The dimension Uncertainty Avoidance has to do with the way that a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? This ambiguity brings with it anxiety and different cultures have learnt to deal with this anxiety in different ways. The extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these is reflected in the UAI score.
D bw p - country profiles - denmark
Demark (…) corresponds to the
faculty of determining the
validity of evidence.
The Danes are, indeed, noted
for their good sense, sound
judgment, and clear, vigorous
thought; and they show
remarkable similarity to the
English in their character, spirit,
and ways of thinking and
Psychology of the Nations
Denmark scores very low in Power
• Very egalitarian mindset
• The Danes believe in
• equal rights,
• accessible superiors
• employee autonomy
• management that facilitates and
• Workplaces have a very informal
• Direct and involving communication
and on a first name basis
Denmark is an individualistic society
• High preference for a loosely-knit
social framework in which individuals
are expected to take care their
immediate families only
• Danes. Small talk is kept at a
minimum and you do not need to
create relationships first.
• Danes are also known for using a
very direct form of communication.
• It is important to keep the life/work
balance and you make sure that all
• An effective manager is supportive to
his/her people, and decision making
is achieved through involvement
• Managers strive for consensus and
people value equality, solidarity and
quality in their working lives
Denmark is a feminine society
• Conflicts are resolved by compromise
and negotiation and Danes are known
for their long discussions until
consensus has been reached
With a score of 23 Denmark scores low
on this dimension
• Danes do not need a lot of structure
and predictability in their work life.
• Plans can change overnight, new
things pop up and the Danes are fine
• Curiosity is natural and is encouraged
from a very young age.
• What is different is attractive!
• Appointments are necessary.
• Send an agenda before the meeting and work from it without deviation.
• You should arrive at meetings on time. The Danes you are meeting will be
• Shake hands with everyone upon arriving and leaving. Handshakes should be
very firm and rather short. Maintain eye contact while being introduced.
Always shake hands with women first.
• Decisions are made after consulting
with everyone involved.
• Presentations should be well-organized
and factual: use facts, figures and charts
to back up statements and conclusions.
• Danes prefer to get down to business
quickly: communication is direct.
• The Danes like to treat all people with
equal respect and deference.
• Denmark is a controlled-time culture, and
adherence to schedules is important and
• The role of the leader is to harness the
talent of the group assembled, and
develop any resulting synergies.
• The leader will be deferred to as the final
authority in any decisions that are
made, but they do not dominate the
discussion or generation of ideas.
• Cross cultural management needs to
understand the Danes fundamental belief
in an egalitarian society.
• Humor is an important factor - mild cynicism is acceptable.
• They are very interested in profit but often pretend it is only secondary.
• They insist on tolerance of views and flexibility.
• Stick to facts and analyse them intelligently.
• Make all proposals seem reasonable.
• Being overly serious; Danes think Swedes are so.
• Showing you think you are cleverer than they are.
• Laughing at them or at things Danish.
• Patronizing them in any way.
• Showing too much interest in materialism
or bottom-line focus.
• Infringing on anybody 's rights.
When Cultures Collide: Leading Across
Cultures, by Richard D. Lewis