motives than either those who engage in hollow forgiving behavior or those who do not engage in forgiving behavior. Furthermore, the authors seek to explore the relationship between true and hollow forgiveness and conflict resolution strategy.Design/methodology/approachIn Study 1, participants were asked to recall personal experiences of being harmed, and they rated the events in terms of forgiveness, motives of forgiveness, resolutions strategies, and satisfaction with outcome. In Study 2, participants were presented with scenarios depicting individuals who were victimized, and were asked to read the scenarios, imagining themselves as the victim. Following this forgiveness, motives of forgiveness, resolution strategies, and satisfaction with outcome were measured.FindingsConsistent with the predictions, participants classified as being true forgivers were motivated by relationship‐oriented motives. These individuals preferred a collaborative conflict resolution strategy, and tended to be satisfied with the outcome of the conflict. In contrast, participants classified as being hollow forgivers were motivated by self‐oriented reasons, and they preferred avoidance as a conflict resolution strategy. In addition, these individuals were less satisfied with the outcome of the conflict than were the true forgivers.Originality/valueThese findings suggest that perceptions of the conflict resolution process depend on the type of forgiveness.

PurposeThe purpose of this study is to examine individual differences in the susceptibility to pluralistic ignorance of avoidance among Japanese by measuring the value of social harmony.Design/methodology/approachTwo studies were conducted to examine the effects of a concern for social harmony on pluralistic ignorance of conflict avoidance among Japanese, hypothesizing that the pluralistic ignorance of avoidance will occur more frequently among those with a low regard for the value of social harmony than those with a high regard.FindingsConsistent with the hypothesis, pluralistic ignorance occurred only among Japanese participants with a low regard for the value of social harmony and not among those who valued it highly.Originality/valueThese findings suggest that those who have a different stance from the cultural value feel a normative pressure by the biased perception of others' behavior due to pluralistic ignorance, which, as a result, works to preserve the predominant cultural value.

Based on our formulation of a three‐dimensional model of conflict issues (Gain/Loss, Right/Wrong, and Correct/Incorrect), we attempted to examine a structure of issues and their relationships with the conflict concerns and the use of resolution strategies. Having Japanese business employees rate their organizational conflicts, we verified the three‐dimensional structure of conflict issues. Further, the structural equation analysis revealed the Correct/Incorrect issues evoked the concern for group performance, which in turn encouraged collaborative strategies; Right/Wrong issues evoked the concern for group order, which instigated confrontational strategies; and Gain/Loss issues evoked the concern for personal interest, which prompted avoiding strategies. Thus different types of conflict issues evoked different response strategies. Our findings implied that the management of issues contributes to constructive settlement of organizational conflicts.

Sixty‐six male Japanese students verbally interacted with a confederate opponent, who expressed unreasonable requests politely or impolitely. Half of the participants was pressed to respond immediately, while the other half was not. Personality variables were found to determine the participants' responses to the conflict in interactions with the situational variables; that is, verbal aggressiveness increased hostile responses only when the confederate behaved in an impolite manner, and self‐monitoring increased integrative responses only when the participants were not pressed to respond quickly.

Investigates personality factors that influence reactions to conflict, drawing on pretask scale & experimental data from 66 male Japanese undergraduates who verbally interacted with a confederate opponent. The confederate expressed unreasonable requests politely or impolitely, & 50% of the participants were pressed to respond immediately. Results indicate that participants' response to the conflict was influenced by an interaction of personality & situational variables; ie, verbal aggressiveness increased hostile responses only when the confederate behaved impolitely, & self-monitoring increased integrative responses only when the participants were not pressed to respond quickly. 2 Tables, 2 Figures, 1 Appendix, 44 References. Adapted from the source document.

This study employed a scenario method to test the hypotheses of the multiple goals theory. One hundred and seven Japanese students were asked to read the scenarios that described a conflict between two people and to consider themselves as the one of whom an economic cost was unreasonably requested by the other. Four situational variables (resource cost, familiarity between the two persons, the other person's manner, and the other person's tactic) were presented in the scenarios. In addition, a set of scales to measure four different goals (relationship, identity, justice, and resource) were included, as well as two types of mitigative tactics (integrative and appeasing), and two types of confrontational tactics (assertive and aggressive). A basic hypothesis of the theory—that social goals would be activated even in resource conflicts—was supported. It was also found that familiarity activated relationship goals, which increased mitigative tactics and compliance, but decreased confrontational tactics, and that a resource cost activated resource goals, which increased both mitigative and confrontational tactics, but decreased compliance.

To test the hypotheses of multiple goals theory, 107 Japanese students were asked to read scenarios that described a conflict between two people & to consider themselves as the one of whom an economic cost was unreasonably requested by the other. Four situational variables (resource cost, familiarity between the two persons, the other person's manner, & the other person's tactic) were presented in the scenarios. In addition, scales were used to measure four different goals (relationship, identity, justice, & resource), two types of mitigative tactics (integrative & appeasing), & two types of confrontational tactics (assertive & aggressive). A basic hypothesis of the theory -- that social goals would be activated even in resource conflicts -- was supported. It was also found that familiarity activated relationship goals, which increased mitigative tactics & compliance, but decreased confrontational tactics, & that a resource cost activated resource goals, which increased both mitigative & confrontational tactics, but decreased compliance. 9 Tables, 28 References. Adapted from the source document.