Global virtual teams experience intercultural conflict. Yet, research on how Computer-Mediated Communication (CMC) tools can mitigate such conflict is minimal. We conducted an experiment with 30 Japanese-Canadian dyads who completed a negotiation task over email. Dyads were assigned to one of three conditions: C1) no feedback; C2) automated language feedback of participant emails based on national culture dimensions; and C3) automated language feedback (as in C2), and participants’ shared self-reflections of that feedback. Results show Japanese and Canadian partners interpreted the negotiation task differently, resulting in perceptions of intercultural conflict and negative impressions of their partner. Compared to C1, automated language feedback (C2) and shared self-reflections (C3) made cultural differences more salient, motivating participants to empathize with their partner. Shared self-reflections (C3) served as a meta-channel to communication, providing insight into each partner’s intentions and cultural values. We discuss implications for CMC tools to mitigate perceptions of intercultural conflict.