Welcome to the

Expert Session ICM 2

RHH Semester
Session 2, Semester 1 2023/2024
I DO ARRT
Intention: Welcome to becoming
International and InterCultural
Desired outcome(s)
- Have an understanding of Hofstede’s
cultural dimensions, high and low
context communication and approach to
resolving conflicts or misunderstandings
Agenda on the next slide
Roles: expert and students
Rules: all discussions are related to
topic
Time: 90 minutes
 Agenda

1. Recap session 1
2. Hofstede’s dimensions
3. High and low context communication
4. Conflict resolution
5. Professional Assignment
 Plan for this semester

• Number of sessions: 3 in semester

• Sessions 1: Culture and Onion Model (Hofstede)

• Session 2: Cultural Dimensions (Hofstede), High and Low

Context, Conflict resolving

• Session 3: Global Village and work on Professional

Assignment
 CULTURAL VALUES ACTIVITY

Competition brings out the best Cooperation is the way to get things
done
______________________________________ _________________________________
People should express their ideas no matter It is better to suppress feelings and
what and enter in debate emotions which may endanger harmony;
maintaining harmony is important.
______________________________________ _________________________________
Money and achievement are important More focus on quality of life is important
______________________________________ _________________________________
Focus on personal happiness. More controlled and rigid behavior.
CULTURAL DIVERSITY AND DOING BUSINESS
PROBLEM-SOLVING OR AVOIDING
HOFSTEDE’S DIMENSIONS
 Hofstede‘s six cultural dimensions

Dimension Definition
Power distance Extent to which the less powerful members of institutions and organizations
expect and accept that power is distributed unequally.
Uncertainty avoidance Extent to which the members of a culture feel threatened by ambiguous or
unknown situations and the degree to which they try to avoid such situations by
formal rules and regulations.
Individualism vs. collectivism Degree to which individuals are supposed to look after themselves or remain
integrated into basic groups, usually around the family.
Masculinity vs. femininity Distribution of emotional roles between the genders and relevance of status vs.
personal relationships.
Long-term orientation Explain how different societies perceive time, approach goals, and values.

Indulgence vs. restraint Degree to which a society allows relatively free gratification of basic and natural
human drives related to enjoying life and having fun.

Source: compiled from Hofstede 2001

 Power Distance

Power distance is a term that describes how people in a society view

and accept the differences in power and authority between
individuals or groups.

In simple terms, it's about how much people are okay with some
people having more control or influence than others.

Source: compiled from Hofstede 2001

Power Distance
 Source: Hofstede, Hofstede & Minkov 2010, p. 76

What are differences between small- and

large-power-distance societies?

Small Power Distance Large Power Distance

• Hierarchy in organizations means an inequality of roles, • Hierarchy in organizations reflects existential inequality
established for convenience. between higher and lower levels.
• Decentralization is popular. • Centralization is popular.
• There are fewer supervisory personnel. • There are more supervisory personnel.
• There is a narrow salary range between the top and the • There is a wide salary range between the top and the
bottom of the organization. bottom of the organization.
• Managers rely on their own experience and on • Managers rely on superiors and on formal rules.
subordinates.
• Subordinates expect to be consulted. • Subordinates expect to be told what to do.
• The ideal boss is a resourceful democrat. • The ideal boss is a benevolent autocrat, or ‘good father’.
• Subordinate-superior relations are pragmatic. • Subordinate-superior relations are emotional.
• Privileges and status symbols are frowned upon. • Privileges and status symbols are normal and popular.
• Manual work has the same status as office work. • White-collar jobs are valued more than blue-collar jobs.
 Uncertainty avoidance

Power avoidance measures the extent to which members of a society

are comfortable with ambiguity, uncertainty, and risk.
Low/Weak uncertainty-avoidance High/Strong uncertainty-avoidance
people are more open to change and less people prefer strict rules and established
concerned about rigid rules, making them traditions to avoid uncertain or risky
more adaptable to uncertainty and ambiguity. situations.
less open to change and more focused on
maintaining stability and order.

