Week 2 - IC - PPT to upload PDF

INTERCULTURAL COMMUNICATION Fall 2024 1 Week 2 2 Agenda Recap Finalize Teams Hofstede’s 6 Dimensions 3 Teams?: Let’s finalize teams: 8:30-10:30 ✓ 4 members per group...

INTERCULTURAL COMMUNICATION Fall 2024 1 Week 2 2 Agenda Recap Finalize Teams Hofstede’s 6 Dimensions 3 Teams?: Let’s finalize teams: 8:30-10:30 ✓ 4 members per group 4 Teams?: Let’s finalize teams: 13:45-15:45 ✓ 4 members per group 5 Hofstede 6 Geert Hofstede: ▪ Born in Maastricht (NL) 1928 ▪ Dutch academic; worked in Industry ▪ 116,000 questionnaires for IBM staff across 50 countries ▪ Developed the concept of cultural dimensions ▪ Quantified cultural differences among nations ▪ Influenced the fields of international business, intercultural management, and cross-cultural management Created the Hofstede Cultural Dimensions Model 1960s: developed 4 dimensions (PDI, IDV, MAS, UAI) 1980s: developed LTO 2010: developed IVR with his son 7  Hofstede’s 6 Dimensions at a high level Video: https://www.youtube.com/watch?v=TX0fUAhBAfc (10:54) Source: Research Gate: https://www.researchgate.net/figure/Hofstedes-6-dimensions-of-national-culture_fig1_337104072 8 Hofstede’s 6 Dimensions: Video: https://www.youtube.com/watch?v=TX0fUAhBAfc (10:54) 9  Hofstede’s 6 Dimensions (snapshot): Source: Skyword: https://www.skyword.com/contentstandard/beyond-hofstedes-cultural-dimensions-theory-approaching- 10 a-multicultural-audience/ Hofstede – in detail 11  “People in high-power-distance cultures are generally less mobile and more loyal to their employers, while those in low-power-distance cultures are more mobile and less loyal.“ - Geert Hofstede 12 Power Distance Index – (PDI): DEFINITION: “the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.” Institutions – basic elements of society. Organizations: the places where people work. Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 13  PDI Map High PDI Low PDI ▪ "In most Western cultures, management is associated with making decisions and giving Inequality Is normal Is wrong and should change orders, whereas in most Asian cultures it is associated with assembling consensus.“ Leader is Superior A necessary role ▪ Want to know more? 10 minutes with Geert Hofstede... Education Respect Independence on Power Distance: Decisions Centralization Decentralization https://www.youtube.com/watch?v=DqAJclwfyC w&t=52s Subordinates Expect instructions Expect to be consulted Correlated with: Income inequality Larger middle class Oligarchy Conflicts resolved in peace Revolutions Younger executives Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 14 PDI Ranking by Country: Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 15 In-class exercise: reflect on PDI Divide into groups of 3-5 people. Think About Your Culture: Take a moment to reflect on your own cultural background. Remember that culture encompasses values, traditions, and customs. Now, you complete the sentence: "In my culture..." followed by the dimension on the following page with an example. For example, ❖ In our corporate culture, there is a significant power distance. Managers make decisions without much input from employees, and there's a clear hierarchy in the organization. 16 Exploring Power Distance Across Cultures: ▪ Corporate Culture: ▪ Educational Systems: How authority and hierarchy are The level of authority and respect given to structured within organizations, teachers and the dynamics between influencing decision-making processes students and educators. and employee relations. ▪ Government Structure: How power and authority are distributed ▪ Family Dynamics: in a country’s governance, including the The power relationships within family public’s perception of government units, including the authority parents authority. hold over children and sibling relationships. ▪ Social Hierarchies: The societal norms that dictate how individuals relate to authority figures and the level of inequality accepted in society. 17  "In most collectivist cultures, the goal of education is to train the person to fit into society, while in individualist cultures, the goal is to develop the individual's unique personality.“ - Geert Hofstede 18 Individualism versus Collectivism– (IDV): “Individualism pertains to societies in which the ties between individuals is loose: everyone is expected to look after him- or herself and his or her immediate family.” “Collectivism pertains to societies in which people from birth onward are integrated into strong, cohesive in- groups, which throughout people’s lifetime continue to protect them in exchange for unquestioning loyalty.” Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 19  IDV Map: Individualist (incl fam) Collectivist ▪ "In cultures that score high on individualism, individuals tend to prioritize personal goals, autonomy, and self- = universalism in or out-group expression over collective interests. In contrast, cultures that score high on collectivism emphasize Competition Between individuals Between groups group cohesion, loyalty, and harmony within the community.