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As I mentioned a study by Hofstede perhaps it wise to at least look at his work on cultures. Although I think it is best to make judgments on individuals as individuals it is at least worth considering the issues that give each of us a propensity to behave in a certain manner. Again I caution on making sweeping generalizations based on assumed attitudes resulting from observations regarding race, colour, religion, age, sex, generation, socio economic background or appearance. “Ask don’t tell” is still the best strategy.
Hofstede’s research indicated four main areas of national culture; small or large power distance, individualistic or collectivist philosophy, high or low uncertainty avoidance and finally quantity of life (materialistic), versus quality of life (relationships and concern for each other). As managers/leaders Hofstede helps us understand what we may be dealing with when we are working in a multi-racial or international group. Remember, these are ‘clues’ to potential differences in doctrines, not facts and they should only be used to help us figure out what questions it might be worth asking to explore why one individual reacts to certain stimuli differently to another.
A few examples of small and large power distance are; inequalities among people should be minimized (small), v’s Inequalities among people are both expected and desired (large), parents and children are equal (small) v’s parents expect obedience and children show respect (large). In the classroom teachers are our equals (although experts) who transfer impersonal ‘truths’ and expect students to show initiative (small) v’s teachers are gurus that take all the initiative and transfer ‘personal’ wisdom (large). In organisations in small distance societies, decentralized hierarchies (which bring inequality) are established for convenience only, whereas in large power distance societies hierarchical inequality with power centralized is a reflection of ‘real’ existence and it is expected to maintain this ‘natural’ inequality. Again in small distance societies, moderately paid, resourceful democratic bosses are expected to consult with reasonably paid subordinates, versus (large) where highly paid benevolent autocrats are expected to be good ‘mums’ and ‘dads’ and tell poorly paid subordinates what to do. Importantly in small power distance societies, power is based on formal position, expertise, the ability to give rewards and its use should be legitimate and subject to the criteria of good and evil. Conversely in large distance societies power is based on association with powerful individuals, family or friends, charisma, the ability to use force, where might prevails over right, that is, whoever holds the power is right and good.
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