ICC Chapter 3 & 4 Summary PDF

Chapter 3: Working with Kluckhohn’s Variations in Value Orientations 3.1 Relationship with Nature Societies approach nature differently, influencing their solutions to daily challenges: Dominating Nature: Adapt the environment to meet needs (e.g., greenhouses, direct conflict resolu...

Chapter 3: Working with Kluckhohn’s Variations in Value Orientations 3.1 Relationship with Nature Societies approach nature differently, influencing their solutions to daily challenges: Dominating Nature: Adapt the environment to meet needs (e.g., greenhouses, direct conflict resolution). Examples: Netherlands, UAE. In Harmony with Nature: Adapt to nature without drastic changes (e.g., planting crops suited for the season and local soil, avoiding conflict). Examples: Costa Rica, Norway. Subjugated to Nature: Accept and adapt passively (e.g., planting what’s best on the available soil, accepting conflicts as part of life). Examples: Philippines, Maldives. 3.2 Time Orientation Cultural perspectives on time influence planning and priorities: Past-Oriented: Value traditions and historical continuity. Relating to the past is an indication of the importance of a matter. Present-Oriented: Focus on short-term goals and living in the moment. The past is still important, but way less. Future-Oriented: Emphasize long-term goals and systematic planning. Time perspectives can vary within cultures by profession, region, or age groups. Economists are more future-oriented while museums are past- oriented. The spacing between circles indicates how much influence Past | Present | Future they have on each other. 3.3 Doing or being cultures Doing Cultures: Task-oriented, live to work, prioritize achievement (e.g., USA, China). They set goals and act. They also use parameters to measure the outcome of their actions. Being Cultures: Relationship-focused, work to live, prioritize enjoyment and spontaneity (e.g., Indonesia, Mexico). Events and ideas flow spontaneously. Management approaches differ: Doing cultures use promotions, recognition and rewards, while being cultures rely on consideration and care. 3.4 Individualism and Collectivism Cultures can be categorized based on their preferred form of social organization. U can relate to fellow humans as; 1. Individuals 2. Collateral group 3. Hierarchical group Individualism In individualistic cultures, people prioritize independence and self-reliance. The emphasis is on personal achievements, individual rights, and autonomy. Key Traits: o Individuals define themselves by personal attributes, such as name, profession, or accomplishments. o Relationships are secondary to personal goals; people are primarily responsible for themselves and their nuclear families. o Dependence on others is viewed as a weakness or sign of immaturity. o Communication is direct and low-context, focusing on clarity and honesty. Examples: The Netherlands, USA, and other Western cultures. In these societies, respect is earned through individual contributions and achievements. Criticism and confrontation are often accepted as a part of open dialogue, as they are perceived as being honest and constructive. Collectivism Collective societies value interdependence, belonging, and responsibility towards the group. Key Traits: o Individuals are defined by their group affiliations, such as family, community, or workplace. o The group’s welfare takes precedence over personal goals. Decisions are made in the group’s best interest. o Communication is indirect and high-context, with a focus on maintaining harmony and avoiding conflict. o Criticism or rejection is delivered subtly or indirectly to avoid offending others. Examples: Many Asian, African, Middle Eastern, and Latin American cultures. In these cultures, family often extends beyond the nuclear unit to include relatives, neighbors, and even colleagues. Group Structures Kluckhohn further distinguishes groups by being hierarchical or collateral: Hierarchical Groups: Leadership is determined by natural or societal order, where some are born to lead while others follow. Collateral Groups: Decisions are shared collectively, with all members participating equally in the process. David Pinto’s Cultural Structures Pinto identified three cultural frameworks based on the rules governing social interaction: 1. Fine-Mesh Structures (F-Cultures): Societies with strict, detailed norms and codes for behavior.  2. Mixed-Mesh Structures (M-Cultures): A balance of specific and general behavioral guidelines. 3. Coarse-Mesh Structures (C-Cultures): Societies with loose, general norms, and more freedom in social interactions. Economic, religious, and societal factors play key roles in determining a culture’s position along the individualism-collectivism spectrum. 3.5 Is space private or public? Cultures differ in their use of physical space. Northern Europe and North America value private spaces as a sign of respect. In Asia, shared spaces dominate, with hierarchy expressed differently or more subtly. What we consider private or public space also depends on subcultural differences such as gender. 3.6 Views on Human Nature If societies see human nature as basically: Evil: They tend to distrust people. X management theory: They believe workers always dislike their word, and therefore need to be controlled, supervised and punished to perform. Good: high-trust societies. Y management theory: think employees feel responsible and innovate. Managers stimulate workers by sharing responsibilities and decision-making. Mixed: Believe in potential improvement through training. 3.7 Pinto’s Three-Step Method Pino’s Three-step method provides a way to solve intercultural communication obstacles and of gaining cultural advantage. Which obstacles are there?: 1. We are not aware of our own norms, values and rules 2. We tend to attribute our own norms, values and perception to other people (projection) 3. We are not able to make our own wishes and limitations clear to each other, because we don’t know the other person their codes, norms and values. How to overcome these obstacles?: 1. Getting to know one’s own norms and values and behavior codes. 