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China
Country of Interest
United States
Hierarchical
Egalitarian
Hierarchy: Description
HIERARCHY
The way people view authority and power, how much they defer
to people in authority, if they feel entitled to express
themselves, and whether they feel free to make independent
decisions and take initiative.
The defining characteristics of Hierarchy are:
How power is allocated or earned
How organizations are structured and run
Hierarchy
Hierarchical

Egalitarian
Hierarchy
Group
Individual
Group
Interpersonal
Transactional
Relationships
Indirect
Direct
Communication
Controlled
Fluid
Time
Internal
External
Control
Formal

Informal
Formality
Status
Balance
Motivation
RW3 Culture Calculator
The amount of responsibility and control employees have
Expectations of social mobility
You can see attitudes about Hierarchy by these behaviors:
POWER, STATUS AND AUTHORITY
How roles and responsibilities are allocated. How much res pect,
deference, and privilege the team leader and senior
team members are afforded.
LEADERSHIP/MANAGEMENT STYLE
The amount of control, autonomy, and supervision that members
expect and are comfortable with. The extent to
which team members are empowered to take initiative and make
decisions.
STRUCTURE
How the team is structured and how team members are selected.
The type of reporting tools used.
FORMALITY
How formal the team meetings and other interactions are. What

are the accepted levels of formality in verbal and
written communications?
Hierarchy: You
LOW: YOU ARE VERY EGALITARIAN
You believe that roles and responsibilities should be allocated
based on relevant experience, technical expertise and
merit. You think that leadership can be a shared responsibility,
based on functional expertise, and should not take
into consideration a person's rank and title. You see power as
based on information and knowledge.
You believe that external signs of status are unnecessary and
can even be pretentious. You don’t expect people to
demand special status or privileges based on their position in
the hierarchy.
You are inclusive and empowering. You are most comfortable
when you have autonomy and are encouraged to take
initiative. You do not like being micro-managed.
You see the role of the manager as that of a coach who provides
motivation, direction and resources for
subordinates to achieve their objectives. You expect to be
allowed to use your initiative and best judgment to handle
your job responsibilities within delegated limits of authority.
You believe that employees should contribute to
discussions and that their suggestions and recommendations can

be as valuable as that of the manager.
STRUCTURE
You prefer to work in an organization that offers a wide range
of access to people at various levels and across
different departments or business units. You think that flat or
matrix organizational structures operate most
effectively.
You expect employees to be selected based on their functional
expertise and experience rather than rank, title or
status.
Hierarchy: Comparison
LOW TO LOW
Since both you and people in this country share a highly
egalitarian point of view, you will be most comfortable
operating with leadership responsibilities based on skills and
expertise. Status will probably be achieved through
peer respect.
You can, however, enhance your effectiveness by:
Ensuring that you have a sponsor or champion in the
organization that has sufficient authority to provide
access to key resources and decision makers.

Remaining diplomatic when you challenge ideas or authority.
It may be important to decide on how roles, responsibilities and
leadership duties will be determined and
how to ensure necessary visibility and influence within the
organization.
It will be easy for you to work collaboratively with people in
this country since you are equally egalitarian and believe
the role of the manager is to coach, manage resources and
provide guidance.
Even though you share cultural similarities, subtle differences
may be misinterpreted. You can maximize your
performance by:
Recognizing that even the most self-directed individuals within
highly autonomous groups still need to be
sure they are working collaboratively with others to achieve
common goals.
Collectively deciding upon the management style that best
serves employees in the department/work
unit/project.
Expectations regarding the role of the leader may need to be
clarified.
STRUCTURE
The value you place on egalitarianism is shared by others in this
country. You all subscribe to the belief that
decentralization, a streamlined reporting channel and fewer
operational constraints lead to higher morale and more

successful working relationships.
Nonetheless, it is a good idea to remember:
Even when everyone shares common cultural preferences, it is
important to agree upon basic operating
guidelines.
To enable successful working relationships, certain structures
and operating procedures need to be
established from the beginning.
Hierarchy: Discussion
Your profile and the profile of your country of interest score at
the same level. In spite of that, it’s very important for
you to keep in mind that you will encounter distinct subtle
differences that could still present you with stumbling
blocks. It’s always important for you to be observant of local
practices and to adjust your style according to the
signals you get. Even though subtle differences will not show
up in a ranking system, they can be of profound
importance.
Group
Individual
Group: Description
GROUP ORIENTATION
Whether people see accomplishment and responsibility
primarily through the lens of the individual or collective effort.
The defining characteristics of Group are:

