Successful in Germany with Intercultural Competence. Cultural Models (1) The Dimensions of culture by Hall, Hofstede and Trompenaars

Transcription

1 Successful in Germany with Intercultural Competence Cultural Models (1) The Dimensions of culture by Hall, Hofstede and Trompenaars Intention: Explore our cultural identity Common Denominator: Culture models Categories of cultures Common Language: Fundamental terminology 2 1

2 Where everything started: Samuel Phillips Huntington ( ) PhD in Politics (Harvard) 1996 The Clash of Civilizations and the Remaking of World Order 3 Samuel Phillips Huntington, The Clash of Civilizations and the Remaking of World Order (1996) The theorie of cultur areas: 4 2

3 HALL EDWARD T., HALL MILDRED, Understanding cultural differences, Intercultural Press, Yarmouth, Maine, 1990 HALL, EDWARD T., Beyond Culture, Anchor Books, New York, The Dimensions of Culture by Hall Space (big vs. small bubble ) Context (low vs. high context) Time orientation (monochronic vs. polychronic) Information (fast vs. slow flow) 6 3

4 The Dimensions of Culture by Hall: Space Much private space Little private space Closed doors, single offices No touching without permission Enter private rooms only with permission Large rooms, no partitions Touching is allowed/common Managers and staff in same office Germans Southern Europeans 7 The Dimensions of Culture by Hall: Context Low Context High Context Information is explicitly communicated Many rules Apologies must be clearly articulated Information is embedded in body, language, voice tone, facial expression Information through formal networks Few rules Apologies are implicit Germany Japan 8 4

5 The Dimensions of Culture by Hall: Time orientation Monochronic Time can be measured exactly People do one thing after the other Punctual Tasks related Stick to plans Short term related Polychronic Time is an elastic band Tasks are treated simultanously Deadlines are flexible People related Plans are flexible Long term related Germany, USA France, Mexico 9 The Dimensions of Culture by Hall: Information Slow - Flow Fast - Flow Information is planned carefully Information is detailed Direct communication Monochroniccultures Low context cultures Information is ingenuous Little detailed information Indirect communication Polychronic cultures High context cultures 10 5

6 Hofstede, Gert Jan, Pedersen, Paul B. and Geert Hofstede, Exploring Culture. Exercises, Stories and Synthetic Cultures, Boston London: Intercultural Press Hofstede, Geert, Masculinity and Femininity. The Taboo Dimension of National Cultures, Thousand Oaks London New Delhi: Sage 1998 (Cross-Cultural Psychology Series 3). 11 The Cultural Dimensions by Hofstede Masculinity Feminine Culture Masculine Culture Social values Modesty = Virtue Men and women may cry Work for living Manager looking for consensus Ideal = Social Welfare Environment is prior Solving conflicts by negotiating Many female leaders Material success and progress Men = ambitious, hard Women = social Live for working Manager are decisive Ideal = Performance Economic growth is prior Solving conflicts by power and war Few female leaders 12 6

7 The Cultural Dimensions by Hofstede Masculinity Collectivism Uncertainty avoidance Power distance Virtues 13 Index of Masculinity by Hofstede: Score Country MAS Score Score Country MAS Score Rank or Region Rank or Region 1 Japan Singapore 48 2 Austria Israel 47 3 Venezuela 73 30/31 Indonesia 46 4/5 Italy 70 30/31 West Africa 46 4/5 Switzerland 70 32/33 Turkey 45 6 Mexico 69 32/33 Taiwan 45 7/8 Ireland Panama 44 7/8 Jamaica 68 35/36 Iran 43 9/10 Great Britain 66 35/36 France 43 9/10 Germany 66 37/38 Spain 42 11/12 Philippines 64 37/38 Peru 42 11/12 Colombia East Africa 41 13/14 South Africa El Salvador 40 13/14 Ecuador South Korea United States Uruguay Australia Guatemala New Zealand Thailand 34 18/19 Greece Portugal 31 18/19 Hong Kong Chile 28 20/21 Argentina Finland 26 20/21 India 56 48/49 Yugoslavia Belgium 54 48/49 Costa Rica Arabia Denmark Canada The Netherlands14 25/26 Malaysia Norway 8 25/26 Pakistan Sweden 5 27 Brazil