Source: compiled from Hofstede 2001

 What are differences between weak and strong
uncertainty-avoidance societies?
Weak Uncertainty Avoidance Strong Uncertainty Avoidance
• More changes of employer, shorter service. • Fewer changes of employer, longer service, more difficult work-life
• There should be no more rules than strictly necessary. balance.
• Work hard only when needed. • There is an emotional need for rules, even if they will not work.
• Time is a framework for orientation. • There is an emotional need to be busy and an inner urge to work hard.
• Tolerance for ambiguity and chaos. • Time is money.
• Belief in generalists and common sense • Need for precision and formalization.
• Top managers are concerned with strategy. • Belief in experts and technical solutions.
• More new trademarks. • Top managers are concerned with daily operations.
• Focus on decision process. • Fewer new trademarks.
• Intrapreneurs are relatively free from rules. • Focus on decision content.
• There are fewer self-employed people. • Intrapreneurs are constrained by existing rules.
• Better at invention, worse at implementation. • There are more self-employed people.
• Motivation by achievement and esteem or belonging. • Worse at invention, better at implementation.
• Motivation by security and esteem or belonging.

Source: Hofstede, Hofstede & Minkov 2010, p. 217

 Individualism vs. collectivism

The degree to which individuals are supposed to look after

themselves or remain integrated into basic groups, usually around
the family.

Source: compiled from Hofstede 2001

 What are the differences between
collectivist and individualist
societies?
Collectivist Individualist
• Occupational mobility is lower. • Occupational mobility is higher.
• Employees are members of in-groups who will pursue • Employees are “economic persons” who will pursue the
the in-group’s interest. employer’s interest if it coincides with their self-interest.

• Hiring and promotion decisions take employee’s in-group • Hiring and promotion decisions are supposed to be based
into account. on skills and rules only.
• The employer-employee relationship is basically moral, • The employer-employee relationship is a contract
like a family link. between parties in a labor market.
• Management is management of groups. • Management is management of individuals.
• Direct appraisal of subordinates spoils harmony. • Management training teaches the honest sharing of
feelings.
• In-group customers get better treatment • Every customer should get the same treatment
(particularism). (universalism).
• Task prevails over relationship
• Relationship prevails over task.

Source: Hofstede, Hofstede & Minkov 2010, p. 124

 Masculinity vs. femininity

Distribution of emotional roles between the genders and

relevance of status vs. personal relationships.

Source: compiled from Hofstede 2001

 Source: Hofstede, Hofstede & Minkov 2010, p. 170

What are the differences between

feminine and masculine societies?
Feminine Masculine
• Management as ménage: intuition and consensus • Management as manège: decisive and aggressive
• Resolution of conflicts by compromise and negotiation • Resolution of conflicts by letting the strongest win
• Rewards are based on equality. • Rewards are based on equity.
• Preference for smaller organizations • Preference for larger organizations
• People work in order to live. • People live in order to work.
• More leisure time is preferred over more money. • More money is preferred over more leisure time.
• Careers are optional for both genders. • Careers are compulsory for men, optional for
women.
• There is a higher share of working women in • There is a lower share of working women in
professional jobs. professional jobs.
• Humanization of work by contact and cooperation • Humanization of work by job content enrichment
• Competitive agriculture and service industries. • Competitive manufacturing and bulk chemistry.
 Source: compiled from Hofstede 2001

Short- and long-term orientation

Help to understand how different societies perceive time, approach goals, and
values.
Short - Long-term
- prioritize short-term goals, instant - more future-oriented perspective
gratification, and quick results.
- more flexible approach to traditions and - a strong emphasis on preserving
may be open to change (aware of traditions, values, and practices that
consequences) have been passed down through
generations
- Values: pragmatism, adaptability, and a - Values: hard work, strong work ethic,
focus on the here and now. with an eye toward building a
sustainable future.
 Source: Hofstede, Hofstede & Minkov 2010, p. 251