Group
The source of an individual's identity and loyalties
The value of individual contributions versus teamwork in
accomplishing and rewarding business goals
The roles and responsibilities of individuals to other family
members
How comfortable people feel with praise and self-promotion
You can see attitudes about Group Orientation by these
behaviors
GROUP VERSUS INDIVIDUAL IDENTITY
Are individuals identified by their group or their own
accomplishments? How do people’s perspective impact loyalty,
relationships and sense of purpose?
KEY MOTIVATORS
Is a team member motivated by the greater good of the group or
by personal, individual issues? Are people
uncomfortable being singled out, whether for recognition or to
express themselves?
DECISION MAKING
To what extent do people feel comfortable making decisions
individually without the group?
Group: You
HIGH: YOU ARE GROUP-ORIENTED

You have a strong group orientation. While you are confident
in your skills and abilities, your sense of identity is
defined by your affiliation with a group, its values and
achievements. It is important for you to work towards a
common cause that forges a sense of cohesion and purpose as
well as group identity. You derive great satisfaction
from collaboration. You are committed to the group and
anticipate that your loyalty will be reciprocated.
KEY MOTIVATORS
Group harmony is very important to you. You believe that
showing individual initiative or acting independently is not
always in the best interest of the group. You do not like self-
promotion and are not comfortable being singled out for
praise or additional responsibilities, particularly in front of the
group. You gain satisfaction from seeing the group
succeed and believe that your individual advancement will be a
result of group endeavors and success, rather than
individual performance.
DECISION MAKING
Group harmony is very important to you, and you believe that
everyone's needs should be thoroughly considered
when making group decisions. You value consensus and want
everyone to feel comfortable with a decision. You
expect others to exchange information and discuss ideas freely.
This means decision making may be a slow
process, since many people need to be consulted. However, once
consensus is achieved implementation is
generally quick.
Group: Comparison
HIGH TO LOW

You are very group-oriented whereas people in this culture have
a more individualistic outlook. This means that they
do not always share your desire to forge a group identity and
are content to work independently or as individual
contributors. This does not mean that they are not loyal to the
group; it is merely a different focus to achieving
business objectives.
To facilitate successful working relationships, you may want to:
Strive to understand their focus on the value of the individual,
even if this initially makes you uncomfortable.
You may become more accustomed to it.
Find ways to illustrate the advantages of combining group
orientation with individual initiative.
Individuals may have varying expectations as to the
implications of being part of the group. It is important,
therefore, to establish a sense of cohesion and mutual
understanding by clarifying the group’s purpose,
goals, and expectations of its members.
KEY MOTIVATORS
You value the group while people from this country are more
individually focused. You tend to be uneasy being

singled out for praise and may become uncomfortable when
others talk about themselves. It’s important to recognize
that people behave differently and others may independently
make decisions and take action because they believe
that group success is based on the combined strength of
individual contributors.
To be successful in this environment, you may need to adapt
some behaviors:
Try to focus less on group harmony and more on the current
task.
Try to take more individual initiative, if possible.
Offer public praise to colleagues who have helped you.
The key to motivating a group is to identify the values they
subscribe to – as individuals and as a group.
DECISION MAKING
In this more individualistic country, you may find that
consensus is not as highly valued in making decisions as you
would desire. The group’s open and frank exchange of ideas
may seem undisciplined to you, while others view it as
a process of hearing individual contributions.
To successfully adapt to this more individualistic approach to
decision-making, remember:
You may not agree with every decision.
Try not to seek consensus for every decision.
Harmony is not as highly valued as hearing from everyone in
the group. Therefore, your interaction with
others may not always be harmonious.
It is important to understand the values driving these diverse
approaches to group dialogue and decision-

making.
Group: Discussion
If you are going to a more Individualistic society …
Don't expect to rely on the group to provide answers. An
individual's importance and self-worth are
determined by his or her ability to think and work
independently.
Try to be accepting of the fact that people live and work more
independently. This may mean that they do not
rely on building trusting relationships or networks of loyal
contacts to fulfill their personal or professional roles
and responsibilities.
As an employer or manager, provide employees with sufficient
opportunities for independent problem solving.
Individuals will respond well to being given the autonomy,
independence and flexibility to get the job done.
Be aware that it is culturally appropriate for employees to
identify opportunities to demonstrate their abilities
and "make their mark." In meetings and presentations,
individuals will strive to distinguish themselves.
Presentations tend to be dynamic and interactive.
Remember that individual expression is encouraged and will be
demonstrated in people's appearance,
behavior and the way they decorate their homes and offices.
Interpersonal
Transactional
Relationships: Description
Relationships

