Cultural values differ between countries in important ways. Hofstede's cultural dimensions theory identifies six dimensions that describe cultural variations: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long-term vs short-term orientation, and indulgence vs restraint. While values like equality may be universally important, behaviors seen as exemplifying values can differ cross-culturally. Understanding these cultural differences in communication styles and value priorities is important for improving intercultural relationships.

1. VALUES
Cross-cultural Comparison of Values
EDUCATION

2. CULTURAL VALUES
Cultural values are a culture's core beliefs about
what's good or right. We all have cultural values.
These are sometimes called 'cultural value
preferences'. They’re informed by the cultures we
most associate ourselves with. These values are
neither positive nor negative - they're just
differences. Cultural values can influence the way
we treat others and want others to treat us.

3. HOFSTEDE’S CULTURAL
DIMENSIONS THEORY

4. • Hofstede’s Cultural Dimensions Theory,
developed by Geert Hofstede, is a
framework used to understand the
differences in culture across countries.
• Hofstede’s initial six key dimensions:
DESCRIPTION

5. • The power distance index describes the extent to which the less powerful
members of an organization or institution — such as a family — accept and
expect that power is distributed unequally. Although there is a certain
degree of inequality in all societies, Hofstede notes that there is relatively
more equality in some societies than in others. Individuals in societies that
have a high degree of power distance accept hierarchies where everyone
has a place in a ranking without the need for justification. Meanwhile,
societies with low power distance seek to have an equal distribution of
power. The implication of this is that cultures endorse and expect relations
that are more consultative, democratic, or egalitarian.
POWER DISTANCE INDEX

6. In countries with low power distance index values, there tends
to be more equality between parents and children, with parents
more likely to accept it if children argue or “talk back” to
authority.
In low power distance index workplaces, employers and
managers are more likely to ask employees for input; in fact,
those at the lower ends of the hierarchy expect to be asked for
their input (Hofstede, 1980).
Meanwhile, in countries with high power distance, parents
may expect children to obey without questioning their authority.
Those of higher status may also regularly experience obvious
displays of subordination and respect from subordinates.

7. Superiors and subordinates are unlikely to see
each other as equals in the workplace, and
employees assume that higher-ups will make
decisions without asking them for input.
These major differences in how institutions
operate make status more important in high
power distance countries than low power
distance ones (Hofstede, 1980).

8. Individualism and collectivism, respectively, refer to the integration of
individuals into groups.
Individualistic societies stress achievement and individual rights,
focusing on the needs of oneself and one’s immediate family.
A person’s self-image in this category is defined as “I.”
In contrast, collectivist societies place greater importance on the goals
and well-being of the group, with a person’s self-image in this
category being more similar to a “We.”
COLLECTIVISM vs. INDIVIDUALISMSM

9. Those from collectivist cultures tend to
emphasize relationships and loyalty more than
those from individualistic cultures.
They tend to belong to fewer groups but are
defined more by their membership in them. Lastly,
communication tends to be more direct in
individualistic societies but more indirect in
collectivistic ones (Hofstede, 1980).

10. The uncertainty avoidance dimension of Hofstede’s cultural dimensions
addresses a society’s tolerance for uncertainty and ambiguity.
This dimension reflects the extent to which members of a society
attempt to cope with their anxiety by minimizing uncertainty. In its most
simplified form, uncertainty avoidance refers to how threatening change is to
a culture (Hofstede, 1980).
A high uncertainty avoidance index indicates a low tolerance for
uncertainty, ambiguity, and risk-taking. Both the institutions and individuals
within these societies seek to minimize the unknown through strict rules,
regulations, and so forth.
People within these cultures also tend to be more emotional.
Uncertainty Avoidance Index

11. In contrast, those in low uncertainty avoidance cultures
accept and feel comfortable in unstructured situations or
changeable environments and try to have as few rules as
possible. This means that people within these cultures tend to be
more tolerant of change.
The unknown is more openly accepted, and less strict rules and
regulations may ensue.
For example, a student may be more accepting of a teacher
saying they do not know the answer to a question in a low
uncertainty avoidance culture than in a high uncertainty
avoidance one (Hofstede, 1980).