8 The Cultural Dimensions by Hofstede Power Distance Low High Egalitarianism Team oriented Modesty Strong leadership Hierarchy Respect to parents and teachers Northern /Western Europe Eastern / Southern Europe 15 The Cultural Dimensions by Hofstede Collectivism Collective Culture Individual Culture Accommodation to others Group is important Loyalty Harmony No consideration for others Individual is important Egoism Poor Countries Rich Countries 16 8

9 The Cultural Dimensions by Hofstede Uncertainty Avoidance High Low Many rules Discipline Rigidity Dogmatic Alien = dangerous Few rules Tolerant Alien = new / interesting Russia, Germanic Countries, France, Belgium Anglophone Countries, China, Singapore, Denmark 17 The Cultural Dimensions by Hofstede Virtues Short Term Thinking Long Term Thinking Vitality Munificence Living today Africa, Pakistan, Philippines Europe Hard work Persistence Stinginess Savings for the future Eastern Asia, Netherlands 18 9

10 Trompenaars, Fons, Riding the Waves of Culture: Understanding Cultural Diversity in Business, London Boston: Nicholas Brealey Publishing Trompenaars, Fons und Hoopen, Peter Ten, The Enlightened Leader: An Introduction to the Chakras of Leadership, Hoboken, NJ: Wiley & Sons The Categories of Cultures by Trompenaars: The onion (bubble) Outer layer: Behaviour Middle layer: Norms and Values Core: Basic Assumptions 20 10

11 1. Universalism vs. Particularism 2. Individualism vs. Collectivism 3. Neutral vs. Affective 4. Specific vs. Diffuse 5. Achievement vs. Ascription 6. Sequential vs. Synchronic Time 7. Internal vs. External Control 21 Universalism Particularism Task related Contracts are detailed and binding Impersonal discussions Standardised procedures / consistency Changing system changes relations Fairness based on objects Head-Office is dominant North-America, Germany, Scandinavia, Netherlands, Switzerland People related Contracts are subject to negotiation Discussions may deviate Private information is important Informal networks are important Changing relations will change the system Fairness based on personality Head-Office will be ignored Asia, Latin-America, France, Spain, Russia, Arabic Countries 22 11

12 Individualism Decisions taken fast Autonomous decisions Target: fast contract Translator is neutral One single person in a meeting Collectivism Long decision phases Decisions take after consulting company Target: long term business relation Translators also interpret the text Several persons in a meeting North-America, Spain, Netherlands, Switzerland Mexico, Japan, China, France 23 Neutral Affective Formal, reticent Little physical contact Monotone in presentations Task oriented Self-control is positive Asia, Netherlands, Sweden, Canada, Great Britain Loud, emotional Much physical contact Enthusiastic in presentations Personal oriented Enthusiasm is positive Arabic Countries, Spain, France, Latin-America 24 12

13 Specific Diffuse Direct, appropriate Exact, decisive, clear Come fast to the point Meetings are clearly structured Object and target important Precise/detailed instructions Reports start with summary Germany, USA, Scandinavia, Netherlands, Switzerland Indirect, discursive diplomatic, ambiguous, evasive Many ways lead to Rome Meetings are flexible concerning time/subjects Title, age, relations important Instructions leave room for interpretation Reports end with summary Asia, Arabic Countries, Latin-America, Austria, France, 25 Achievement Ascription Title = Competence Naming by title = Exception Negotiation: expertise important Decision taking by expertise Title = Status (in Organisation) Naming by title = Common Negotiation: Title, position important Decision taking by superior USA, Germany, Scandinavia Romanic Countries, Latin-America 26 13

14 Sequential Time Synchronic Time Time can be measured exactly People do one thing after the other Punctual Tasks related Stick to plans Short term related Time is an elastic band Tasks are treated simultaneously Deadlines are flexible People related Plans are flexible Long term related Germany, USA France, Mexico 27 Internal Control External Control Dominant attitudes Egocentric Target oriented Strict in negotiations Conflicts are discussed openly Precise targets = fixed premiums USA, Great Britain, France, Spain, Netherlands Flexible attitudes Group oriented Relation oriented Patient in negotiations Conflicts need time and calmness Targets are reached by work place improvements China, Japan, India, Arabic Countries 28 14