RELATIONSHIPS
The importance and time devoted to building relationships and
developing trust.
The defining characteristics of Relationship are:
What constitutes a relationship and expectations placed on a
relationship
Whether trust is critical to building social or business
relationships
What takes precedence in making a business decision: the
people involved or objective business criteria?
The pace and formality of building new relationships
The appropriateness of mixing business, professional and
personal lives
You can see attitudes about Relationship preferences by these
characteristics:
IMPORTANCE OF TRUST AND BUILDING RELATIONSHIPS
A relationship-oriented person needs to build trust and develop
a relationship before they feel comfortable working
with someone. A transactional person feels comfortable moving
ahead in business without having established a
relationship first. Is trust defined by character and integrity, or
is it based on experience and technical competence?
TRANSACTIONAL VS. PEOPLE ORIENTATION
The impact of a transactional vs. people orientation on
communication style, preferred communication modes,
decision-making style, meetings, etc..
Relationships: You

LOW: YOU ARE VERY TRANSACTIONAL
When interacting with others in a business setting, you don't
need to get to know them well before you can work with
them. Since your orientation is more transactional than
interpersonal, you expect that people have been appointed to
their positions based upon their relevant experience and
technical competence.
You do not expect to socialize outside of the office with the
people you work with. Your expectations concerning
business relationships are limited to people in your professional
network you call upon for work-related issues. You
communicate directly and select the method that is most
convenient and expedient to accomplish your objectives.
Similarly, you expect meetings to proceed on schedule with
little deviation from the agenda and to focus on strategy
and action. When making decisions, you try to be objective and
dispassionate, focusing on business rather than
personal issues.
Relationships: Comparison
LOW TO LOW
The value that you place on getting down to business is shared
by people in this country.

You may find that:
Colleagues are eager to focus on work and may have little time
or patience for social activities.
People in this country may be loyal and committed to achieving
goals but not necessarily to other people.
Introductions and discussions focus on credentials and roles
because this is how more transactional people
develop trust in others.
Relationships are regarded as expedient and not expected to be
of a long duration.
Given differences in personality and culture, people vary in the
amount and type of information they need
about their colleagues in order to develop a level of comfort and
trust.
For successful working relationships, you may want to:
Acknowledge there may be different attitudes about how much
personal information should be shared.
Avoid being exclusively task-focused in your interactions with
others. Some relationship building can
enhance working relationships.
Consider having some work-related social events. You may
discover that such informal situations are where
important exchange of information takes place.
Recognize that some clients, vendors and colleagues may not
share your values or preferred way of
interacting. Be aware of their reactions and try to adopt more of
a task focus or people focus when

appropriate.
Be sensitive to the range of different styles and preferred ways
of communicating to exchange information.
When making decisions, ensure the business agenda is furthered
and the personal impact of decisions is
considered. Encourage others to address and manage potential
conflict so that progress isn’t railroaded by
unexpressed viewpoints and grievances.
When a work unit has members who are both task-focused and
interpersonally oriented, it has the potential
to be even more effective because of the diversity of styles.
Relationships: Discussion
importance.
Indirect
Direct
Communication: Description
COMMUNICATION
The ICAM© Communication Dimension refers to the way
societies communicate, including the use of verbal and

nonverbal expression, the amount of background information
people need for understanding, and how direct or
indirect people speak.
The defining characteristics of Communication are:
The directness or subtleness of the language people use
The importance of verbal vs. non-verbal communication
The amount of information people need to receive—or share—to
understand a message
The importance of brevity in communication
The need to "save face" and maintain harmony through language
The way people share information is culturally based. Cultures
are: high or low context, direct or indirect, and either
rely on non-verbal gestures or not.
Indirect communicators value the quality of the message and the
elegance of the language. Direct communication
cultures value succinct messages that are to-the-point.
Cultures are either high or low context in conveying
information. In low-context cultures, individuals expect only as
much information as they need to accomplish the specific task.
By contrast, high context cultures prefer a
comprehensive picture of the entire project, their role in it and
the role everyone else is playing.
Nonverbal communication--conveyed through body language,
eye contact, tone-of-voice, and hand and body
gestures—is as important as the words people use in many
societies.

