Conflict coaching comprises a collection of skills and techniques used to enhance the ability of people to participate in, handle, or resolve conflict in an effective way. Through the process, the conflict coach operates with a coach who has a dispute with another individual one-on-one. Conflict skills help the coach to speak to a neutral arbitrator about the conflict, consider dispute mediation strategies, and design a method to discuss the dispute with the other individual. Dispute coaching is useful as an individual tool or carried in private meetings during negotiation with the participants. Culture and behavior are central aspects of dispute mediation and resolution. Both aspects shape lifestyle and relationships due to the impact they have on the perception and judgment of one another. Although behavioral culture is powerful, the trait is unconscious and influences conflict resolution in an obscure way. The essay explains the effect of culture and behavior on conflict coaching.
Behavioral cultures embed in all disputes because disputes originate from human relations. Culture influences the way in which people label, blame and try to hide conflict ( Desmet et al., 2017) . Whether a confrontation exists at all could be a cultural issue. For instance, an individual may state that they have never experienced a confrontation. A cultural preference to perceive the world from a peace perspective instead of conflict could be the possible reasons why an individual considers no disputes. The identification of interactions as confrontations and analysis into smaller sections is a western approach that may shadow other aspects of interactions.
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Culture is an aspect of conflict, whether it has a key role or affects the dispute in a subtle way. There is always a cultural dimension of any dispute that affects people where culture matters, makes sense, and maintains identity ( Desmet et al., 2017) . Intractable confrontations such as the India-Pakistan dispute over Kashmir or Israeli-Palestinian conflict are not only territorial, jurisdiction, and identity issues, but also about the recognition, expression, and legitimization of various cultures and ways of living standards. Generational culture shapes conflicts between adolescents and parents while gender culture shapes conflict between spouses or partners. Confrontations that result from various disciplinary cultures intensify conflicts between colleagues in companies, which cause awkward or inaccurate communication and tense interactions.
Although behavioral culture is not the cause of conflict, customs form part of a conflict. When disparities occur in families, organizations, or societies, customs are present, which influence beliefs, attitudes, actions, and outcomes ( Desmet et al., 2017) . If the cultural group to which an individual belongs is a significant percentage in the community or country, they are unaware of the content of the message from the cultural groups. Customs shared by dominant groups seem to be ordinary. People only note the consequences of cultures that are diverse from their own and cope with practices labeled as exotic or unusual.
While culture associates with conflict, some strategies to conflict resolution mitigate cultural issues and effects. The fact that culture appears concealed, it is vital to include it in analyzes and interventions of disputes. Unrecognized customs are risky, and it is hard to make decisions about them if conflict mediators don’t know their size or position ( Desmet et al., 2017) . Cultural acknowledgment and incorporation of cultural flexibility to a conflict will help all types of people make more deliberate and adaptive decisions.
Behavioral customs are complex, mysterious, and unpredictable. If people learn the comfort of culture as an essential part of a dispute, they may end up in the cultural complexity, constrained by their custom lenses (Wallensteen, 2012) . Cultural fluency is a crucial tool for detachment and management of multi-layer, cultural differences. Social fluency implies familiarity with customs, their essence, how they function, and how they coexist with relationships during conflict and harmony (Wallensteen, 2012) . Custom fluency means knowledge of a variety of aspects of culture, including communications, methods of naming and disputes eradication, attitude to meaning-making, identity, and functions.
In high-context interaction, conveyance of the message occurs through the context that surrounds it, instead of direct mention. In low-context communication, information exchange stresses directness rather than dependence on the context to exchange information (Wallensteen, 2012). Low and high-context communication applies not only to human communication techniques but also in cultural groups. In the general circumstance, Western culture draws towards low-context starting points, while Southern and Eastern cultures incline high-context information exchange (Wallensteen, 2012) . There are major gaps and variations within the wide categories of communication. Where high-context interaction appears to occur, it is useful to pay special attention to non-verbal signals and the actions of those who may understand more about the unestablished rules that regulate communication. When low-context interaction is the rule, there is a likelihood of directness in response.
Methods of identification, naming, and disputes eradication differ across cultural lines. Not everybody agrees on what comprises a dispute. For those used to subdued, relaxed conversation, emotional interactions between family members may seem like a hostile dispute (Wallensteen, 2012). Members of the household may view their conversation as a natural and desirable discussion of different views. Unsolvable disputes are subject to a number of interpretations. Strategies to meaning-making differ across cultures as well. People have a number of starting points to make a sense of their lives which include humanist, precisions, inward and outward direction, and sequential time. Humanists favor rules and generalizations and precisionists prefer explicit definitions (Wallensteen, 2012) . If people don't recognize that others can have distinctive starting points, there is a likelihood of conflict to arise and intensify. Even if the starting points are neutral, negative intentions trace to someone who starts from another end of the spectrum.
Identities and responsibilities apply to self-conceptions. Many who see themselves as independent individuals are likely to come from cultures that anthropologists term as individualists. Those for whom team affiliation is primary come from societies that anthropologists call socialistic ( Desmet et al., 2017) . When individualistic and socialistic starting points affect individuals on both sides of the dispute, there could be an escalation. Individualists can see no problem with absolute conflict, whereas communitarian counterparts are reluctant to bring shame or loss of face to their community by inappropriate behavior. Individualists can hope to enter into agreements with community members and may feel disappointed when they suggest that they need to put their perception back to a wider public or community before they can proceed to a close ( Desmet et al., 2017) . It is worth to note that most people are not individualistic or communitarian in entirety. Instead, people seem to have individualistic or socialist starting points, based on their upbringing, knowledge, and the nature of the case.
The essay sought to describe the influence of culture and action on conflict coaching. There is no standard approach to conflict resolution since behavioral culture is still a consideration. Cultural fluency is also a central skill for those who participate in conflict or want an effective outcome in their own lives and circumstances. Behavior and culture proficiency requires recognition and respectful behavior on the basis of awareness that communication and dispute eradication differ across cultures.
References
Desmet, K., Ortuño-Ortín, I., & Wacziarg, R. (2017). Culture, ethnicity, and diversity. American Economic Review , 107 (9), 2479-2513.
Wallensteen, P. (2012). Understanding Conflict Resolution by Peter Wallensteen . Sage Publications.
