Cultural patterns

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

1. Time

Monochronous cultures Polychronous cultures

- people do one thing after the other

- time is very important

punctuality

making plans

keeping to plans

- job/work is very important

- more short-term relationships

- people do things simultaneously

- time schedules are not so important

people are notoriously unpunctual

- people are very important

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

- more life-long relationships

- Work time is clearly separable from personal time

- Work time is not clearly separable from personal time

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plans are flexible

2. Context

low context high context

people care for good relationships

characterizes the way in which information is transmitted

the majority of the informationis explicitly communicatedin the verbal message

- 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.

e.g. an apology must be clearly articulated

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

conflicts must be resolved before work can progressbusiness relationships depend on trust and build slowly

- few rules are given and information is accessed through informal networks

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3. Space

refers to the distance people need for the protection of their privacy

Cultures that need more (private) space Cultures that need less (private) space

e.g. Germany (big 'bubble' needed) e.g. Mediterranean countries (small 'bubble')

If people come too close, they can offend other people's privacy

closed doors

private offices and partitions

minimal interruptions and disruption

permission needed to enter private space

large rooms, few if any partitions

managers mix with employees

no touching without agreement

people have distinctive places which they call "mine" and don't want them to be "disturbed"

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open doors

no problems with interruptions and disruption

private and "public" space not so clearly distinct

touching is more common, e.g. greeting rituals

4. Information

Cultures with slow flow of information Cultures with fast flow of information

Information is planed carefully andtherefore flows slowly

monochronous, low context cultures

polychronous, high context cultures

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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 Cultures with high PDI

- 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

- big difference in incomes are accepted

- employees expect directives and rules

- tendency to centralize decision-making and responsibility

- ideal boss: kind/benevolent autocrat

- autocracy

- less difference in incomestax laws support equitable distribution of income

high dependence of employeeson their superiors/ senior staff

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- strict hierarchies are accepted and expected

- hierarchies are less strict

- superiors are expected to socialise with staff - superiors don't mix/socialise

with staff

2. Individuality Index (individuality versus collectivism - IDV)

- ties between individuals are loose

- everyone is expected to look after themselves and their immediate family

people from birth onwards are integratedinto strong, cohesive in-groups, which throughout people’s lifetime continue to protectthem in exchange for unquestioning loyalty

Cultures with high IDV Cultures with low IDV

- 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

- 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

China: - never disagree with someone's opinion in public

discussion in private atmosphereto 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.

- personal freedom is more important than equality

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extent to which individual interests prevail over the interests of a group

3. Masculinity Index (masculinity versus femininity - MAS)

Cultures with high MAS Cultures with low MAS

dominant values: performance and success

dominant values: quality of life and care for others

self-assertion/resolution (Durchsetzungsvermögen)

willingness to adapt (Anpassungsbereitschaft)

career/ambition quality of life

performance sensitivity/empathy

work is very important in life work is necessary to make a living

competition andcompetitive conflict behaviour

cooperation/compromising,strive for consensus

analytical approach to problem-solving

intuitive approach to problem-solving

big and fast are beautiful Small and slow are beautiful

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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

- resistance against change/innovation - open for new things and change

- aversion to rules

- people tend to worry about the future

- little worries about the future

- higher demand for details in contracts

- expert and specialist knowledge are accepted

- acceptance of generalist knowledge and common sense

- avoidance of too many rules and formalities

- flexible organisation and work environment- formalization and standardization

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

Cultures with high LTO Cultures with low LTO

- fostering of virtues oriented toward sustainable future rewards:

change is welcome and may happen rapidly

- fostering of virtues related to the past and present:

efforts should produce quick results

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respect for traditions

social and status obligations are important

preservation of "face"

strong work ethic

development is sometimes slow

willingness to subordinate oneself for a purpose

thrift

perseverance

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

- people‘s 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