Communication: You
MODERATE: YOU ARE MODERATELY DIRECT
Communication
DIRECT VS. INDIRECT
You generally prefer to speak frankly and directly, although you
may modify your style if you are concerned about
being viewed as too direct or confrontational.
You generally express your opinions in a normal speaking voice
but may occasionally raise your voice if you are
passionate about something. You may adopt a more formal tone
in oral and written communications when
appropriate. You regulate your language to avoid using idioms,
sports analogies and technical jargon and may
sometimes use humor when speaking.
NON-VERBAL COMMUNICATION
You are sensitive to non-verbal communication and use it in
your communications. While you tend to communicate
directly, you understand that people can communicate a great
deal without words. You monitor others' body
language, facial expressions and tone-of-voice and modify what
you say or how you say it if they seem confused or
uncomfortable. You understand and respect that people have
different comfort levels regarding personal space and
you are careful to be appropriate about touching their arm or
shoulder to emphasize a point.
CONTENT OR CONTEXT
Typically, you do not need much context to understand a

message. However, you recognize that others may need
additional information to see the big picture. You are careful to
respect the distinction between public and private
information.
AVOIDING CONFLICT / SAVING FACE
You believe that creating a climate that fosters trust and a frank
exchange of opinions is the best way to avoid
conflict. You do not like conflict, but when conflict occurs you
want to manage it swiftly but sensitively, preferably on a
one-on-one basis to protect a person’s self-esteem.
PREFERRED COMMUNICATION MEDIUM
In today’s technology-based environment, it’s important to keep
in mind that different cultures have varying degrees
of comfort with virtual communication. The other areas that
impact virtual meetings are: facility with the language
being used, reliance on non-verbal messages and the comfort to
interrupt a conversation to express yourself.
Communication: Comparison
MODERATE TO LOW
DIRECT VS. INDIRECT
You’re moderately direct, depending upon the circumstances,
while the people in this culture tend to be extremely
direct.
For more effective working relationships you might want to:
Assert yourself and make regular contributions framed in brief,
concise statements. This applies to written

communications as well as personal interactions.
Remember that even though people appear to share a similar
style, differences and preferences still exist.
Practice active listening to ensure complete understanding.
Recognize that non-verbal cues generally play a minimal role in
the way people from this culture
communicate.
Develop a tolerance for highly direct, informal and expressive
language, and be proactive in asking for
clarification of idioms and terms you do not understand.
Anticipate that people may use humor.
People in different cultures may attach value judgments to
distinct communication styles, especially when
the impact differs from the intended message.
NON-VERBAL COMMUNICATION
You are comfortable relying both on the explicit verbal (or
written) message as well as on non-verbal cues when it
comes to conveying or interpreting messages. However, people
from this culture rely primarily on the spoken word
more than non-verbal language.
You can optimize understanding by:
Being sensitive to signs of confusion, frustration or tension
from others and understand that some people
may not be comfortable verbalizing, while others may need
more verbal directness.
When operating in a multi-cultural environment, everyone
should be sensitive to different levels of language

fluency and comprehension, directness of style, pace and tone
of delivery, non-verbal cues, etc.
CONTENT VS. CONTEXT
You should be fairly comfortable working with the direct
communication style.
To be most effective:
Try to develop a comfort level for working with less
background information than you may be accustomed to.
Accept that information may not be freely exchanged and may
be accessed on a need-to-know basis.
Realize that if you have been assigned a specific task, you may
only be given the specific information you
need to function in this capacity.
People have different needs regarding the amount of context and
detail they need regarding objectives.
AVOIDING CONFLICT / SAVING FACE
While you believe that occasional conflict is part of working
with others, you are not completely comfortable
addressing it directly. For this reason, you may need to
recognize that people in this society prefer to address conflict
in more open manner.
At the same time, it is important to be sensitive to people who
try to avoid conflict and need to save face.
When interacting with people who highly value harmony in
relationships, it is important to:

