Essay 2 of 4
Never has the potential for human flourishing been higher – or the stakes of failure greater.
Kai-Fu Lee
Conflict management in modern-day China
The philosophical roots and influences that we briefly assessed in the first article in this series, together with cultural and economic factors, all flow together into the multi-faceted process that form modern-day Chinese conflict management. Any understanding, and consequent engagement with, these structures, will need an advanced understanding of how these factors have shaped, and continue to shape, dynamics such as collectivism, harmony, and the specific state governance worldviews. Just like most developed countries, Chinese conflict management can fruitfully be divided into a state and a private conflict systems management framework.
State conflict management processes
China’s People’s Courts form a robust and well-developed system of rather conventional courts, with a marked emphasis on commercial and economic disputes. Arbitration is a preferred option for business disputes, especially those involving foreign entities, and it is run through organizations such as China International Economic and Trade Arbitration Commission (CIETAC). Arbitration is seen as effective and supportive of China’s emphasis on stability and economic growth. Mediation is deeply embedded in the Chinese conflict management systems run by the state, especially as it is seen as supportive of their aims of social harmony and quick resolution of conflicts. In the state category, the People’s Mediation Committees operate basic mediation programs and forums, right down to community and grassroots levels, addressing conflicts in those communities. State statistics available for 2020 show a successful resolution rate of 97%.
The Chinese Communist Party or government agencies often intervene in administrative conflicts or matters of public policy, steering the dispute as deemed necessary. The rather innovative xinfang (a sort of public petition system) allows citizens to interact with government processes in a rather direct manner. Here as well mediation is a deeply respected and effective dispute resolution processes.
On the international stage, China maintains its position as global mediator, often intervening in conflict-affected regions. It’s BRI (Belt and Road Initiative) is a well-known approach here. China’s approach in global diplomacy and conflicts stand in contrast to the Western preference for liberal peace models. The Chinese models, which we can describe as a developmental peace approach, prioritizes stability and economic development over the West’s emphasis on human rights and governance concerns. Recent examples of China’s mediation in this manner would include Afghanistan, Myanmar and Sudan. As much as these approaches are generally exemplary models of effective, responsible conflict management, it also protects or expands China’s own economic interests. China makes very effective use of Track II mediation here, often enabling sufficient trust for further negotiations, and where a measure of neutrality is conveyed.
Private conflict management processes
In private conflicts, especially business disputes, the concept of guanxi needs to be incorporated into strategies and decisions where engagement is considered. This concept can best be understood as advancing a form of personal, relational conflict management, heavily influencing negotiation towards the maintenance or restoration of long-term relationships over more adversarial confrontations. This of course flows naturally from, amongst other influences, the collective nature of Chinese society. Unsurprisingly, case studies show how increased trust and more lasting resolution often follows initial conflict in these guanxi-based conflict resolution systems.
It is fascinating to note here that, as much as Western conflict systems have come to value and advocate the importance of these long-term relationships in conflict management, the Chinese systems have made it more of a central pillar of the system itself, defining those processes far more than the suggested adherence to these values we find in Western systems. At the level of corporate conflict management, especially in workplace conflicts and project-bases disputes, we find that Chinese businesses are increasingly making use of Western conflict systems and approaches. Here the Project Management Institute's PMBOK Guide serves as an imperfect but helpful and illustrative guide. In this arena it is fascinating to monitor the development of structured, disciplined frameworks based on Western experiences and solutions, but at the same time incorporating the Chinese values we referred to earlier, such as harmony, compromise and long-term relationships.
In a later article we will assess the value of these approaches, and whether we stand to learn anything from them for incorporation in our own systems. In the private sphere civil and community-based mediation is a prevalent solution, again allowing for a range of Chinese societal goals, which interestingly enough also fit in well with generally accepted conflict management goals, such as face-saving dynamics, societal harmony and the lasting resolution of conflicts.
Some observations based on this survey
Chinese conflict management is founded on the operating principles of social harmony, face-saving, collective versus individual concerns, and compromise. This latter concept, in practice, often results in actual conflict avoidance. This stands in stark contrast to some of the Western systems’ animating ideas, such as individualism, binary approaches, short-term gains and perceptions of conflict itself. In all of these categories we see extremely high resolution rates, especially as compared to Western systems. We will return to these prima facie observations in our final assessment. We will consider which of these systemic characteristics are benefits or liabilities in a conflict management system. Some of these intrinsic characteristics of the Chinese conflict management system are also coming under increasing pressure due to globalization and digitalization. We will look at some of those challenges also in the rest of the series. The successful Chinese conflict management system may be adversely affected by some these developments, with consequences for all. Just as in the West, how these challenges and opportunities will be faced will have far-reaching consequences for the societies served by these systems.
Summary of main sources, references and suggested reading
1. Hamlet’s Mirror: conflict and artificial intelligence, by Andre Vlok, Paradigm Media (2023).
2. An article dealing with some of the aspects discussed above (PDF) Chinese Conflict Management Styles and Negotiation BehavioursAn Empirical Test
3. Distinctive Chinese negotiation and conflict approaches as seen from a Western business perspective at Chinese Conflict Management Styles and Negotiation Behaviours - Zhenzhong Ma, 2007
4. Relevant articles for your general negotiation and conflict work, and their source material, can be found at www.conflict-conversations.co.za
(Andre Vlok can be contacted at andre@conflict1.co.za for any further information.)
(c) Andre Vlok
May 2025