“ Priority Task (maybe relation after) Relation ▪ Want to know more? 10 minutes with Geert Hofstede... on Individualism versus Collectivism: Context Low High https://www.youtube.com/watch?v=zQj1VPNPHl I&t=1s Confrontation Helpful Harmony, even if disagree Correlated with: More wealth Fewer human rights More diverse Less divorce Less age diff in relation Slower pace of life (walk) Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 20 IDV Ranking by Country: Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 21 In-class exercise: reflect on IDV Think About Your Culture: Take a moment to reflect on your own cultural background. Remember that culture encompasses values, traditions, and customs. Now, you complete the sentence: "In my culture..." followed by the dimension and an example. For example, ❖ My culture places a high value on collectivism. We often live with extended family members, and decisions are made collectively, considering the well-being of the entire family. 22 Exploring Individualism and Collectivism Across Cultures: Family Dynamics: ▪ Examines how family structures prioritize individual desires versus collective family goals. Corporate Culture: ▪ Looks at whether workplaces emphasize individual achievement and personal success or teamwork and collaboration. Social Norms: ▪ Explores societal expectations around independence and self-reliance compared to loyalty and interdependence 23 Masculine versus Feminine – (MAS): “A society is called masculine when emotional gender roles are clearly distinct: men are supposed to be assertive, tough, and focused on material success whereas women are supposed to be more modest, tender and concerned with the quality of life.” “A society is called feminine when emotional gender roles overlap: both men and women are supposed to be modest, tender, and concerned with the quality of life.” Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 24  MAS Map: Feminine = woman-like Masculine = man-like Role divisions. Answer differ by gender. What to feel. “This is NOT about individuals, but about expected Pursue of Quality of life Success emotional gender roles. Masculine societies are much more openly gendered than feminine societies.” Balance Family > Work Work > Family Facts Mom & dad Dad ▪ Want to know more? 10 minutes with Geert Hofstede... on Individualism versus Masculinity versus Feminity: Feelings Mom & dad Mom https://www.youtube.com/watch?v=Pyr- Success Jealousy (Law of Jente) Is respected XKQG2CM&t=1s The weak Should be helped Disdain Girls / Boys Both cry and don’t fight Cry / Fight Religion Human focused God the Father Sex To relate Man=subject woman=object Correlations More literacy More below poverty levels More aid to poor countries Poverty blamed on laziness Leisure is more important Salary is more important Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 25 MAS Ranking by Country: Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 26 In-class exercise: reflect on MAS Think About Your Culture: Take a moment to reflect on your own cultural background. Remember that culture encompasses values, traditions, and customs. Now, you complete the sentence: "In my culture..." followed by the dimension and an example. For example, ❖ In our society, there's a strong emphasis on nurturing and empathy, which are considered 'feminine' qualities. Men and women are expected to display these traits in their interactions. 27 Exploring Masculinity/ Femininity Across Cultures: Workplace Culture: ▪ Examines the emphasis on competition, achievement, and assertiveness versus collaboration, care, and quality of life. Family Roles: ▪ Looks at the expectations and responsibilities assigned to different genders within the family unit. Social Norms: ▪ Explores societal expectations regarding gender roles, behavior, and the value placed on traits traditionally associated with masculinity (e.g., competitiveness, aggression) versus femininity (e.g., nurturing, empathy). This influences how individuals express themselves and interact in social setting. 28 Uncertainty Avoidance Index – (UAI): “the extent to which the members of a culture feel threatened by ambiguous or unknown situations.” This may be “expressed through nervous stress and in a need for predictability: a need for written and unwritten rules.” Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 29  UAI Map: Strong Weak Uncertainty is Threat Normal “Uncertainty avoidance has nothing to do with risk considered avoidance, nor with following rules. It has to do with anxiety Stress More stress Less anxiety and distrust in the face of the unknown, and conversely, Aggression & May be expressed Should be controlled with a wish to have fixed habits and rituals, and to know the emotion truth. ▪ Want to know more? 10 minutes with Geert Hofstede... “What is different Dangerous” Curious” on Uncertainty Avoidance: is https://www.youtube.com/watch?v=fZF6LyGne7Q&t=1s Rules Necessary Want fewer Believe in Regulation (even impract.) Deregulation Job Few changes Easier to change jobs Different people Afraid More tolerance Correlated with: Faster driving, higher limits Less alcoholism Always carry ID Less doctors, more nurses More perceived corruption Less Advertising Clean & pure (experts) Easy, convenience (humor) Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 30 UAI Ranking by Country: Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 31 Reflecting on UAI: HIGH UAI: ❖ In our educational system, students are discouraged from questioning authority figures, and deviation from established rules is viewed negatively. We have a high level of uncertainty avoidance in our academic culture. ❖ In our corporate environment, there are strict guidelines and policies that employees must follow. Any deviation from established protocols is heavily scrutinized, and there’s little tolerance for ambiguity. Employees prefer clear instructions and structured tasks, reflecting a high level of uncertainty avoidance. 