Understand that these individuals highly value unity and
dignity.
Be aware that conflict and individual loss of face is extremely
distressing to the person involved and
disruptive to working relationships.
Realize that criticizing a person publicly can have long term,
negative consequences for working
relationships.
Avoid confronting or criticizing others publicly. Address
conflict swiftly and confidentially with the affected
parties.
Tolerance for conflict and ways to address it vary widely.
PREFERRED COMMUNICATION MEDIUM
Your moderately direct communication style lends itself well to
most communication vehicles (face-to-face meetings,
conference calls, teleconferences, or email, etc.), and people
from this culture share your level of comfort.
When communicating with others, remember the following:
You can be more successful if you check that everyone
understands what is being discussed.
By varying the ways you communicate, you are more likely to
ensure that everyone understands and is able
to express their ideas. For example, follow-up a conference call
by sending action steps or a meeting
summary via email.
Encourage people who are quiet in groups to participate in a
format more comfortable for them. This can be
done by asking them to report on their particular piece of the
project, soliciting their opinions, or asking
everyone to summarize their understanding and next steps
before closing.

Given differing levels of technical expertise and support,
language barriers, preference for a direct vs.
indirect style and time zone differences, the choice of
communication medium may not provide equal
opportunity for all.
Communication: Discussion
If you are going to a more Direct Communication society …
Be polite, but say what you mean and mean what you say.
People prefer directness and authenticity in
communications.
Be aware that while it is rude to interrupt someone, silence is
uncomfortable. Participants in a meeting, for
example, will talk in sequence, usually acknowledging and
continuing the point the previous speaker made.
Information should be meted out on an "as-needed" basis only.
It should be presented, orally or visually, with
clarity and brevity.
Meetings are typically a forum for exchanging information,
assigning tasks or making decisions. It is not
usually necessary to build consensus for team members to
accept and implement a decision.
Do not be surprised if people offer direct praise, criticism or
feedback-even in a public forum like a meeting or
presentation.
Controlled
Fluid

Time: Description
TIME
The degree to which people believe they can control time and
whether schedules or people are more important.
The defining characteristics of Time are:
The amount of control people feel they have over time
The importance of relationships vs. schedules
Attitudes towards timekeeping and punctuality
Comfort level with short range vs. longer term planning
The appropriateness of assigning exact starting and ending
times for social functions or business meetings
Our attitudes about Time are influenced by:
CONTROL OVER TIME
Some people believe they can control time, whereas others
believe it is not controllable. Is time a controllable
commodity? People’s attitude about this also reflects how they
behave when relationships and time are in conflict.
EFFECTIVE PLANNING AND MANAGEMENT
People have different attitudes and comfort levels regarding
agendas, meeting schedules and deadlines. Some
prefer short-term goals; others need a longer range planning
structure.
Time: You
MODERATE: YOU ARE MODERATELY CONTROLLED

CONTROL OVER TIME
You believe that time is sometimes within your control and
other times you cannot control it because there
are elements beyond your control. You judge others'
performance and responsiveness with regard to time on a case-
by-case basis and their professionalism by their work product.
For example, you will accommodate lateness or
missed deadlines if there is a good reason. However, you do not
feel you should tolerate tardiness if it’s a pattern of
behavior.
You generally prioritize your work effectively, meet deadlines
and adhere to a schedule. However, you also believe
that having some flexibility to respond to changing events is in
everyone's best interest.
You believe it’s important to give colleagues, clients, and
vendors your full attention when needed, but expect them
to schedule a time to speak when they want to discuss
something important rather than spontaneously bringing it up
in a meeting or when they see you in the hallway.
Occasionally, relationship issues will take precedence over
keeping to a schedule. For example, you may be late for
a meeting because you spent time on an important phone call or
had an unexpected visitor. However, you make
these judgments on an as-needed basis and you want others to
understand your rationale when you choose
important relationships over schedules.

