When working across cultures, one of the most misunderstood areas of communication is how we handle disagreements. In some teams, healthy debate is encouraged and seen as a sign of engagement. In others, even mild dissent may be perceived as disrespectful or disruptive. What feels like honest dialogue in one culture might come across as rude or confrontational in another.
Erin Meyer’s Disagreeing dimension helps us make sense of these differences. It highlights how some cultures are more confrontational, valuing directness and open debate. Whereas others are avoiders, prioritizing harmony and subtlety to preserve relationships. Understanding where you and your team fall on this scale can help you create a space where people feel safe to speak up. This will prevent causing unintended offense, which is essential in multicultural teams.
Cultural Differences in Disagreeing Styles
In cultures where confrontation or open disagreements are seen as healthy and productive (like the US, Germany, or the Netherlands), voicing opposing views can build credibility and foster innovation. Leaders are often expected to encourage debate and make space for dissenting opinions.
In contrast, in cultures that avoid open confrontation (like Mexico or many Asian countries), disagreement is often expressed indirectly or behind the scenes to preserve harmony and respect. A direct challenge may be seen as disrespectful or damaging to trust. Leaders tune into subtle cues and create safe channels for feedback and dissent.
Let’s review some cultures to point out the major differences, along with some tips on how to best manage them:
- France, Spain, and Italy are very much open to debate and intellectual challenge
- One recommendation would be to show logic and passion while respecting hierarchy
- Germany and the Netherlands: these cultures embrace direct disagreements – it is seen as a sign of engagement and trust
- Try to separate ideas from identity and focus on facts
- US and UK professionals are moderately confrontational
- It is best to “Challenge the idea, not the person”
- Mexico and Brazil: As they focus on the relationships, they tend to avoid open confrontation
- In high power distance and collectivist cultures like Mexico and Latin America, disagreement is often masked, maintaining respect and harmony
- Japan and China: Asians strongly avoid open disagreements – it is best to use intermediaries or subtle suggestions
- Leaders must read between the lines, manage conflict more subtly, and prioritize relationship-building
Key Methods For Handling Disagreements
Understanding how disagreement is culturally framed helps leaders de-escalate tension. It is key to navigate disagreements with cultural intelligence and build bridges through empathy and language.
Consider the following recommendations to achieve this:
- Normalize Constructive Conflict, but Know Your Audience: Leaders from confrontational cultures may need to soften their tone when working with teams from less confrontational cultures.
- Silence doesn’t equal agreement. In cultures that avoid confrontation, use indirect language, read non-verbal cues, or invite feedback privately. Generally, contradiction should be avoided in groups. In these types of cultures, people may stay silent rather than openly oppose a decision. Listening and the use of silence are sometimes better tools.
- Feedback vs. Personal Attack: In more confrontational cultures, direct disagreements are not taken personally – in other cultures, leaders must emphasize interpersonal harmony and show respect, even when disagreeing
In a multicultural team, conflict is not the enemy; however, misunderstood conflict can be.
When leaders understand how disagreement is culturally shaped, they can foster a team dynamic that welcomes ideas without creating tension. Defining in advance how team members can raise concerns or debate ideas will create space for productive dialogue. It will also build psychological safety in both direct and indirect cultures, and will improve communication while building trust.