What are the differences between

short- and long-term orientation
Short-term Orientation
societies? Long-term Orientation
• Main work values include freedom, rights, • Main work values include learning, honesty, adaptiveness,
achievement, and thinking for oneself. accountability, and self-discipline.
• Leisure time is important. • Leisure time is not important.
• Focus is on the ‘bottom line’. • Focus is on market position.
• Managers and workers are psychologically in two camps. • Owner-managers and workers share the same aspirations.
• Meritocracy, reward by abilities • Wide social and economic differences are undesirable.

• Personal loyalties vary with business needs. • Investment in lifelong personal networks, guanxi.
• Concern with possessing the Truth. • Concern with respecting the demands of Virtue.
• There are universal guidelines about what is good and • What is good and evil depends on the circumstances.
evil.
• Matter and spirit are separated. • Matter and spirit are integrated.
• If A is true, its opposite B must be false. • If A is true, its opposite B can also be true.
• Priority is given to abstract rationality. • Priority is given to common sense.
• Analytical thinking. • Synthetic thinking.
 Source: compiled from Hofstede 2001

Indulgent and restrained societies

how societies perceive and
approach the satisfaction of
human desires and needs.
Indulgent (“take life easy”) Restrained
- prioritize personal happiness, pleasure, and - prioritize self-discipline, control over
self-expression. desires, and adherence to traditional
- open to new ideas, diverse lifestyles, and values.
creative - to resist change, value stability
- Social norms are more relaxed, and there's a - Social norms are stricter, and
greater tolerance for non-traditional unconventional behaviors are less
behaviors. accepted.
 Source: Hofstede, Hofstede & Minkov 2010, p. 291

What are the differences between

indulgent and restrained societies?
Indulgent Restrained
• Higher percentages of very happy people. • Lower percentage of very happy people.
• A perception of personal life control. • A perception of helplessness: what happens to me is not my
• Higher importance of leisure. own doing.
• Higher importance of having friends. • Lower importance of leisure.
• Thrift is not very important. • Lower importance of having friends.
• Loose society. • Thrift is important.
• More likely to remember positive emotions. • Tight society.
• Less moral discipline. • Less likely to remember positive emotions.
• Positive attitude. • Moral discipline.
• More extroverted personalities. • Cynicism.
• Higher percentages of people who feel healthy. • More neurotic personalities.
• Higher optimism. • Lower percentages of people who feel healthy.
• More pessimism.
 Hofstede‘s cultural values for
selected countries
Countries Power Uncertainty Individual- Mascu- Long-term Indul-gence
distance avoidance ism linity (MAS) orientation (IVR)
(PDI) (UAI) (IDV) (LTO)
Brazil 69 76 38 49 44 59
China 80 40 15 50 87 24
France 68 86 71 43 63 48
Germany 35 65 67 66 83 40
India 77 40 48 56 61 26
Italy 50 75 76 70 61 30
Japan 54 92 46 95 88 42
Mexico 81 82 30 69 24 97
Netherlands 38 53 80 14 44 68
Russia 95 75 47 40 81 20
South Africa 49 49 65 63 - -
South Korea 60 85 18 39 100 29
Sweden 31 29 71 5 53 78
UK 35 35 59 66 51 69
USA 40 46 91 62 26 68

Source: compiled from Hofstede 2001

WHAT CAN YOU SEE?

Richard E. Nisbett, and Takahiko Masuda PNAS

2003;100:19:11163-11170
WHICH ONE IS CLOSEST STYLE TO YOUR SOCIAL MEDIA PROFILE
PICTURE?
 Hall’s cultural dimensions
Cultural Manifestations
dimension
Context Low: High:
orientation
Focus is on what is said Focus is on who says what, when, where
and how

Time orientation Monochronic: Polychronic:

(chronemics) Do one thing at a time Do many things at once

Space orientation Private: Public:

(proxemics) Protection of private sphere important Relaxed attitude with regard to private
matters
 Low-context vs. high-context cultures
Low-context cultures High-context cultures
Focus is on what is said, everything is said Focus is on who says what, when, where and
explicitly. how.