While you may be comfortable with a broad range of
communications technology, you would rather not conduct
Time
business outside of working hours.
You take satisfaction in organizing your time efficiently and are
respectful of others’ time and schedules. On
occasion, other priorities will take precedence over timelines.
For example, you will enforce critical deadlines but will
alter less important ones when you think that additional time
will improve the outcome.
In meetings, you give everyone a chance to speak, but may
interrupt and get the meeting back on track if you
believe people are wasting time. You expect others to be
responsive and promptly reply to voicemail or email.
However, if they take longer than you wish, you do not infer
anything other than that the person has a heavy
workload or is still working on your request.
When attending a meeting—whether it’s face-to-face or a
conference call—you are punctual and want an idea of
when it will end, and you expect meetings to be guided jointly
by the agenda as well as the time it takes for the group
to exchange information. During projects, you want checkpoints
with some flexibility to changing circumstances that
require timelines to be revised. You respect the need to send or
receive occasional reminders or follow-ups. With
these processes in place, you feel comfortable planning for
short- and medium-term goals, although longer-range
plans require more flexibility.

Time: Comparison
MODERATE TO HIGH
CONTROL OVER TIME
Your moderate approach to managing time and organizing your
work is not always shared by people in this culture
who have a strong need for structure, process and predictability.
To work successfully, be aware that:
Individuals in this culture believe that time is a commodity that
can be spent and saved. As such, if you are
late or miss deadlines they may regard you as inconsiderate,
disorganized or not very committed.
You might consider taking a course on time management to help
you work more comfortably and effectively
with those from this country.
Some people in this culture are more task-focused than
relationship-oriented. They prioritize getting work
done in a timely way and may not consider fostering personal
relationships as part of that objective.
You might explain to others that you work most productively
when there is less emphasis on systems and
constant monitoring. Encourage others to trust you to deliver
high quality results on schedule. At the same
time, try to develop an understanding for others' work style
preferences.
If you have ideas that you believe would positively impact the
outcome of a project, try to find an appropriate
time to raise them—perhaps in a side conversation rather than
during a structured meeting.

While everyone may be equally comfortable with a broad range
of communications technologies, you may be
expected to participate in a business call outside of working
hours in order to accommodate people in other
time zones.
It is important to understand the beliefs and values driving
diverse approaches to time management.
People in this country may be less flexible regarding
organizational and time management skills.
To bridge the gap between your respective approaches, keep in
mind:
People in this culture have a strong preference for implementing
and adhering to very structured systems
and processes for managing time and organizing work. Don’t be
afraid to diplomatically challenge their
thinking by suggesting that it’s possible to continue a
productive discussion even though the meeting time
has ended.
Others may have little tolerance for more spontaneous, loosely
structured, unscheduled conversations,
emails or phone calls. Try to model their approach and
communicate in a direct, brief, targeted style.
Very structured, time-focused people may interpret delays in
responding to requests for information as
demonstrating a lack of competence, efficiency or commitment.
With their very strong sense of control over time and external
events, people in this country feel comfortable
developing detailed plans and timelines for the short- and

medium- term. If you feel some variables have not
been adequately considered, explain your thoughts.
We attach judgment calls to attitudes and behaviors based on
what is valued by a particular culture.
Time: Discussion
If you are going to a society with a Controlled Time orientation
…
Time is considered to be a manageable commodity within the
individual's control. Being late or disorganized
is considered rude and/or unprofessional.
Time management is a highly valued skill in a Controlled Time
culture.
Do not be offended if invitations to social functions state an
ending time as well as a start time. Similarly,
expect to be interrupted if your contributions in a meeting are
too long and wordy. And understand that
sometimes a meeting is wrapped up before everyone has the
opportunity to fully express their views.
It may be inappropriate to "drop in" to visit a neighbor or meet
with your boss unannounced. People prefer to
be consulted beforehand so they can schedule your visit in a
time efficient manner and be prepared for your
visit.
Always plan to arrive at business meetings or social
engagements on time. If you are running late, call to
advise people and apologize on arrival.
Internal

External
Control: Description
CONTROL
The perception of how much control people think they have
over their lives and destiny, and their comfort with
change, risk-taking and innovation.
The defining characteristics of Control are:
Openness to change and innovation
Willingness to take risks
If people feel they control their destiny or if their environment
controls them
The preference for rules and structure
How the organization encourages and rewards initiative, and
permits failure
You can see attitudes about Control by these behaviors:
CHANGE AND INNOVATION
What are team members’ attitudes towards change and
innovation?
SHOWING INITIATIVE & TAKING RISKS
Is the team encouraged and rewarded for showing initiative and
taking risks or for following rules and structure?
Control: You
HIGH: YOU HAVE A STRONG SENSE OF INTERNAL

