Cultural patterns

I. Edward T. Hall 4 distinguishing features (dimensions):

1. Time
Monochronous cultures

Polychronous cultures

- people do one thing after the other

- people do things simultaneously

- time is very important

punctuality
making plans
keeping to plans

- time schedules are not so important

people are notoriously unpunctual
plans are flexible

- job/work is very important

- people are very important

more time spent on maintaining
or building up relations with
family/friends/business partners

- more short-term relationships

- more life-long relationships

- Work time is clearly separable

from personal time

- Work time is not clearly separable

from personal time

DS

2. Context
characterizes the way in which information is transmitted
low context
the majority of the information
is explicitly communicated
in the verbal message

e.g. an apology must be clearly

articulated

high context
- a lot of information is embedded in the context
feelings, thoughts and information are
not explicitly expressed, but also through a variety
of contexts, such as voice tone, body language,
facial expressions, eye contact, speech patterns,
use of silence, past interactions, status, common
friends, etc. The message is more implicit.
the same message can be communicated
through a variety of nonverbal gestures such as
a smile, a sigh, a shrug, or a frown.
- high context communication assumes a prior
relationship, i.e. we are members of a
common culture, company, family, or other group
people care for good relationships
conflicts must be resolved before work can progress
business relationships depend on trust and build slowly
- few rules are given and information is accessed
through informal networks
DS

3. Space
refers to the distance people need for the protection of their privacy
If people come too close, they can offend other people's privacy
Cultures that need more (private) space
e.g. Germany (big 'bubble' needed)

Cultures that need less (private) space

e.g. Mediterranean countries (small 'bubble')

people have distinctive places

which they call "mine" and
don't want them to be "disturbed"
closed doors

large rooms, few if any partitions

private offices and partitions

no problems with interruptions and disruption

minimal interruptions and disruption

private and "public" space not so

clearly distinct

permission needed to enter

private space
no touching without agreement

managers mix with employees

open doors

touching is more common,

e.g. greeting rituals

DS

4. Information
Cultures with slow flow of information

Cultures with fast flow of information

Information is planed carefully and

therefore flows slowly
polychronous, high context cultures
monochronous, low context cultures

DS

II. Geert Hofstede 5 distinguishing features (dimensions):

1. Power Distance Index (PDI)
extent to which inequalities of power and wealth are commonly accepted
Cultures with low PDI
- hierarchies are less strict
- superiors are expected to socialise
with staff
- employees expect to take part
in decision-making or to be asked
for their opinions
- tendency to delegate tasks
and responsibility
- ideal boss: good democrat
- co-determination
- less difference in incomes
tax laws support equitable
distribution of income

Cultures with high PDI

- strict hierarchies are accepted
and expected
- superiors don't mix/socialise
with staff
- employees expect directives and rules
- tendency to centralize decision-making
and responsibility
- ideal boss: kind/benevolent autocrat
- autocracy
high dependence of employees
on their superiors/ senior staff
- big difference in incomes are accepted
DS

2. Individuality Index (individuality versus collectivism - IDV)

extent to which individual interests prevail over the interests of a group
Cultures with high IDV

Cultures with low IDV

- ties between individuals are loose

people from birth onwards are integrated

into strong, cohesive in-groups, which
throughout peoples lifetime continue to protect
them in exchange for unquestioning loyalty
- great emphasis on groups,
people think more in terms of "we"
- harmony and loyalty within a company/group
is very important and should always be
maintained, confrontation should be avoided

- everyone is expected
to look after themselves
and their immediate family
- emphasis on individual goals,
which are more important than
the group ("Selbstverwirklichung")
- "I" distinctive from other people
- people emphasize
their success/achievements in job
or private wealth and aim to reach
more and/or a better job position
- personal freedom is more important
than equality

China: - never disagree with

someone's opinion in public
discussion in private atmosphere
to avoid "loss of face"
- saying "no" would also mean
to destroy the harmony in the group
other expressions must be used
The well-being of the company/groups/society is
more important than individual freedom.
DS

3. Masculinity Index (masculinity versus femininity - MAS)

Cultures with high MAS
dominant values:
performance and success
self-assertion/resolution
(Durchsetzungsvermgen)
career/ambition
performance

Cultures with low MAS

dominant values:
quality of life and care for others
willingness to adapt
(Anpassungsbereitschaft)
quality of life
sensitivity/empathy

work is very important in life

work is necessary to make a living

competition and
competitive conflict behaviour

cooperation/compromising,
strive for consensus

analytical approach to
problem-solving
big and fast are beautiful

intuitive approach to
problem-solving
Small and slow are beautiful

DS

4. Uncertainty Avoidance Index (UAI)

extent to which people feel threatened by uncertain or unknown situations
Cultures with high UAI
(cultures which avoid uncertainty)

Cultures with low UAI

(cultures which accept uncertainty)

- desire for detailed rules and their control

- aversion to rules

- resistance against change/innovation

- open for new things and change

- people tend to worry about the future

- little worries about the future

- higher demand for details in contracts

- avoidance of too many rules and formalities

- expert and specialist knowledge are

accepted

- acceptance of generalist knowledge

and common sense

- formalization and standardization

- flexible organisation and work environment

DS

5. Long-Term Orientation versus Short-Term Orientation (LTO)

Cultures with high LTO

- fostering of virtues oriented
toward sustainable future rewards:

Cultures with low LTO

- fostering of virtues related to the
past and present:

perseverance

efforts should produce quick results

thrift

change is welcome and

may happen rapidly

strong work ethic

willingness to subordinate oneself
for a purpose
development is sometimes slow

respect for traditions

social and status obligations
are important
preservation of "face"

DS

What are cultural standards (patterns) and what is their purpose?

- with variations they are valid for a majority of the members of a culture
- they describe and explain how a cultural group perceives and evaluates things,
how they think and why they act in specific ways
- they regulate behaviour (how to act in certain situations and with other people)
- variations (individual and group specific) are tolerated within certain boundaries
- behaviours outside these boundaries are socially rejected and sanctioned
- peoples own cultural standards are not perceived consciously any more after
their successful socialisation
makes understanding between cultures more difficult
- own cultural standards become conscious if they are compared with other cultures
standards