The Expert in Intercultural Management and Organisational Culture
How to help people To connect across borders ?
The Expert in Intercultural Management and Organisational Culture
Programme • What is culture? • Prof Geert HOFSTEDE story? • What are his findings?
• Q&A
• My request : Do you think I can “blend” the NVC with this tool,
to help managers to better communication cross border?
2
The Expert in Intercultural Management and Organisational Culture
« We don’t see others as they are, we see them as we are » Anaïs Nin (1903 – 1977)
The Expert in Intercultural Management and Organisational Culture
Universal level
Inherited
Human nature
Collective level
Learned National culture
Corporate culture
Individual level
Inherited + learned
Culture & personality
Human being constitution
The Expert in Intercultural Management and Organisational Culture
Symbols
Hero's
Rituals
Values
To understand a national culture, we must go beyond the visible layers of culture
experiences
The Expert in Intercultural Management and Organisational Culture
Symbols Heroes
Values / Dimensions
VALUES: The implicit part of culture…
Symbols Hero’s
Rituals
The Expert in Intercultural Management and Organisational Culture
The 4D / 5D / 6D Model©
Professor Geert Hofstede
Starting point : IBM Surveys 1967 to 1979 • 116.000 questionnaires, 72 countries, 20 languages
• 4 dimensions
Continuing researches up to now • Over 60 repeated surveys, confirmed the values
• + 2 dimensions
The Expert in Intercultural Management and Organisational Culture
The 5D model A navigation tool which explains cultural differences between countries through 5 dimensions
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2
3
4
5
RELATIONSHIP TO POWER PDI
RELATIONSHIP TO THE GROUP IDV
MOTIVATION ROOTS MAS
RELATIONSHIP TO UNCERTAINTY UAI
RELATIONSHIP TO TIME LTO
©
The Expert in Intercultural Management and Organisational Culture
The 5D model A navigation tool which explains cultural differences between countries through 5 dimensions
1
2
3
4
5
©
RELATIONSHIP TO POWER PDI
RELATIONSHIP TO THE GROUP IDV
MOTIVATION ROOTS MAS
RELATIONSHIP TO UNCERTAINTY UAI
RELATIONSHIP TO TIME PRA
The Expert in Intercultural Management and Organisational Culture
PDI Power Distance Index
The extend to which the less powerful members of society accept that power is distributed unequally
The Expert in Intercultural Management and Organisational Culture
PDI (Relationship to power) Illustrations
The Expert in Intercultural Management and Organisational Culture
PDI (Relationship to power) Scores
France 68
US 40
UK Costa Rica
35
Spain 57
Arab Emirates
90 Israel 13
Russia 93
Japan 54
New Zealand 22
India 77
Medium area Extreme area
0 100 75 50 25
EGALITARIAN countries HIERARCHICAL countries
China 80
Extreme area
Italy 50
Norway 31
Belgium 65
The Expert in Intercultural Management and Organisational Culture
PDI (Relationship to power) The impacts of dimension 1 in your daily work
PAYS EGALITAIRES
0 100 50
EGALITARIAN countries HIERARCHICAL countries
COMMUNICATION
INFORMATION FLOW
DECISION MAKING
DELEGATION
TAKING INITIATIVES
CONTROL
Directe
Fluid
Decentralized
Natural
Encouraged
Disliked
Indirecte
Selective
Centralized
Under control
Sanctioned
Expected
The Expert in Intercultural Management and Organisational Culture
1
2
3
4
5
© The 5D model A navigation tool which explains cultural differences
RELATIONSHIP TO POWER PDI
RELATIONSHIP TO THE GROUP IDV
MOTIVATION ROOTS MAS
RELATIONSHIP TO UNCERTAINTY UAI
RELATIONSHIP TO TIME LTO
The Expert in Intercultural Management and Organisational Culture
IDV(The relationship to the group) Definitions
Collectivism : People belong to in-‐groups or collectivities which are supposed to look after them in exchange for loyalty. Individualism : People are supposed to look after themselves and their immediate family only. No group is supposed to intervene in individuals’ choices.
