Culture encompasses various aspects of life. It is the ideas, customs and social behaviour shared by a group of people or society. Our culture deeply affects the way we view ourselves, others and how we behave in society. Culture also determines our values and what we see as right or wrong.
When dealing with other cultures it is important to remember that the only thing you can control is your own reactions and responses. Multicultural Awareness will help you break cultural barriers and prevent cultural bias while improving the way you relate to people from different cultural backgrounds, creating more connections and less conflict.
The Cultural Iceberg
The cultural iceberg was a concept developed in 1976 by Edward Hall. The analogy says that if societal culture was an iceberg, some aspects of society would be visible such as our clothing, food, architecture, and languages spoken; however, a large portion of our culture would be concealed underwater. The part hidden below the surface consists of our beliefs, values, morals, customs, etc.
These hidden aspects are still essential factors that influence our behaviour in society.
Hofstede’s 6 Dimensions Of Culture
In the late 1970’s Dutch psychologist Geert Hofstede published a model of culture consisting of six dimensions. Each dimension illustrates a spectrum of two cultural beliefs with different countries ranking at various positions on the continuum.
This model clearly shows the difference in values and beliefs across countries and helps people understand how to manage cultural differences.
Individualism vs Collectivism
This dimension refers to the strength of the bonds people share within a community.
In an individualistic society:
- Emphasis is placed on individual goals and rights
- There are weak interpersonal relationships
- People are less likely to take responsibility for others’ actions and outcomes
- This culture places high value on an individual’s privacy, freedom and time.
On the other hand, a collectivist society:
- Puts an emphasis on group goals and personal relationships
- People are supposed to be loyal and defend the interests of the group they belong to, in exchange the group will defend their interests
- In this society, maintaining harmony is of utmost importance and overrides other moral issues.
Low Power Distance vs High Power Distance
This dimension captures how much inequality exists and is accepted between people with and without power.
Countries with low power distance:
- Emphasise equality and shared decision
- Have a flat structure where power is shared and widely dispersed
- Society members do not accept situations of inequality
In countries with High power distance:
- Indicates that the society accepts and follows a hierarchy
- Status has high importance and is respected by all members
In business, this is seen in organisations with centralised decision making and tall organisation structures.
Masculine vs Feminine
This dimension refers to the roles men and women have in society.
In masculine cultures, there are clear, defined gender roles. Men are expected to be assertive, and women are expected to be submissive. These societies have strong egos, feelings of pride are important and attributed to success and status. Money and achievement are imperative to demonstrate success.
Feminine societies are more relationship-oriented and focused on the quality of life. Men and women are treated as equals with similar roles and responsibilities.
Low Uncertainty Avoidance vs High Uncertainty Avoidance
Uncertainty Avoidance relates to how society manages uncertainty and ambiguity. Although the future can never be predicted, Hofstede found that some cultures try to control the future as much as they can while others follow a more relaxed approach.
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Cultures with low uncertainty avoidance:
- Emphasises on flexibility and adaptability
- They are open to change and innovation
- Overall feels a lower sense of urgency
Countries with high uncertainty avoidance:
- Maintains rigid codes on belief and behaviour
- They place an emphasis on planning and predictability
- These cultures are more open to showing anger and other emotions, if necessary.
Short Term vs Long Term
Short Term vs Long Term describes how people in society perceive time. Countries that are more short-term focus on:
- Immediate gain
- Traditions
- The social hierarchy
- They are prone to impulse spending and focused more on short term gains.
Countries with a long-term mindset focus on:
- Long term planning
- Persistence
- These countries are more modest and thriftier, focused on long term gains.
Indulgence vs Restraint
Indulgent countries believe that:
- It is good to be free doing what you believe is right
- Freedom of speech is the norm
- This culture is more optimistic and focuses on personal happiness and enjoying life.
In a society with a more restrained culture:
- The gratification of needs is strictly regulated by social norms
- Voicing personal opinions is uncommon
- People are more pessimistic and follow more controlled and rigid behaviour
Some Examples
Let’s look at a few real-life scenarios to understand what interpreting different cultures in real life looks like:
I’ve been invited to a Portuguese household for dinner. I don’t care for the food, but I finish everything on my plate to not cause offense. I immediately get another serving placed on my plate without asking me. I’m really frustrated that they overstepped their bounds.
