20110517 cultural models

tellus communications 2011

25.00

38.75

52.50

66.25

80.00

Germany India Germany India

PDI LTO

Cultural Models 1

1Friday, May 20, 2011


" Culture hides more than it reveals and strangely enough what it hides, it hides most effectively

from it’s own participants. Years of study have convinced me that the

real job is not to understand foreign culture but to understand

our own. "

Dr. Edward T. Hall (1914 - 2009)

Hofstede Model | cultural dimensions

2



Culture

EXPLICIT

MESSAGECULTURE MESSAGE EXPLICIT MESSAGE

Hall Model | high & low context

CULTURE MESSAGE

culture

3



Analog Digital

Verbal Nonverbal

Direct Indirect

Implicit Explicit

Word oriented Picture oriented

Hall Model | high & low context

4



Do come to the point. I need to get back with

a decision by four o’clock.

In the circumstances it would seem to be inappropriate to offer more than a general

description of the decision we have reached any sooner than

this afternoon. However, it might be prudent to capture the essence of that decision

relatively soon.Messaging: Low context, high context5



Hall Model | chronemics

6



I’m afraid I can’t fit a meeting in today. This morning it’s my

weekly team meeting. Then I’ve planned two hours’ work on the

budget. I could see you tomorrow at 11 o’clock,

between a visitor who leaves at 10:45 and a scheduled lunch

appointment.

Don’t worry about the timing. Just come when you’re ready. I have a few things going

on at the moment, but I’m sure we can always squeeze in a discussion of your problem.

Time: clock or relationship? 7



Hall Model | proxemics

8



Hall Model | proxemics 9



Hall Model | proxemics 10



" Culture is more often a source of conflict than of

synergy. Cultural differences are a nuisance at best and

often a disaster."

Prof. Geert HofstedeEmeritus Professor of Organizational

Anthropology and International Management, Maastricht University


11



Value Definition Hofstede dimension

1 Identity Relationship between the individual & the group

Individualism vs. Collectivism

2 Hierarchy Degree of inequality between people that is assumed to be natural

Power Distance

3 Gender Role distribution between the genders Masculinity vs. Femininity

4 Truth How to cope with the unpredictable Uncertainty avoidance vs. uncertainty tolerance

5 Virtue Choice between the present or the future

Long-term vs. short-term orientation


12


20

40

60

80

100

PDI IDV MAS UAI LTO

13

THE HOFSTEDE MODEL │ UNITED STATES


30

40

50

60

70

GER F R A ITA SPA POL SWE GB

THE HOFSTEDE MODEL │ POWER DISTANCE INDEX

14


50

60

70

80

90

GER FRA ITA SPA POL SWE GB

15

THE HOFSTEDE MODEL │ INDIVIDUALISM VS. COLLECTIVISM


0

17.5

35.0

52.5

70.0


16

THE HOFSTEDE MODEL │ MASCULINITY/ FEMININITY


20

40

60

80

100


17

THE HOFSTEDE MODEL │ UNCERTAINTY AVOIDANCE INDEX


12.500

19.375

26.250

33.125

40.000


18

THE HOFSTEDE MODEL │LONG /SHORT TERM ORIENTATION


That was a very useful discussion, Nick, we’ve

made a lot of progress. Thanks for

coming.

I don’t care how you do it, just let have the results. I’m busy too,

you know.

Masculinity/ Femininity

19


It’s up to me. I’m going to get this contract

signed before the end of the week, whatever

else happens.

We don’t seem to be pulling together.

Perhaps some of our support team have

been pressured by this project.

Individualism / Collectivism

20


She’s the boss, so what she says is fine by me.

I’m going to have a word with my manager to say why I think that

isn’t reasonable.

Power Distance Index

21


We’ll have to look carefully at this plan. It

has implications for our investment

program.

We’ll get some quick returns out of this,

especially if we put a lot of money into it.

Long Term/ Short Term Orientation

22


This is a very unconventional

approach. It will put us under a lot of strain,

and we have no guarantee it will work.

We haven’t done this before, certainly there are a few risks, but it’s a great opportunity to

break new ground.

Uncertainty Avoidance Index

23



The Trompenaars Model

“I believe understanding our own culture and our own assumptions and expectations about how people ‘should’ think and act is the basis for success.”

Dr. Fons Trompenaar

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CULTURES │ corporate25



The Trompenaars Model

Cultures distinguished by their solutions to dilemmas.

1. Those which arise from our relationships with other people.

2. Those which come from the passage of time.

3. Those which relate to the environment.

26



Universalismvs.Par.cularism Whatismoreimportant‐rulesorrela1onships?

Individualismvs.Communitariansim Dowefunc1oninagrouporasanindividual?

Specificvs.Diffusecultures Howfardowegetinvolved?

Affec.vevs.Neutralcultures Dowedisplayouremo1ons?

Achievementvs.Ascrip.on Dowehavetoproveourselvestoreceivestatusorisitgiventous?

Sequen.alvs.synchroniccultures Dowedothingsoneata1meorseveralthingsatonce?

Internalvs.Externalcontrol Dowecontrolourenvironmentorworkwithit?

The Trompenaars Model | cultural dimensions 27


tellus communications 2011The Trompenaars Model | exercise

A 1. Each team member is given a specific area of responsibility and a number of rewards if he/she meets them.

2. Rewards won by meeting targets are to be divided amongst the team.Individualism/ Communitarianism

B 1. Brainstorming sessions are used as a way to get started on new problems.

2. Each member is proud of their ability to stick to target times and results. Specific/ Diffuse

C 1. Team meetings stress the need for discipline and self-control, even in stressful situations.

2. Meetings tend to be noisy. Sometimes thy are confrontational, sometimes friendly.

Neutral/ Affective

28



D 1. At meetings all items must be concluded with a clear decision before moving on.

2. At meetings different issues are dealt with at the same time, often illustrating common elements between the different issues.

Sequential/ SynchronicE 1. Team members keep a low profile with outside bodies until

implementation phase. 2. Team members work to change attitudes in the community and other

companies. Inner/ Outer

F 1. Decisions are often taken according to precedent and usual company procedure.

2. Calls are frequently made for new solutions to what are often new problems.

Universalism/ Particularism

G 1. Talent is spotted quickly within the team and promoted to positions of responsibility.

2. Reputations, based on background, social status and contacts, count for a lot when appointing people to posts of responsibility.

Achieved/Ascribed29



Trompenaars│Cultural Dilemmas

1 A colleague has just given a carefully planned presentation on a proposed reorganization. At the end, another colleague leans over and says ‘Bullshit’.

Individualism/ Communitarianism2 Your team meeting is running late. It is 5:30 and you have promised your partner you will pick up the children from their after-school activity. What do you do?

3 Your boss works so hard he never takes a holiday. He is beginning to look tired and is less efficient than usual. Do you say anything?

4 You have scheduled some regular team meetings for next year. One member of your team tells you he can’t make it to the one in June, saying ‘You see, in the first week in June I always take my mother to the coast.’

30



INCUBATORFulfillment-

oriented

GUIDED MISSLEProject-oriented

FAMILYPerson-oriented

EIFFEL TOWERRole-oriented

31



“Father knows best” e.g. Japan amae – love between

people of different ranks

“Father knows best” e.g. Japan amae – love between

people of different ranks


e.g. Greece, Italy, Japan, Singapore, S. Korea, SpainHC, diffuse.

32




oriented




33




oriented




34




oriented




35



CULTURES │ professional36


20110517 cultural models

Education

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hofstede model united

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ger fra ita spapol swe

ourown culture

understandforeign culture

useful i dont care

people power distance