Working in Africa taught me the importance of understanding cultural norms. I was managing a Kenyan hotel with 400 international guests over the Christmas holiday. We had arranged it all: fireworks, an African choir to sing carols, and Santa arriving on a camel. Yet, I failed my guests and my team by not bothering to pay attention to cultural nuances. How? Despite my team urgently asking why I hadn’t ordered Christmas Crackers for the dinner, I thought it was no big deal. After all, fireworks are much more impressive, right? Maybe they are impressive, but the cultural importance of Christmas Crackers was more important. And by ignoring the Crackers, I faced hundreds of angry guests, and a disgruntled team.
The hospitality
business definitely offers a crash course on handling cultural differences with
acute sensitivity. It takes background research, listening skills (link), and
empathy (link) to successfully host people from other cultures. The traditional
business world faces similar situations, where cultural differences can cause a
multitude of misunderstandings and frustrations on international teams or on
teams with international co-workers.
The Benefits of Workplace Cultural Awareness Extend Beyond
“Getting Along”
The benefits of being
culturally aware are innumerable, and with the global economy, intercultural
teams are becoming the norm. SHRM Foundation reports, “At a very basic level,
culturally appropriate communication and nonverbal business etiquette are
essential to success in running international teams or engaging in negotiations
with foreign firms.”
Being aware of the
common differences between cultures increases trust, improves work
relationships and streamlines projects. It also improves communication, which
is the backbone to any successful team. When coworkers are curious enough
about each other to learn about cultural similarities and differences, and
treat one another’s differences with respect, the positive effect on engagement
is powerful.
A client asked me to
speak on cultural awareness, with a focus on their international offices in the
United Kingdom, United States, China, India and Sweden. I used Geert
Hofstede’s Cultural Dimensions Theory as a framework for building a greater
understanding between the different cultures in their organization.
The Cultural Dimensions Theory Gives In-Depth Insight into
Cultural Differences
The Cultural
Dimensions Theory is a result of social psychologist Geert Hofstede’s six-year
worldwide survey of employee values. By surveying 50 countries and three regions,
he was able to identify differences in cultures in six primary dimensions.
These dimensions address four anthropological problem areas that national
societies handle differently. They are:
1. Ways of coping with reality
2. Ways of coping with uncertainty
3. Relationship of the individual with her or his
primary group
4. Emotional implications of having been born as
a girl or as a boy
The six dimensions
that address these four anthropological problem areas are fascinating once you
start researching them. The dimensions are:
·
Power Distance
·
Uncertainty Avoidance
·
Individualism/Collectivism
·
Masculinity/Femininity
·
Long-/Short-Term
Orientation
·
Indulgence/Restraint.
Different cultures
were evaluated to determine where they fall on the spectrum, between high and
low, of each dimension. Below are the basics of each dimension, and where the
United Kingdom, United States, China, India and Sweden fall on the spectrum.
1. Power Distance (PDI)
Cultures that score high on the
power distance index accept a hierarchical order in which everybody has a
place. Those with low power distance index scores strive to equalize the
distribution of power and demand justification for inequalities of power.
Looking at the chart below, we
see that the U.S. and the U.K. scored evenly at 40, indicating a low power
distance. In the U.K. it is generally believed that inequalities should be
minimized, and in the U.S., we like to say, “liberty and justice for all.” China
scores high on the power distance index at 80, with India close at 77, meaning
inequalities among people are accepted and superior/subordinate relationships
are highly polarized. Sweden scores the lowest at 31, where employees are
expected to be consulted, control is disliked, and hierarchy is used for
convenience only.
2. Individualism versus Collectivism (IDV)
A tendency toward individualism
shows a preference for a loosely knit social framework, while a more
collectivist culture has a tightly knit framework. An easy way to think of this
dimension is “me versus we.”
Our chart shows again a
similarity between the U.S. (89) and U.K. (91), both scoring high in
individualism. People in the U.K. are highly individual and private; happiness
is sought through personal fulfillment. In the U.S., people are expected to
look out for themselves and not rely heavily on authority for support. China
scores the lowest at 20, making them it a more collectivist society where
people act in the interest of the group rather than themselves. India is
midrange at 48, both individualistic and collectivist. In India, actions are
influenced by opinion of family, neighbors and colleagues. They are generally
loyal employees and experience almost familial protection from employers. At
71, Sweden is a more individualistic society, where there is a preference for a
loosely knit social framework. Swedish individuals are expected to take care of
themselves and immediate family, and the employee/employer contract is based on
mutual advantage.