2. Getting to know the norms, values and behavior codes of the other party 3. Determining how to deal with the observed differences in norms, values and behavioral codes. Chapter 4: Working with Hofstede’s Six Dimensions of Culture 4.1 Power Distance Hofstede quote ‘’Power distance is the degree in which the less powerful members of organizations and institutions (like family), accept that power is distributed unequally.’’ This dimension measures the acceptance of unequal power distribution: Low Power Distance: Equality and open expression are valued (e.g., Netherlands, Scandinavia). Medium Power Distance: A mix of equality and hierarchy (e.g., France, Poland). The scaling is based on percentages (0 till 100). So, there isn’t officially a ‘’medium power’’. The differences can still vary a lot. High Power Distance: Hierarchies are accepted; opinions are expressed respectfully and indirectly (e.g., Asia, Latin America, Eastern Europe). 4.2 Individualism and Collectivism Individualistic societies: Loose ties; responsible for yourself and your nuclear family. Focus on being independent (e.g., North America, Northern Europe). Speaking your mind means that you are honest and open. Taking criticism well is also part of this. Individualistic cultures prefer direct, low-context communication. Collective societies: Strong group bonds; responsibility for your group, protection in return for unconditional loyalty. A group can be your friends, neighbors, colleges, etc (e.g., Asia, Latin America). Avoiding confrontation is essential, directly criticizing and confronting is rude. Do this in a subtle or indirect way, this is also called blurring. Your identity is the group identity. Collective cultures prefer high-context communication. 4.3 Masculinity and Femininity Masculine Societies Key Values: Assertiveness, achievement, success, and competition. Gender Roles: Strictly divided; men are expected to be assertive, tough, and focused on material success, while women are expected to be modest, tender, and focused on life quality. Behavior: o Both men and women tend to be assertive and competitive despite the rigid roles. o Children are taught to strive to be the best.  o Education focuses on top-performing students. o Job applications often exaggerate achievements. o Status is reflected in owning the best-quality items (cars, schools, fashion, etc.). Examples: Countries like Slovakia, Japan, Hungary, USA, Italy, UK, Ireland, Germany, and Switzerland. Feminine Societies Key Values: Modesty, care, and a balanced quality of life. Gender Roles: Overlapping; both men and women are expected to be tender and life-quality- oriented. Behavior: o Children are taught to be caring and socially liked alongside performing well academically. o Education focuses on the average student, emphasizing inclusivity. o A balanced life is prioritized over material success. o Job applications (CVs) are modest and concise. o Men and women often work in roles traditionally associated with the opposite gender. Examples: Countries like The Netherlands, Scandinavian nations, and Baltic states. 4.4 Uncertainty Avoidance The degree to which cultures feel comfortable or uncomfortable in unstructured, uncertain situations. High Uncertainty Avoidance: o Key Characteristics: Preference for predictability, rules, and structured environments. o Education: Students prefer clear instructions and structured lessons. o Workplace: Employees value stability, often staying with one employer for a long time. Security and safety are major motivators. o Examples: Latin America, Latin Europe, German-speaking countries, Mediterranean countries, Central/Eastern Europe, Japan, Korea, and Taiwan. Low Uncertainty Avoidance: o Key Characteristics: Acceptance of uncertainty, flexibility, and creativity. o Education: Encourages open-ended discussions and creative interpretation. o Workplace: Frequent job changes are common; achievement, growth, and social needs are motivators.  o Examples: Most of Asia (except Japan, Korea, Taiwan), Anglo-Saxon countries, and Africa. Medium Uncertainty Avoidance: Countries like The Netherlands and Scandinavia fall in between these extremes. 4.5 Long-term Orientation (LTO) Focus on either long-term or short-term goals, influencing societal values and behavior. Long-term Orientation: o Key Characteristics: Emphasis on perseverance, thrift, and future rewards. o Education: Children are taught that effort and self-discipline lead to success. o Workplace: Investments are seen as long-term; obstacles are overcome with time and persistence. o Examples: East Asia, Central and Eastern Europe. Short-term Orientation: o Key Characteristics: Emphasis on traditions, national pride, fulfilling social obligations and immediate results. o Education: Success is seen as luck, and children are encouraged to achieve quick results. o Workplace: Focus on self-expression, rights, and quick returns on investments. o Examples: Anglo-Saxon countries (Canada, US, UK, etc.), much of Africa, the Middle East, Southeast Asia, and Latin America. 4.6 Indulgence and Restraint The balance between satisfying basic desires and regulating them according to societal norms. Indulgence: o Key Characteristics: Focus on enjoying life, freedom, and fun. o Impacts: Correlates with happiness, larger family sizes, and higher participation in leisure activities. Restraint: o Key Characteristics: Strict regulation of desires, prioritizing discipline over freedom. o Impacts: Associated with pessimism, health issues, saving behavior, limited freedom of speech, and strong police presence. Differences in indulgence and restraint affect international business and cross-cultural interactions.