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Hofstede’s findings in full can be found on the web and I recommend them as a great way to start thinking about the differences you may encounter in a multicultural or international workplace.
In a particular it can explain why many around us (that come from high uncertainty avoidance societies) show anxiety about an uncertain future particularly in times of change and how change induces stress (and often aggressiveness) and why for some formal rules and structures are protected to reduce risk. New ideas on ways of doing things for some can be seen as little more than, not to be tolerated ‘deviant’ behavior. Uncertainty avoidance individuals who feel relatively threatened will strive to believe in a common set of absolute truths (“the way we did it in the past”), with time focus being the now and the past and the traditional hierarchy seen as determining their wellbeing. These individuals will constantly seek direction from a trusted leader in the hierarchy and avoid personal responsibility because mistakes are seen as ‘sins’ that will exact punishment.
Although here again I have been discussing societies in general some families I believe produce these types of individuals in all societies so when looking to influence others around us we must be conscious of these traits. Again it is best to ask (tactfully) to understand another’s motivation rather than assuming.
If we add to a work situation a “masculine society”, assertive, materialistic, quantity of life individual who is trying to lead/manage and associate with a; sensitive, relationship oriented, group-welfare valuing, ‘quality of life’ driven flock of people, you can see why difficulties occur. A great example; many hotel GM’s are Austrian, who rank as no 2 in the world in masculine orientation. Imagine an Austrian GM trying to deal with a Thai workforce that rank at no 44, i.e. have a more “feminine” or relationship approach to life.
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