Hofstede’s Cultural Dimensions and Models
Hofstede’s Six Cultural Dimensions
Power Distance Index (PDI)
- High PDI (Strong Hierarchy): Strong boss figure, avoidance of public criticism, centralized decision-making.
- Low PDI (Low Hierarchy): Emphasis on equality, open expression of opinions, accessible management.
Individualism vs. Collectivism (IDV)
- High IDV (Individualism): Personal initiative valued, preference for working alone, direct feedback expected.
- Low IDV (Collectivism): Group interests prioritized over individual, focus on harmony, conflict avoidance.
Masculinity vs. Femininity (MAS)
- High MAS (Masculinity): Focus on competition, **performance**, status, and large salary gaps.
- Low MAS (Femininity): Focus on consensus, caring for others, and quality of life.
Uncertainty Avoidance Index (UAI)
- High UAI: Preference for many rules, high stress levels, open display of emotions, conflict avoidance, strong inner urge to **work hard**.
- Low UAI: Flexible approach, few rules, emphasis on emotional control.
Long-Term vs. Short-Term Orientation (LTO)
- High LTO (Long-Term): Emphasis on saving, future planning, and respect for elders.
- Low LTO (Short-Term): Focus on spending now, adherence to absolute truth, and tradition.
Indulgence vs. Restraint (IVR)
- High IVR (Indulgence): Valuing fun, leisure, optimism, and free expression.
- Low IVR (Restraint): Emphasis on discipline, restraint, and seriousness.
Cultural Applications and Behavioral Indicators
Praise and reward the team, not individuals.
→ Low IDV, High MAS
Do not depend on the group for answers; as an individual, you are expected to work on your own and use initiative.
→ High IDV
Enjoying life and having fun will be of higher importance.
→ High IVR
People have an inner urge to work hard.
→ High UAI
Highlight your performance.
→ High MAS
Expect a need for consistency of information.
→ High LTO
You will have to control your emotions; emotional outbursts as a stress reliever will not be accepted.
→ Low UAI
Smiling at someone (especially a stranger) may be suspect.
→ Low IVR
Expect your work to be inspected.
→ High PDI
There is a large savings quota; funds are made available for long-term investment.
→ High LTO
Taking individual initiative may be perceived well.
→ High IDV
Absolute truth and universal guidelines about good and evil.
→ Low LTO
Information is shared openly.
→ Low PDI
If you provide training, people will expect to be entertained to some extent. Try not to be boring.
→ High IVR
The appropriate use of status, whether to present yourself or to address your counterpart, may be more important.
→ High PDI, High MAS
Societies tend to have large differences in salary.
→ High PDI, High MAS
Volunteering to give negative feedback to your superior may be less appreciated.
→ High PDI
Do not offer opinions, ask questions, or express disagreement during a discussion or meeting. Do it after the meeting, informally and in private.
→ Low IDV
The use of appropriate titles and respect for any person who is senior in rank or age may be more important.
→ High PDI
Decision-making is centralized.
→ High PDI
The Onion Model of Culture
The Onion Model explains culture as layers, like an onion. The layers, from outer (most visible) to inner (core values), are:
- Symbols: The outer layer (food, clothing, gestures, accents), which are visible and easy to change.
- Heroes: Real or fictional people admired by the culture, who represent shared values.
- Rituals: The typical social behaviors repeated in daily life, such as greetings, meetings, or how people celebrate events.
- Values: The core layer. These are the deepest and most important beliefs, defining what is right or wrong, polite or impolite, and what brings pride or shame. These core values are invisible and very hard to change—just like cutting into an onion causes tears, touching cultural values creates resistance.
Understanding Cultural Stereotypes
Stereotypes are simplified and often exaggerated ideas that people use to describe entire cultural groups, such as assuming all Germans are rigid, all Spaniards are lazy, or all Italians shout when they speak. They usually appear when we lack knowledge about another culture, so our brain fills the gaps with quick generalizations. The problem is that once we believe one characteristic might be true, we automatically assume that all members of that culture share it, which affects our judgment without us noticing. Although stereotypes can be easy to remember and help us make sense of the world quickly, they are dangerous because they create a superficial, inaccurate image of others and prevent us from understanding the real complexity of a culture.