CONTROL
You believe you can control many aspects of your life,
including your personal and professional destiny. You are
open to change and innovation and feel comfortable taking
risks. You prefer to work in an environment where people
make decisions fairly quickly and are encouraged and rewarded
for taking risks.
You prefer flexibility and autonomy and find reliance on rules
and structure unnecessary and at times restrictive. This
Control
is because you believe that people should have an inner sense of
discipline.
When you manage others, you believe that allowing people to
have autonomy shows trust and may result in
dynamic, productive and innovative work. You believe that
career advancement is contingent on personal
performance and proactively seeking opportunities.
Control: Comparison
HIGH TO HIGH
CHANGE AND INNOVATION
People in this culture share your belief that you have a lot of
control overyour environment. You try to proactively
manage much of what happens in your world and try to harness

external forces to create positive changes.
To ensure optimal working relationships and to avoid group-
think, remember:
You have a high tolerance for change and are future-oriented.
You believe that most aspects of work are
controllable and when external circumstances change, you try to
adapt and regain control. As such, you
encourage risk taking and failure is rarely stigmatized.
Accordingly, failure might be attributed to a variety of
reasons, only one of which is poor performance.
When interacting with clients or colleagues, remember that
others may have different attitudes towards risk,
and may not be as convinced about a positive outcome.
Before acting on an idea, slow down and consider the process.
Be sure you have not missed vital information
in your enthusiasm to move ahead. You might want to consult
with others who can challenge your thinking
and processes.
When making decisions and solving problems, you prefer to
brainstorm innovative solutions. You can
moderate the tendency to do too much of this by suggesting that
solutions incorporate historically successful
strategies.
A person's sense of control of his/her external world and ability
to shape personal and professional destiny
influences attitudes toward initiative taking, risk, goal
achievement and personal career management.
SHOWING INITIATIVE & TAKING RISKS

For everyone to continue to feel comfortable taking risks,
establish a working environment where risk taking
is rewarded and failure is not punished.
Be aware that taking risks may be viewed differently by
external clients or vendors, etc.
People in this country prefer to work with a lot of autonomy and
minimal, very flexible processes, systems,
roles and responsibilities. Despite this, some people may need
more structure.
People are motivated by appropriate reward systems. It is
important to create transparent structures and
systems, and clearly articulate the behavioral and performance
norms that will be valued and rewarded.
Control: Discussion
importance.
Formal
Formality
Formality: Description

FORMALITY
The defining characteristics of the ICAM© Formality dimension
are:
The importance of appearance and demeanor as an indicator of
status
The importance of protocol and etiquette
The appropriate use of titles, surnames and honorifics
Appropriate ways of meeting people, building relationships and
entertaining
In formal cultures, the size and location of offices in a business
setting, the quality of dress and accoutrements, the
use of titles and the type of car you drive are extremely
important. All of these symbols are cues to others about your
rank in the world. In formal cultures, the use of titles is critical.
The formal style influences written and oral
communication, as well as working in teams.
In more informal cultures, the visible trappings of authority are
obscure. Indeed, it can be very difficult for a
newcomer to make sense of the situation. A CEO, for example,
may sit in an open cubicle alongside other
employees, dress as casually as they do and drive a practical,
family car. But make no mistake there is a level of
deference and acknowledgement of status in informal cultures
as well. Subtle gestures can take on great meaning,
and business titles imply all the same levels of authority as they
do in a formal culture.
Formality: You
MODERATE: YOU TEND TO BE MODERATELY FORMAL