12. Femininity vs. masculinity, also known as gender role
differentiation, is yet another one of Hofstede’s six dimensions
of national culture. This dimension looks at how much a
society values traditional masculine and feminine roles.
A masculine society values assertiveness, courage,
strength, and competition; a feminine society values
cooperation, nurturing, and quality of life (Hofstede, 1980).
Femininity vs. Masculinity

13. A high femininity score indicates that traditionally feminine
gender roles are more important in that society; a low
femininity score indicates that those roles are less important.
For example, a country with a high femininity score is
likely to have better maternity leave policies and more
affordable child care.
Meanwhile, a country with a low femininity score is likely
to have more women in leadership positions and higher rates
of female entrepreneurship (Hofstede, 1980).

14. The long-term and short-term orientation dimension refers to
the degree to which cultures encourage delaying gratification or
the material, social, and emotional needs of their members (Hofstede,
1980).
Societies with long-term orientations tend to focus on the
future in a way that delays short-term success in favor of success
in the long term.
These societies emphasize traits such as persistence,
perseverance, thrift, saving, long-term growth, and the capacity for
adaptation.
Short-Term vs. Long-Term Orientation

15. Short-term orientation in a society, in contrast,
indicates a focus on the near future, involves delivering
short-term success or gratification, and places a
stronger emphasis on the present than the future.
The end result of this is an emphasis on quick results
and respect for tradition. The values of a short-term
society are related to the past and the present and can
result in unrestrained spending, often in response to
social or ecological pressure (Hofstede, 1980).

16. Finally, the restraint and indulgence dimension considers the
extent and tendency of a society to fulfill its desires.
That is to say, this dimension is a measure of societal impulse
and desire control. High levels of indulgence indicate that society
allows relatively free gratification and high levels of bon de vivre.
Meanwhile, restraint indicates that society tends to suppress the
gratification of needs and regulate them through social norms.
Restraint vs. Indulgence

17. For example, in a highly indulgent society,
people may tend to spend more money on
luxuries and enjoy more freedom when it
comes to leisure time activities. In a restrained
society, people are more likely to save money
and focus on practical needs (Hofstede, 2011).

19. How to Improve Cultural
Awareness with
Intercultural
Communication Skills?

20. Cultural diversity has found a niche in today’s post-
pandemic workplace, and with good reason. There’s
strong proof that it improves brand value, innovation,
talent retention, and revenue growth. With an ever-
more-distributed workforce, it’s an asset that many
companies are wise to take advantage of.
But in such a dynamic work environment,
communication can make or break business
performance.

21. Understanding intercultural communication is key
to organizational efficiency, especially when
employees speak different languages and observe
different beliefs, social norms, and value systems. It’s
easy to imagine how the added complexity of
culture can lead to personality clashes, bringing
productivity to a halt. To find common ground in
the workplace and reach shared goals, everyone
needs cultural awareness.

22. Here are five intercultural
communication tips that can help
improve professional relationships.

23. Understanding other cultures starts with understanding how your
own cultural norms have shaped you.
All cultures are inherently ethnocentric, which means that people
tend to view their own culture as superior. While it is only natural to
assess the world according to what you know, this does inevitably
lead to subconscious discrimination and stereotyping.
Make yourself aware of your culturally embedded habits,
preferences, and cognitive biases. As a first step, that will make it
easier to understand how you naturally communicate in and out of
the workplace. Intercultural communication isn’t just about studying
“others.” It’s a powerful skill that helps us gain insights into our own
cultural identities and learn more about ourselves.
Be self-aware and
open-minded

24. Once you understand your baseline, it’s time to make the
effort to be culturally aware of where others are coming from—
raise your cultural competence. You’ll find most people
appreciate this show of respect.
Learn the language, history, and social customs of the people
you work with. Find out the dos and don’ts of how people
greet each other, both formally and informally. Remember that
gender and social dynamics also affect communication styles.
Educate yourself for cultural
awareness.

