Change Communications

In 1980, Geert Hofstede identified a framework for describing cultural differences based on four value dimensions:

1. Power distance

The extent to which the members of institutions and organizations, including less powerful members, accept that power is distributed equally.

For example, a society with a large power distance is one where superiors are inaccessible, conformity is valued, power holders are entitled to special privileges.

A society with a small power distance is one where superiors are accessible, independence is valued and all should have equal rights.

A selection of power distance index values: Geert Hofstede(tm) source data

India 77, Brazil 69, France 68, United States 40, United Kingdom 35, Germany 35,

2. Uncertainty avoidance

The extent to which people feel threatened by uncertain or predictable situations and seek to avoid these by maintaining strict codes of behaviour and a belief in absolute truths.

Some characteristics of strong uncertainty avoidance: higher anxiety and stress, need for written laws, rules and for sticking to them, fear of failures, more emotional resistance to change, strong need for consensus.

A society with weak uncertainty avoidance will accept the uncertainty inherent in life with more ease, there is more hope of success, rules may be broken for pragmatic reasons, less emotional resistance to change, more acceptance of dissent and disagreement and greater willingness to take risks in life.

A selection of uncertainty avoidance index values: Geert Hofstede(tm) source data

France 86, Brazil 76, Germany 65, United States 46, India 40, United Kingdom 35

3. Individualism versus collectivism

Indvidualism: people are supposed to look after themselves and their immediate family only. A individualist society has a restricted family structure, there is a culture of “guilt”, “how to” attitude, it is important to maintain self-respect and yes and no are clear and used messages. At work, personal time, freedom and challenges are valued.

Collectivism: people belong to groups or collectives which are supposed to look after them in exchange for loyalty. A collectivist society values extended families, has a “shame” culture, emphasises “how to learn” and it is important to avoid losing face. At work, training, physical conditions and use of skills are valued.

A selection of individualism index values: Geert Hofstede(tm) source data

United States 91, United Kingdom 89, France 71, Germany 67, India 48, Brazil 38

4. Masculinity versus femininity

Dominant values in a ‘masculine’ society are: assertiveness and the acquisition of money and things. These societies consider that men should be assertive, women should be nurturing. Performance, drive and ambition is what counts. Live to work. One admires achievers.

In a more feminine society, dominant values would be: caring for others and concern for the quality of life. Men can be assertive and/or nurturing. Quality of life and helping others counts. Inter-dependence is what counts. Work to live. One sympathises with the unfortunate.

A selection of masculinity index values: Geert Hofstede(tm) source data

United Kingdom 66, Germany 66, United States 62, India 56, Brazil 49, France 43,

5. Long-term versus short-term focus

Geert Hofstede added a fifth dimension after conducting an additional international study with a survey instrument developed with Chinese employees and managers. That Dimension, based on Confucian dynamism, is long-term orientation.

It describes a society’s “time horizon,” or the importance attached to the future versus the past and present. In long term oriented societies, thrift and perseverence are valued more; in short term oriented societies, respect for tradition and reciprocation of gifts and favors are valued more. Eastern nations tend to score especially high here, with Western nations scoring low and the less developed nations very low; China scored highest and Pakistan lowest.

A selection of long-term orientation index values: Geert Hofstede(tm) source data

Brazil 65, India 61, Germany 31, United States 29, United Kingdom 25, France N/A

It is important to bear in mind that while these dimensions are useful for gaining understanding and insight, they should not be applied stereotypically. A certain person may present some characteristics that are “typical” of his or her home culture however, through travel, education abroad and international work experience, their personality may not be limited to one particular culture.

Source: assorted papers on cross-cultural issues from Atos Origin and Schlumberger

Q: “Does anyone have any tips and advice to share on how to communicate a global strategy so that it works locally?”

A: “My experience is that providing toolkits can be an effective way to allow for some localization. We have run a number of programs where the European comms team has worked with the business heads to articulate overall messaging and developed a series of tools that help deliver those messages.

The most successful programs have been those where the implementation of those tools (and therefore the message) has been chosen and tailored locally. This means we gain consistency of message while also making it relevant and meaningful to each market.

Here are some quick suggestions:

- Work on the overall concept in loose terms and then take it out to the local comms team/business management in local markets. Explain the overall need/objective and work together on how it could be useful for them (it helps if you know about the local market first so that you can show how the comms concept appeals to the local needs of
employees).

- Go for a partnership approach rather than a one-size-fits-all or an approach that could feel dictated by a central team. Show you are willing to develop the delivery mechanism of the messages to meet local needs. It takes longer at the development stage as it involves consultation but the implementation will be sustainable.

- Consider local translation so that the message feels local.

- Is the audience literate? Do you need to consider using a creative approach (e.g., theater) to communicate the message?

- Remember the difference in communication styles and values by culture. Have a suite of tools that can be used to appeal to all. Some cultures communicate informally and may respond better to management huddles rather than formal comms sessions.

- If articulating messages centrally, remember icons/personalities aren’t always global.

Remember, what works in one company culture may not work in another. I’ve also been looking at some interesting work done on culture and values at Cranfield Management School by Dr Gilles Spony, resulting in the Spony profiling model (visit www.futuretobe.net for further information).”

JANE SPARROW
SONY EUROPE