The Expert in Intercultural Management and Organisational Culture
Individualism China (PDI 80 / IDV 20)
The Expert in Intercultural Management and Organisational Culture
IDV (Relationship to the group) Illustrations : extremes coexist
The Expert in Intercultural Management and Organisational Culture
IDV : example Another side of collectivism…
The Expert in Intercultural Management and Organisational Culture
IDV(The relationship to the group) KEY IDEAS
COLLECTIVIST countries INDIVIDUALISTIC countries 0 100 50
« We » consciousness
Limited private life
Group opinion prevails
Preference for harmony
Loss of face (shame)
« I » consciousness
Private life is respected
Personal opinion prevails
Preference for freedom
Loss of self-‐respect (guilt)
Relationships before task Task before relationships
The Expert in Intercultural Management and Organisational Culture
IDV(Relationship to the group) Scores
US 91
UK 89
India 48
Costa Rica 15
Russia 39
Japan 46
Arab Emirats 25
0 100 75 50 25
COLLECTIVIST countries INDIVIDUALISTIC countries
China 20
Belgium 75
Norway 69
New Zealand
79
Canada 80
Medium area Extreme area Extreme area
The Expert in Intercultural Management and Organisational Culture
IDV (Relationship to the group) The impacts of dimension 2 of your daily work
PAYS EGALITAIRES
0 100 50
COLLECTIVIST countries INDIVIDUALISTIC countries
COMMUNICATION STYLE
RELATIONSHIP IMPORTANCE
RELATIONSHIP based on…
RECOGNITION
NEGOTIATION
Implicit
Priority
Trust
Collective
Explicit
Secondary
Individual interest
Personalized
What we offer! Who offers it!
The Expert in Intercultural Management and Organisational Culture
IDV (Relationship to the group) Individualists represents 15% of population
0-‐25 26-‐45 46-‐55 56-‐75 76-‐100
The Expert in Intercultural Management and Organisational Culture
IDV (Relationship to the group) Concept of solidarity
0-‐25 26-‐45 46-‐55 56-‐75 76-‐100
GUANXI
UBUNTU
OUMMA KEIRETHSU
CHAEBOL CLAN
The Expert in Intercultural Management and Organisational Culture
Collectivism : bribery is not a sin, it is a illustration of connections
The Expert in Intercultural Management and Organisational Culture
Let’ start to combine dimensions….
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EGALITARIAN INDIVIDUALISTIC
HIERARCHICAL INDIVIDUALISTIC
EGALITARIAN COLLECTIVIST
HIERARCHICAL COLLECTIVIST
INDIA
FRANCE
NETHERLANDS
U.K.
JAPAN
COSTA RICA
US
GERMANY
CHINA RUSSIA
AEM
SPAIN POLAND
FINLAND
PAKISTAN
BELGIUM
The Expert in Intercultural Management and Organisational Culture
Charles de Gaulle (1890 – 1970)
« Every French person wants to benefit from one or several privileges. It’s his way to claim his passion for equality»
Let’ start to combine dimensions….
The Expert in Intercultural Management and Organisational Culture
1
2
3
4
5
© The 5D model A navigation tool which explains cultural differences
RELATIONSHIP TO POWER PDI
RELATIONSHIP TO THE GROUP IDV
MOTIVATION ROOTS MAS
RELATIONSHIP TO UNCERTAINTY UAI
RELATIONSHIP TO TIME LTO
The Expert in Intercultural Management and Organisational Culture
MAS (Motivation roots) Definitions MASCULINE societies : The dominant values in society are achievement, success and material goods. FEMININE societies : The dominant values in society are consensual approach, caring for others and quality of life.
Perceptions assertiveness – discretion
arrogance - weakness
The Expert in Intercultural Management and Organisational Culture
MAS (Motivation’s roots) Scores
Belgium
54 US 62
Venezuela 73
Netherlands 14
Norway 8
Russia 36
Japan 95
UK Germany China 66
New Zealand 58
Spain 42
0 100 75 50 25
FEMININE countries MASCULINE countries
Medium area Extreme area Extreme area
Italy 70
Costa Rica 21
The Expert in Intercultural Management and Organisational Culture
MAS (Motivation roots) KEY IDEAS
FEMININE countries MASCULINE countries 0 100 50
Assertive behavior Modest behavior
Work in order to live Live in order to work
Concensus first Decision first
Sympathy for the unfortunate Admiration for success
Do your best Be the best.