25. Sensitivity to all this is an important part of avoiding
misunderstandings. And don’t be fooled: Honest
misunderstandings are just as common as outright
disagreements when it comes to intercultural
communication.
Acquiring general knowledge about a person’s culture
can help break the ice and provide shared topics of
conversation beyond business. Just keep in mind that
cultural backgrounds alone won’t tell you much about who
people are as individuals. For that, you need to get to know
them.

26. While doing your own research is an important early
step in learning about other cultures, firsthand experience
is a more effective way of acquiring relevant knowledge.
This is how you learn about the lived experiences that
shaped the people you work with.
Talk to your coworkers from different cultures.
Observe how they communicate, and try to tune in to
where they’re coming from. Even the most seemingly
dissimilar people share some common ground.
Engage, Evaluate, and Adapt.

27. Apart from paying attention to words and tone, look for
non-verbal communication cues such as facial expressions
and body language, as well as subtext. In high-context
cultures, these sometimes carry more weight than what’s
said out loud.
Consider this while you talk to coworkers, clients, or
employees: Are they direct or indirect when they ask
questions? Do they find it easy to disagree or say no? Do
they prefer small talk or only talk about work-related
matters? These observations can help you adapt your
communication style to high- and low-context
communication norms and overcome cultural barriers.

28. When working with people from other cultures, it’s important to
clarify that both the sender and the receiver of a message mutually
understand what is being said and meant. Asking questions during
intercultural interactions is an absolute must. Clarity early on may
help prevent confusion and costly mistakes later.
While you might not always agree with how your coworkers
respond to situations, try to approach intercultural communication
from a dialectic perspective. A dialectic approach considers that
opposing forces and tensions influence identity, and that cultural
differences aren’t black or white. Some of these dialectics include:
Check your understanding.

29. • Differences-Similarities: being aware that people are
simultaneously similar to and different from one another. Too
much focus on cultural differences can polarize groups, while too
much focus on similarities can trivialize other important cultural
traits.
• Static-Dynamic: accepting that cultures may change over time,
but that some cultural values will endure—and that changes may
only reflect outwardly. As an example, a person may dress
fashionably and follow popular culture, but still uphold
conservative religious traditions.
• History/Past-Present/Future: knowing that current cultural
conditions have been shaped by past collective events. How a
society responds to its present circumstances influences the
future of their culture.

30. Whether you’re talking culture or communication, raising your understanding
needs to go beyond the verbal. There may be unspoken rules that require intuition
and emotional intelligence. On the other hand, you could be wasting time and
energy looking for subtext that just isn’t there.
Respect is the foundation of any effective intercultural exchange.
You may not agree with or even like everything about a person or their culture,
but that doesn’t mean you can’t apply cultural empathy, patience, and
understanding. Use your emotional intelligence, or EQ. Respect begins with
appreciating that people are uniquely shaped by cultural conditions and
experiences.
Remember, too, that giving respect earns respect.
Use your emotional intelligence.

31. MATERIALISM: ORIGINS AND
IMPLICATIONS FOR PERSONAL
WELL-BEING

32. There are two major ways of understanding
materialism in consumer research. Belk views
materialism as a collection of personality traits. His
current view of materialism includes three original
traits of envy, non-generosity, and possessiveness
(Belk 1985); and a fourth trait of preservation, which
was added in subsequent cross-cultural studies of
the materialism scale (Ger and Belk, 1993).
WHAT IS MATERIALISM?

33. Belk sees envy as a desire for others' possessions;
the envious person resents those who own what
he wants. Nongenerosity is defined as "an
unwillingness to give or share possessions with
others", which also includes a reluctance to lend or
donate possessions to others and negative
attitudes toward charity. Finally, possessiveness is
defined as a concern about loss of possessions
and a desire for the greater control of ownership.