32 Reflecting on UAI: LOW UAI: ❖ In our entrepreneurial culture, individuals are encouraged to take risks and explore innovative ideas, even if they might fail. Startups thrive on flexibility and adaptability, and there’s a general acceptance of uncertainty in the business landscape. This reflects a low level of uncertainty avoidance. ❖ In our community, traditions and customs are interpreted flexibly, allowing for changes and adaptations over time. People are open to new ideas and experiences, and ambiguity is often embraced as a part of life, reflecting a low level of uncertainty avoidance. ❖ How do these examples relate to your own experiences with uncertainty in your culture? 33  "People tend to use their own culture as a yardstick to measure other cultures, but different cultures have different yardsticks.“ - Geert Hofstede 34 Long Term Orientation – (LTO): “Long-term orientation stands for the fostering of virtues oriented toward future rewards – in particular, perseverance and thrift.” “Short-term orientation stands for the fostering of virutes related to the past and present – in particular, respect for tradition, preservation of ‘face’, and fulfilling social obligations.” Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 35  LTO Map: Short-term Long-term orientation orientation As you can imagine, this dimension predicts life philosophies, religiosity, and educational achievement.” Society fosters virtues National pride, respect Perseverance, saving, like: traditions, face saving, adapting to changes ▪ Want to know more? 10 minutes with Geert Hofstede... social obligations on Long Term versus Short Term Orientation: Good & evil Always the same Change over time https://www.youtube.com/watch?v=H8ygYIGsIQ4 Norms depends on Always fixed Circumstances Superior Always the same Changes with circumstance Virtue Look for positive info Humble about yourself about yourself Opposing truths Contradiction Maybe integrated Problem resolving Choosing an extreme Middle way Correlated with Less saving funds and Better in math, but rate investment themselves lower Shares & mutual funds Family & real estate Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 36 LTO Ranking by Country: Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 37 In-class exercise: reflect on LTO HIGH LTO: ❖ Long-term orientation is evident in our business practices. Companies invest heavily in research and development for future gains and are less concerned with immediate profits. ❖ In our education system, students are encouraged to focus on long-term learning outcomes rather than just passing exams. There is an emphasis on developing critical thinking and problem-solving skills that will benefit students in the future, reflecting a long-term orientation in educational goals. 38 In-class exercise: reflect on LTO LOW LTO: ❖ Consumer behavior tends to prioritize immediate gratification. People often seek the latest trends and products for short-term satisfaction, with little concern for the long-term impacts of their purchases. This reflects a low long-term orientation in consumer culture. ❖ In our financial sector, investors frequently seek quick returns and short-term profits. There is a preference for high-risk investments that promise fast gains, indicating a low level of long-term orientation where immediate financial outcomes are prioritized over sustained growth. ❖ How does your culture prioritize future planning compared to immediate results? 39 Indulgence versus Restraint– (IND): “Indulgence stands for a tendency to allow relatively free gratification of basic and natural human desires related to enjoying life and having fun.” “Restraint, reflects a conviction that such gratification needs to be curbed and regulated by strict social norms.” Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 40  IND Map: “In an indulgent culture it is good to be free. Doing what your impulses want you to do, is good. Friends are important and life makes sense. In a restrained culture, the feeling is that life is hard, and duty, not freedom, is the normal state of being. Want to know more? 10 minutes with Geert Hofstede... on Indulgence versus Restraint: https://www.youtube.com/watch?v=V0YgGdzm FtA Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 41 IND Ranking by Country: Source: Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind. Publisher. 42 In-class exercise: reflect on IND Think About Your Culture: Take a moment to reflect on your own cultural background. Remember that culture encompasses values, traditions, and customs. Now, you complete the sentence: "In my culture..." followed by the dimension and an example. For example, ❖ During our traditional New Year celebrations, we have elaborate feasts and indulge in festive foods, music, and dance. It's a time when people allow themselves to enjoy the pleasures of life without restraint. 43 In-class exercise: reflect on IND HIGH IND: ❖ Consumers in our society often seek luxury products and services, treating themselves to high-end goods and experiences without hesitation. This reflects an indulgent culture that values enjoyment and self-gratification. LOW IND: ❖ In our community, there are strict expectations regarding self-control and moderation. Public displays of affection and personal enjoyment are often frowned upon, reflecting a culture of restraint where individuals prioritize duty and discipline over pleasure. 44  Hofstede’s Online Tool: - https://www.hofstede- insights.com/country-comparison-tool 45 The End. 46