Quality of life Perfomance ambition
The Expert in Intercultural Management and Organisational Culture
1
2
3
4
5
© The 5D model A navigation tool which explains cultural differences
RELATIONSHIP TO POWER PDI
RELATIONSHIP TO THE GROUP IDV
MOTIVATION ROOTS MAS
RELATIONSHIP TO UNCERTAINTY UAI
RELATIONSHIP TO TIME LTO
The Expert in Intercultural Management and Organisational Culture
UAI(Relationship to uncertainty) Definition
The extent to which people feel threatened by uncertainty and ambiguity and try to avoid such situations or try to control them
The Expert in Intercultural Management and Organisational Culture
UAI(Relationship to uncertainty) Scores
Costa Rica 86
US 46
Germany 65
UK 35
Sweden 29
Belgium 94
Japan 92
Singapore 8
Italy 75 India
40
0 100 75 50 25
RELAXED countries ANXIOUS countries
China 30
Finland 59
Medium area Extreme area Extreme area
Arab Emirates
80 Norway
N-‐Zealand 50
The Expert in Intercultural Management and Organisational Culture
UAI (Relationship to uncertainty) Illustration : Japan 92
The Expert in Intercultural Management and Organisational Culture
EMPIRICISTS
John Locke
Charles Darwin
Francis Bacon
Descartes
Kant
Spinoza
UAI (Relationship to uncertainty) Illustration : 2 ways of seeing the world
Observe & try RATIONALISTS
Think & analyse
The Expert in Intercultural Management and Organisational Culture
UAI(Relationship to uncertainty) KEY IDEAS
RELAXED countries ANXIOUS countries 0 100 50
Fewer worries / health & worries
Emotions are contained
Competition is natural
Failure is natural
Flexibility & newness
Few rules
More worries / health & money
Emotions are expressed
Competition is worrying
Failure scares
Toughness & continuity
Emotional need for rules
The Expert in Intercultural Management and Organisational Culture
UAI The concept of failure
RELAXED countries ANXIOUS countries 0 100 50
Identify the person with the action
“I am what I do ” “I am my work “ “I am my offer “
“ I am my company”
Disconnect the person and the action
“I am who I am,
and what I did is my work”
The Expert in Intercultural Management and Organisational Culture
UAI (Relationship to uncertainty) The impacts of dimension 4 of your daily work
PAYS EGALITAIRES
0 100 50
RELAXED countries ANXIOUS countries
PROJECT PREPARATION
EXPERTISE
CHANGE
INNOVATION
RISK TAKING
Action first
Nice to have
Accepted
Natural
Favored
Reflexion first
Essential
Feared
Forced
Controlled
The Expert in Intercultural Management and Organisational Culture
1
2
3
4
5
© The 5D model A navigation tool which explains cultural differences
RELATIONSHIP TO POWER PDI
RELATIONSHIP TO THE GROUP IDV
MOTIVATION ROOTS MAS
RELATIONSHIP TO UNCERTAINTY UAI
RELATIONSHIP TO TIME LTO
The Expert in Intercultural Management and Organisational Culture
A little experience
Long Term Orientation (“LTO”)
Try the fill the missing words My future will start ___________ My present starts ___________ My pass started ____________
The Expert in Intercultural Management and Organisational Culture
LTO (Relationship to time) Scores
Spain 19
Italy 34
U.S. 29
India 61
Norway 44
0 100 75 50 25
SHORT term countries LONG term countries
China 118
Medium area Extreme area Extreme area
Japan Vietnam
80
U.K. 25
New Zealand 30
Belgium 38
The Expert in Intercultural Management and Organisational Culture
Life cycle
Long Term Orientation (“LTO”)
The extent to which society exhibits a pragmatic future orientated perspective rather than a normative historic or near term point of view
The Expert in Intercultural Management and Organisational Culture
LTO (Long Term Orientation) Key IDEAS
L
If A is true, B is not A & B can be true
Matter & spirit integrated
SHORT term countries LONG term countries 0 100 50
Absolute truth
Conventional/traditional
Concern for stability
Quick results expected
Many truths
Pragmatic
Acceptance of change
Perseverance
Matter & spirit separated
The Expert in Intercultural Management and Organisational Culture
PAYS EGALITAIRES
0 100 50
SHORT term countries LONG term countries
Lo
MAIN CONCERN
WORK VALUES
FOCUS
PROFIT
LOYALTY DEPENDS
NEGOTIATION
LTO (Long Term Orientation) in Business
Demand of virtue
Learn, be honest, adapt
Market position
10 years profit
On guanxy, etc..
Possessing the truth
This quarter profit
On bottom line
Freedom/right/achievement
On business needs
Sequential vision Global vision
The Expert in Intercultural Management and Organisational Culture
Symbol of « struggle for life » Illustration : GAMES
SHORT term countries Long term countries 0 100 50
Holistic view
The Expert in Intercultural Management and Organisational Culture
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2
3
4
5
How to use the model?
POWER PDI 40
INDIVIDUALISM IDV 91
MASCULINITY MAS 62
UNCERTAINTY UAI 46
TIME LTO 29
35
15
21
86
--
54
46
95
92
80
U.S. COS INDIA
77
48
56
40
61
31
69
8
50
44
JPN NOR
The Expert in Intercultural Management and Organisational Culture
Thanks for your attention
All Country values on my blog www.cultureclash.co
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Jean-Pierre Coene [email protected] + 32 475 42 16 29
THIS PRESENTION IS AVAILABLE ON www.slideshare.net