34. Postmaterialism, value orientation that emphasizes self-
expression and quality of life over economic and physical
security. The term postmaterialism was first coined by American
social scientist Ronald Inglehart in The Silent Revolution:
Changing Values and Political Styles Among Western Publics
(1977).
Until the 1970s, it was nearly universal for individuals to
prioritize so-called materialist values such as economic growth
and maintaining order; on the other hand, postmaterialists give
top priority to such goals as environmental protection, freedom
of speech, and gender equality.
POST-MATERIALISM

35. For four decades Ronald Inglehart and an impressive group of
collaborators have been studying social values around the globe,
expanding the World Values Survey (WVS) to over 100 countries
that include 90% of the world's population.
They have sought to identify the main dimensions of values
variation among the world's cultures and to continue building a
theory of "modernization" a project that has gone out of fashion
right when it should matter most. As Inglehart's new Cultural
Evolution tells it, the EVS has tracked the profound cultural changes
associated with the transformation of agri-cultural to industrial
societies and the historically recent transition of some industrial
societies to "postmaterialist," "artificial intelligence" societies.
CULTURAL CHANGE

36. • It wisely leaves much of the data to
previous publications in order to paint big
picture conclusions that should reinvigorate
debate about the centuries- long process of
"becoming modern" and about the era of
"postmodernity" we may now have entered.

37. • Previous research found that the within-country
variability of human values (e.g., equality and helpfulness)
clearly outweighs between-country variability. Across
three countries (Brazil, India, and the United Kingdom),
the present research tested in student samples whether
between-nation differences reside more in the
behaviors used to concretely instantiate (i.e., exemplify
or understand) values than in their importance as
abstract ideals.
CULTURAL DIVERSITY IN VALUES

38. In recent years, many Western countries have accepted
once again tens or even hundreds of thousands of
immigrants into their country. This has sparked widespread
discussions of how well immigrants are able to acculturate
(e.g., The Economist, 2016). For example, a recent Canadian
survey found that three quarters of Ontarians feel that
Muslim immigrants have fundamentally different values than
themselves (Keung, 2016).
This feeling is in contrast to large international surveys of
human values in which it was found that people from more
than 55 nations are consistent in valuing some values more
and others less (Schwartz and Bardi, 2001).

39. How then is it the case that people from different
countries appear to be so different? The present
research follows up this train of thought by testing
whether people in different nations differ in the
behaviors that are seen as typical instantiations (i.e.,
examples) of values, while holding similar ideas about
the abstract meaning of the values and their
importance.

40. • Values, abstract guiding principles, have gained a lot of
attention, not just within psychology, but also in neighboring
fields such as sociology, economics, philosophy, and political
science (Schwartz, 1992; Gouveia, 2013; Maio, 2016).
• In the last three decades, researchers have asked people to
rate diverse values in terms of their importance as guiding
principles in their lives. Analyses of these ratings have taught
us that the structure of human values is very similar across
more than 80 countries (Schwartz, 1992; Bilsky et al., 2011;
Schwartz et al., 2012).
Conceptualizing Values and
Value Differences

41. 10 value types are distinguished:
 Power
 Achievement
 Hedonism
 Stimulation
 Self-direction
 Universalism
 Benevolence
 Tradition
 Conformity, and
 Security.
Adjacent value types are motivationally compatible and hence
positively correlated, whereas opposing value types are expected to
be motivationally incompatible and negatively related.
The 10 value types can be combined
into four higher order value types, which
form the endpoints of two orthogonal
dimensions: openness values vs.
conservation values, and self-
transcendence values vs. self-
enhancement values.