Large part of the information is included in the Information is largely embedded in the
content of the message. relations between the participants (age,
location, time).

Good communication is precise, simple, and Good communication is nuanced,

clear. sophisticated, and layered.

Become impatient and irritated when high- Are at loss when low-context people do not
context people provide information they do provide enough background information.
not need.

Agreements are written, final and binding. Agreements are spoken, flexible and
changeable.
Introduction: a house
• Take two minutes and work in pairs with a classmate. Both of
you think of a house – any house, yours or someone else’s. Take
turns describing it to each other and take one minute each.
• Try to draw a picture based on the story.

• Feedback:
• Could you get a clear impression of the house your classmate
described? Did your classmate get a clear impression of your
house? What was clear? What information was missing for your
classmate to get a clear picture of your house?
 Business culture

• Relationships: how employees interact with each

other within a company and with external
stakeholders to achieve common goals.
• Interaction: this attribute focuses on the nature of
communication and interaction within the
organization. It includes factors like communication
style, hierarchy, and collaboration.
• Organized: it is the structure and organization of
the company. It involves factors like decision-
making processes, reporting structures, and the
distribution of authority.
• Problem Solved: how conflicts are resolved, how
innovation is encouraged, and the role of teamwork.
 Culture and conflict
management

• Conflict can be defined by the level at which it occurs, ranging from

interpersonal to international; in many cases, a single conflict may
happen at more than one level (e.g. interethnic, interpersonal,
interorganizational and intercultural).

• Blake and Mouton (1964) first classified five conflict management styles:
avoiding, competing, accommodating, compromising and collaborating

• How can knowing these conflict management styles affect business

management? Is one better than another? Why? Why not?
 Cultural dimensions and
conflict management

• Cultures that emphasize individualism and competition often view conflict

positively, whereas collectivistic cultures that emphasize collaboration,
cooperation, harmony and conformity generally see conflict as negative.

• In individualistic cultures independence, freedom, privacy and self-esteem are

considered important; thus, conflict strategies tend to be goal oriented, focusing
on problem solving, and communication is direct. On the other hand, in
collectivistic cultures people are willing to sacrifice some personal interest to
maintain good relationships with others during conflict and they may choose
accommodating or avoiding communication styles.
Communication strategies in diversity
management

Organizational culture can influence employee motivation. If beliefs and values are a
primary source of motivated and coordinated activity, management practice will need
to take employees’ beliefs and values into account to shape the organizational culture.

Effective managers should cultivate a work environment and culture where people of
diverse backgrounds feel free to act in accordance with their own cultural rules, while
at the same time being positive and mindful of differences between cultural rules.
 Where to find ICM on Blackboard

• Dropbox for Professional Assignment

Course: Grade Center
Content (nhlstenden.com)

• Syllabus, Slides, Professional Assignment:

Course: Leadership People -> Intercultural Management -> Level 1
Content (nhlstenden.com)
 Home assignment

• Read at home:
–Chapter 1, “Intercultural
Communication in a Global
Community”
–Chapter 3, “Communication and
Culture”.
–-Chapter 9, “Business and culture”.
– Conflict management p.203
 References

• Holtbrügge, D. (2022). Intercultural Management: Concepts, practice, Critical Reflection. Sage.

• Liu, S., Volčič, Z., & Gallois, C. (2023). Introducing intercultural communication: Global cultures
and contexts. SAGE.
• Nunes, C., Nunez-Mahdi, R., & Popma, L. (2021). Intercultural Sensitivity: From Denial to
Intercultural Competence. van Gorcum