Intercultural communication 8A
Dimensions of culture: Geert Hofstede’s approach - continuation
I. Power distance
1) This dimension refers to the way in which societies tend to manage inequalities. It is the
extent to which the less powerful members of institutions and organizations accept the fact
that power is distributed unequally.
2) Low power distance:
a) people feel uncomfortable with inequalities,
b) there is limited dependence of subordinates on superiors (a boss is a ‘resourceful
democrat’ and subordinates are rewarded for taking initiative).
c) staff expects to be consulted (there is a flat hierarchy),
d) people relate to one another more as equals regardless of formal positions.
3) High power distance:
a) inequalities are expected, and power relations are expected to be more autocratic and
paternalistic.
b) staff expects to be told what to do (there is a steep hierarchy) and subordinates are
closely supervised.
c) the emotional distance between subordinates and superiors is large, and subordinates are
unlikely to contradict their superiors directly.
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4) Hierarchical cultures – as they generally have a high/large power distance, they reflect a
Theory X management model, in which old-style authoritarian leadership and
communication behaviours are used. A Theory Z model is a more modern style of
management that values a team-oriented, collaborative effort. This business model, which
encourages open discussion and participation among employees, works best in cultures
where the power distance is relatively small/low (Goodman, Intercultural Communication
for Managers, 2013).
II. Uncertainty avoidance
1) This dimension reflects a society’s tolerance for uncertainty and acceptance of risk.
2) Low uncertainty avoidance:
a) people accept and feel comfortable in unstructured situations or changeable
environments.
b) people try to have as few rules as possible, they like risk-taking.
c) disagreeing is normal.
d) common sense is appreciated.
3) High uncertainty avoidance:
a) people try to minimize the occurrence of unknown and unusual circumstances and to
proceed with careful changes, step-by-step planning, and implementation of rules, laws,
and regulations. Order is a must (Ordnung muẞ sein).
b) the more structure, the better (there is a need for written rules.
c) there is a strong need for consensus.
d) specialised knowledge is appreciated.
III. Long-term orientation to life vs. short-term orientation to life
1) This dimension describes to what extent people in society exhibit a pragmatic future-
oriented perspective rather than a normative historical point of view.
2) Long-term orientation cultures:
a) people are focused on the future,
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b) they delay short-term material or social success or even short-term emotional
gratification in order to prepare for the future,
c) they value persistence, perseverance, saving, and being able to adapt.
d) examples of countries: China, Japan, and Hong Kong.
3) Short-term orientation cultures:
a) people are focused on the present or past and consider them more important than the
future
b) they value tradition, the current social hierarchy, and fulfilling your social
obligations,
c) they care more about immediate gratification than long-term fulfillment.
d) examples of countries: Pakistan, West Africa, Philippines.
IV. Indulgence vs. restraint
1) This dimension is mainly related to national levels of subjective happiness and describes
the importance of leisure, life control, and freedom of expression.
2) Indulgent cultures
a) tend to focus more on individual happiness and wellbeing,
b) allows relatively free gratification of basic and natural human desires related to
enjoying life and having fun,
c) examples of countries: Mexico (97), Nigeria (84), Sweden (78), USA (68).
3) Restrained cultures
a) suppresses gratification of needs and regulates it by means of strict social norms,
b) leisure time is less important in such cultures than in indulgent ones,
c) examples of countries: Egypt (4), Russia (20), China (24), and Germany (40).