43. EMPHASIZE THAT NO SINGLE
SET OF VALUES IS UNIVERSALLY
SUPERIOR OR INFERIOR

44. • Cultural relativism suggests that ethics, morals, values, norms, beliefs,
and behaviors must be understood within the context of the culture
from which they arise. It means that all cultures have their own beliefs
and that there is no universal or absolute standard to judge those
cultural norms.
• "Cultural relativism leads us to accept that cultures are foundationally
different, with differing social and ethical norms. This includes
understanding that a person’s place of birth, including where or how a
patient was raised during their formative years, is the basis of a person’s
approach to the world and emotional self.
• It is the opposite of ethnocentrism, which involves judging or
understanding cultural beliefs from the perspective of your own. Instead,
cultural relativism suggests that observers and researchers should focus
on describing those practices without attempting to impose their own
biases and judgments upon them.

45. Beliefs of Cultural Relativism

46. • Practices and behaviors considered acceptable or
unacceptable vary from one culture to the next.
• Cultural relativism aims to help promote acceptance,
tolerance, and an appreciation for diverse cultural
beliefs and practices.
• No universal ethical or moral truths apply to all people
in all situations.
• What is considered right and wrong is determined by
society’s moral codes.
Cultural relativism suggests that:

47. • Different societies have their own moral
codes and practices.
• Norms, beliefs, and values must be judged
and understood from the context of the
culture where they originate.
• No culture is objectively better than others;
cultures and their customs and beliefs are
not objectively superior or inferior to any
other culture.

48. CROSS-CULTURAL
COMMUNICATION AND
CULTURAL UNDERSTANDING

49. • Cross-cultural communication theory explores how
people of different countries, ethnicities, and cultures
can work together to communicate most effectively.
This means overcoming language differences,
understanding multicultural nonverbal cues, and working
together to understand how to best convey ideas
across cultural divides.
What Is Cross-Cultural
Communication?

50. • Cross-cultural communication allows people to avoid
miscommunication and misinterpretation, instead
opening up the possibility of fruitful relationships across
previously daunting cultural barriers. This form of
multicultural communication enables the free exchange
of information among people of vastly different
backgrounds, empowering everyone to profit from the
flow of valuable data.
Why Is Cross-Cultural
Communication Important?

51. • Cultural differences might present
themselves even within a specific country
or territory, not just internationally—for
example, people from New York might
approach work and life differently than
people from Los Angeles, despite sharing
the same language and nation.

52. 1. Language
-Verbal communication is how people most explicitly
convey information from one person to another, so
knowing how to speak different languages greatly
empowers people to connect across cultural divides.
Once you overcome language barriers, you remove the
greatest obstacle to free-flowing communication. A
conversational level of fluency might be all that is
necessary.
3 Basic Elements of Cross-
Cultural Communication

53. 2. Nonverbal communication
-Sometimes body language—such as eye
contact or facial expressions—might be all it
takes to communicate certain information
across cultures. Still, nonverbal communication
often takes on different meanings among
different cultural groups. For instance, an
inoffensive hand gesture in one culture might
be offensive in another.

54. 3. Social norms
-Different cultural norms lead to different
communication styles. For example, in high-
context cultures (such as in Japan and China),
people talk around a subject gingerly rather
than take a more blunt approach. By contrast,
low-context cultures (such as in the United
States and Germany) generally prefer more
direct forms of communication.

55. CROSS CULTURAL NEGOTATIONS

56. In cross-cultural negotiations, above and beyond the issues of
personal negotiation styles and techniques, one must consider the
impact of cultural difference. This impact will often be tied to
communication issues, increasing the possibilities of misunderstanding.
Things that are said, left unsaid, or unclearly said can all create an extra
layer of difficulty on top of the substantive issues to be discussed.
In cross-cultural negotiations, we also often bring a certain
amount of baggage to the table based on our personal and group
history, with all of the stereotypes and assumptions that may go along
with that history. What makes it particularly challenging is that cultural
difference is a two-way street, potentially making both sides of the
table feel awkward. In a potentially adversarial negotiation, that
awkwardness could easily become distrust and fear.

57. One of the challenges in dealing with cultural difference is the
nature of culture itself. While the concept of culture applies to a body
of people, and their history, we negotiate with individuals, not a
“culture”. In a sense, we are all the product of a variety of micro-
cultures; based on our family, gender, race, religion, age, education,
geographic history, peer groups, occupation, etc. Generalizing based on
one’s culture is not only challenging but dangerous.