You believe that some degree of deference and respect is
important even in informal settings. You recognize that
some of your colleagues are more or less formal than you, and
in some cases will use titles and other visible signs of
deference.
Formality: Comparison
Moderate to Low
People from this culture are low on the formality scale. Many of
their behaviors will be informal, such as the
immediate use of first names and a preference for casual dress.
Be aware that these behaviors stem from deep-
seated values. Greetings, personal space and body language may
be different. Some societies kiss, some touch and
some have firm handshakes.
While you may retain a similar degree of informality when
dealing with an employee or a boss, people from this
country will have a less pronounced difference when dealing
with managers and workplace superiors.
Formality: Discussion
If you are going to a more Informal society …
Invitations to a social or business function might be vague and
unspecific. Check with a colleague, local
national or fellow expat if in doubt about specifics such as
appropriate time to arrive and leave, dress code
and gift giving.
Don't be surprised or offended if people address you by your

first name—or even abbreviate it without your
permission.
Ostentatious displays of wealth or status may be considered
pretentious and arrogant.
Recognize that lines may be blurred—lines between socio-
economic groups, lines between personal and
professional lives and status in the organizational hierarchy.
Status
Balance
Motivation: Description
MOTIVATION
The defining characteristics of the ICAM© Motivation
dimension are:
The relative importance and value attached to professional vs.
personal lives
The presence or absence of government-sponsored initiatives
relating to family welfare benefits
How status and success are defined by a society
Tolerance for blurring the lines between professional and
personal lives
In Status Motivation environments professional achievement
defines an individual's sense of identity, self-worth, and
status in the world. Hard work and personal achievement leads
to a sense of well-being. Status and recognition are
obtained by personal accomplishment and a job well done. High
Status Motivation cultures are goal oriented,
measuring people's values against their abilities to achieve

those goals. Performance objectives are clearly defined
and on-the-job performance is measured against these objectives
for bonuses, promotions, retention, or recruitment
for participation in special projects.
In Balance oriented cultures, great value is placed on
relationships and personal characteristics. People in these
societies work to live rather than live to work. The organization
cannot easily interfere in the private lives of
individuals. Since expectations directly affect motivation, status
is closely tied to reward structures. People aren't as
likely to be motivated strictly by compensation since money
isn't a source of status.
People in Status Motivation cultures will readily talk about
their own achievements, what they do for a living, as well
as personal accomplishments. In contrast, people from Balance
motivation cultures, who adopt a more balanced
approach to work and life will seek to get beyond the
professional identity and get to know the "whole person". An
individual's values as reflected in how they spend their time
outside of work is important information on which to base
a trusting, close business relationship.
Motivation: You
MODERATE: YOU ARE MODERATE ON THE MOTIVATION
SCALE
You are prepared to make some accommodations of your
personal and family time to address workplace issues.
Nevertheless, you are quite protective of your personal life and
want it to be separate from your work life.

You do not believe your status in life is determined by your
workplace accomplishments, but you understand the
importance of achieving workplace goals and deadlines.
Motivation: Comparison
Moderate to High:
You are moderate on the Motivation scale. You are prepared to
accommodate work by putting personal and family
time on hold, which will be more of an expectation of your
workplace superiors in this country.
Motivation
You are somewhat protective of your personal life and want it
to be separate from your work life. However, people
from this culture view this differently and may even interpret
this as a lack of dedication. It's a good idea to observe
the way your coworkers manage their business and personal
lives. Try to see how you can accommodate in ways
that still feel genuine to you.
Motivation: Discussion
If you are going to a Status Motivation society ...
Recognize that to succeed in this environment, you will be
expected to make sacrifices in the form of longer
work hours, shorter vacation allowances and possibly frequent
travel or moves.

Be aware that people will discuss business anytime, anywhere
with anyone.
Recognize that people will use professional identity and
achievements to evaluate others, and to provide a
frame of reference for relating to others.
Whether in a new social or business situation, always be
assertive and introduce yourself. Self-promotion is
an acceptable part of the business culture in this competitive
environment. Always carry business cards.
Expect people from different social backgrounds to work and
socialize comfortably together. Rather than
family background or connections, individuals will be
evaluated—and define themselves—based on
professional or personal accomplishments.
Culture Assessments of expansion strategy: evaluating
your culture calculator assessment results compare the cultural
characteristics of your home country and your country of
interest for your expansion strategy. Write a brief paper (2-3
pages) numbering and answering each of the following
questions:
1. Highlight all cultural similarities and differences between
your home country and country of interest.
2. Identify the key talent management challenges you expect
entering into this country and which HR practices will need to
be revised as a result of these cultural differences.
3. Attach as an appendix a copy of your culture calculator
results (the one that also includes your cultural characteristics
in comparison to your home and host countries).

Home CountryChinaCountry of InterestUnited States

Home CountryChinaCountry of InterestUnited States

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