In fact, in their culture, polishing off your plate is a signal that you want more food. To signal that you’re done eating, you leave some food on your plate.
I see a child come in with bruises on the back looking like large circles and thick lines in a pattern. I conclude that he is getting abused.
In reality, cupping is a traditional folk remedy for various ills in his culture and is not abuse.
The Lewis Model – When Cultures Collide
This model was published in the late 1990s by Richard Lewis in his book “When Cultures Collide: Leading Across Cultures”. In this model, Lewis divides people into 3 distinct groups based on not ethnicity or nationality, but on behaviour.
- Linear-Active: These cultures are task oriented and very organised. They like doing things one at a time and usually follow a linear agenda. Here, arguments are made with logic and rules are designed to be followed
- Multi-Active: This group is emotional, talkative and impulsive. This group likes to express their emotions and feelings and places a strong attachment towards family, friends, relationships and people in general. They like to simultaneously do many things and do not follow agendas.
- Reactive: This group consists of good active listeners who rarely initiate action of discussion without being prompted. They prefer to allow the other person to establish their position and then form their opinion. Maintaining harmony and avoiding embarrassment is very important for this group.
Culture Mapping – Erin Myers
This concept comes from Erin Myers book, ‘The Culture Map’ where she outlines 8 scales to analyse one culture relative to another. This concept helps us understand how culture influences behaviour and how culture can affect collaboration across cultures.
- Communicating: Erin Myers found that certain cultures are low context communicators meaning that their communication is precise, simple and clear. Messages are directly expressed and understood, repetition is only needed for clarification purposes. On the other hand, high context communicators use sophisticated and layered communication where both speaking and reading between the lines is expected. Messages are often implied and not plainly expressed
- Evaluation – When evaluating Erin Myers found that some cultures give direct negative feedback by being blunt and honest. Negative messages stand alone and are often not softened by positive ones, it is also acceptable to give criticism in front of a group. On the other side of the spectrum is indirect negative feedback where criticism is provided softly, subtly and diplomatically. Positive messages are used to soften negative ones and criticism is only given in private
- Leading: Some cultures follow an Egalitarian form of leading where the distance between a person of power and a subordinate is low. The ‘boss’ is seen as a facilitator among equals and the organisation structure is flat. In contrast to this, hierarchical cultures have tall structures where the boss is at the highest level. Status is important and communication goes up each level of the hierarchy
- Deciding: This factor is divided between consensual decision making and top-down decision making. In consensual decision making, decisions are made in groups and unanimous agreement is expected. In top-down decision making, decisions are made by an individual, usually the boss
- Trusting: Some cultures build trust on a task basis, work relationships are built and dropped easily. If you consistently do good work, you are reliable, people enjoy working with you and trust you. On the other hand, in relationship based cultures, relationships are built slowly over the long term. Work colleagues spend personal time together and understand each other at a deeper level to build trust
- Disagreeing: Erin Myers found that certain cultures are confrontational when it comes to disagreements, they see debates as positive for the team or organisation and open confrontation does not negatively impact the relationship. Other cultures avoid confrontation and see debating as a negative activity. Open confrontation is inappropriate and will break group harmony or negatively impact the relationship.
- Scheduling: Some cultures work using linear time where steps are approached in a sequential fashion and one task must be completed before the next begins. The focus is on one deadline and sticking to the schedule; promptness, punctuality and good organisation is expected. Other cultures work using flexible time where projects are approached in a fluid manner and tasks are changed as new opportunities arise. Individuals work on multiple tasks at the same time and interruptions are accepted. The focus here is on adaptability and flexibility.
- Persuading: Certain cultures follow a principles first approach when it comes to persuasion, individuals develop a theory or concept before presenting a fact, opinion or statement. Building up a theoretical argument is preferred before moving to a conclusion. Other cultures use an applications first approach where individuals begin with facts and opinions and then proceed to concepts which back up their explanation. Discussions are approached in a practical, concrete manner and theoretical or philosophical discussions are avoided in a business environment.
As we go along the 8 scales, map out your own culture to see what your culture map looks like.
Take a look at the country culture map below that compares Russia to the United States as an example. You can create your own culture map to compare your culture with that of another country.
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