3. Masculinity versus Femininity (MAS)
A more masculine culture has a
preference in society for achievement, heroism, assertiveness and material
rewards for success, while a more feminine culture prefers cooperation,
modesty, caring for the weak and quality of life. This dimension can appear sexist
at times.
Both China and the United
Kingdom scored highest in this dimension at 66, making them a masculine
society. Both cultures are success oriented and goal driven. In China, leisure
time is not a priority. India is slightly more feminine as a culture, but still
on the masculine side at 56. That can be seen in how there is a visual display
of success and power, yet spirituality reigns in people. Sweden is extremely
feminine, with a score of five. Work-life balance is very important, as well as
consensus.
4. Uncertainty Avoidance Index (UAI)
Scoring high on the uncertainty
avoidance index signifies a culture that maintains rigid codes of belief and
behavior and is intolerant of unorthodox behavior and ideas. Low scoring
societies maintain a more relaxed attitude in which practice counts more than
principles. Questions to ask yourself here may be, “How does a particular
culture embrace the unexpected or unknown? Are they open to ambiguity?”
None of the countries mentioned
in this article scored high on the uncertainty avoidance index. The U.S. scored
highest at 46, but maintains that new ideas are generally accepted and having a
lot of rules is disliked. Next down is India at 40, where nothing has to be perfect
or go as planned. People in India are comfortable with established
roles/routines; rules are just in place to be circumvented. The U.K. (30) and
Sweden (29) scored closely. In the U.K. they are generally happy to “take
things as they come” and are amenable to changing plans as they go along.
Hofstede says, “In societies exhibiting low UAI like Sweden, people believe
there should be no more rules than are necessary and if they are ambiguous or
do not work they should be abandoned or changed. Schedules are flexible, hard
work is undertaken when necessary but not for its own sake, precision and
punctuality do not come naturally, innovation is not seen as threatening.”
5. Long Term Orientation versus Short Term Normative Orientation
(LTO)
Societies that lean toward
long-term orientation take a pragmatic approach. They encourage thrift and
efforts in modern education as a way to prepare for the future. Short-term
normative orientation societies prefer to maintain time-honored traditions and
norms while viewing societal change with suspicion.
China scored the highest in
this category at 87. Chinese culture is pragmatic and able to adapt traditions.
They have a strong desire to save and invest, and the truth is not set in
stone, but rather dependent on the situation, context and time. India and
the U.K. both scored 51, and Sweden scored 53, meaning the dominant preference
cannot be determined. The U.S. scored relatively low at 26, where businesses
measure performance on a short-term basis with quarterly P&L statements.
There is also a strong idea of what is “good” and “evil” in the U.S. culture.
6. Indulgence versus Restraint (IND)
More indulgent societies allow
relatively free gratification of human drives related to enjoying life and
having fun. Societies that lean toward restraint suppress gratification of
needs and regulates that by means of strict social norms.
Sweden scored the highest in
this dimension at 78, making it a dominantly indulgent culture. They are
willing to realize impulses and desires with regard to enjoying life and having
fun. They also tend toward optimism, and value leisure time. The U.K. (69) and
U.S. (68) scored similarly, indicating a tendency toward indulgence. In the
U.S. we like to say, “work hard, play hard, “which is an example of a more
indulgent frame of mind. The U.K. tends toward optimism, values leisure time
immensely, and is willing to realize impulses and desires. China (24) and India
(26) both lean toward restraint, where there is little to no emphasis on
leisure.
Hofstede says, “It’s
important to remember that cultural dimensions don’t exist in real life. They
are only a way of understanding a very complex world. They are a framework for
making sense of differences. We can use them as long as they are practically meaningful.
As such, the dimensions help us understand that what happens in one particular
culture does not necessarily happen in another.” Also remember that this
theory is about cultural groups and not individuals, who can vary widely from
each other despite sharing a culture.
He also points out
that the base of all cultural understanding is curiosity. Try to find out
different things about your colleagues from a different culture. Geography,
music, history and/or literature is a great place to start.
Let’s share
experiences. Leave a comment below, send us an email, or find us on Twitter.