58. 1. Etiquette/Protocol Issues
There may even be protocols that we will never be aware of.
For example, in Saudi Arabia, showing the sole of your shoe to
your host would be considered a breach of etiquette, but they
would rarely point it out to you.
2. Body Language Issues
One must be careful in reading too much or too little into
body language signals, as they can be so easy to misinterpret
and so dependant on personal history. As individuals, we are the
product of many micro-cultures, all of which play a role in our
interactions with others.
To maximize the chances of success in the cross-
cultural setting, one should consider a number of
factors, including:

59. While in Western (North American and European) cultures, eye contact is
often seen as a good thing (a sign of confidence, honesty, etc.), even in those
cultures, it can be misinterpreted. In other cultures, such as some aboriginal
cultures and Japanese culture, eye contact can be seen as rude or inappropriate
or uncomfortable.
3. Language Issues
In certain circumstances, language differences will require interpretative
services on one or all sides. It is worth exploring the degree of language issues
early on to prepare accordingly, before substantive discussions begin. Will there
be a similar standard for verbal and written communications?
Recognize that, when translation is required, you will need to at least double
the time required to accomplish a goal.
In using translation, you will want to ensure that you are getting accurate and
timely translation, so set clear ground-rules for your interpreters. Are they to
summarize or to repeat word for word? Nothing is more disturbing than to hear
a three minute speech translated with one short sentence.

60. 4. Relationship Issues
In Western culture, there may be varying degrees of comfort with personal
relationships in a negotiation. Some people are inherently relationship builders by
nature and want to get to know the other party before getting down to business.
Others are more rational and “cut to the chase” by nature, and may see personal
relationships as external to or even dangerous in a business deal.
Other cultures can approach relationships in different ways. South Americans, for
example, are more likely to want to get to know you as a person before getting
down to business. The same would be true of many Asian cultures.
5. Timing Issues
Different cultures deal with time in very different ways. In Western cultures,
punctuality is generally seen as a positive, though in the extreme it can actually be
seen as nitpicky behaviour. In Japan and China, a failure to appear on time may be a
serious breach of etiquette. In the Caribbean, the Arctic, South America or the
Middle East, however, time is often seen as more fluid. Many a conflict at a hotel
desk in the Bahamas has arisen because, “I am getting to it” in Nassau does not mean
the same as it does in New York City.

61. 6. Trust and Information Issues
North American culture generally values a rational, analytical, straight-forward
approach to information, but at the same time, many North Americans typically keep
their cards close to their chests and are reluctant to disclose. The adage of “I’ll show
you mine, if you show me yours first” would not be uncommon. The approach to
information often varies with the parties’ personalities and their relationship at the time,
as well as other factors. The greater the level of trust, the more likely that fuller
disclosure will occur.
Other cultures may approach information and trust in different ways. Some
cultures are more risk averse than others, though typically, our training suggests that
most cultures world-wide have a broad component of risk-averse individuals and a
small subset of risk-takers.
7. Legal Issues
Where foreign law is an issue, advice from counsel adept in the appropriate
jurisdiction is a must.
8. Authority Issues
Depending on the culture (and other issues), true authority for decision-making
may rest in various hands.

62. 9. Political/Procedural Issues
When dealing with a foreign culture, you need to educate
yourself and be aware of the political and practical realities of getting
what you want in the applicable environment.
10. Gender Issues
One of the most common and deeply felt value clashes that can
occur between cultures is triggered by gender issues.
11. Expectation Issues
It may help to clarify the expectations of the parties early on.
What one side sees as the logical goal of a negotiation (getting a
contract) may not be the goal of the other side (getting to know
you/making contacts for future business). It never hurts to have a
shared understanding of the goals. Clarify the shared purpose of the
negotiation early on.

63. PRESENTED BY:
GROUP 3