Culture Compass
Uploaded by
Anonymous NhNAqCCulture Compass
Uploaded by
Anonymous NhNAqCCultural Compass Report of
JOHN SMITH
Countries of interest: China, Japan, United Kingdom
Roles: Subordinate, colleague, superior
Home country: United States
Cultural Compass Report of John Smith, 26.03.2020
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© Hofstede Insights 2020
© Hofstede Insights 2020
CONTENT
Country of interest
China
Japan
THE 6-D MODEL 4 United Kingdom
Home country
United States
Power Distance
100
HOW TO 5 80
Indulgence 60
Individualism
40
20
CHINA 7
JAPAN 20 Long-Term Orientation Masculinity
Uncertainty Avoidance
UNITED KINGDOM 33
Cultural Compass Report of John Smith, 26.03.2020
CONTACT 46
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© Hofstede Insights 2020
THE 6 DIMENSIONS OF NATIONAL CULTURE
An analytical tool providing key insights into the consequences of culture
All societies around the globe face the challenge of how to distribute the limited resources that are available. Societies come up with dierent ways of organizing
themselves as a response to this basic challenge, depending on the context they live in. The 6 dimensions of national culture allow a simplified comparison between
societies’ responses to this basic challenge. They allow to make predictions on how people from those societies are likely to behave in certain situations. Countries are the
most suitable unit to measure these dierences.
1 4
POWER DISTANCE (PDI) UNCERTAINTY AVOIDANCE (UAI)
High PDI indicates a high acceptance of power being High UAI indicates a need for predictability and
distributed unequally within a society; hierarchy is structure, often in the form of written and unwritten
needed rather than just a convenience. rules.
Low PDI societies put emphasis on the importance of In low UAI societies, uncertainty is considered normal
equal rights, as opposed to the importance of privileges and each day is taken as it comes.
of the more powerful.
low UAI high UAI
low PDI high PDI
2 5
INDIVIDUALISM (IDV) LONG-TERM ORIENTATION (LTO)
In individualist societies (high IDV), there is a strong Long-term oriented societies focus on perseverance
sense of "I", meaning that one’s personal identity is and thrift.
distinct from others’. Short-term oriented (low LTO) emphasizes respect for
In collectivist societies (low IDV), there is a strong sense tradition and the fulfilling of social obligations. In high
of "we", illustrating a mutual practical and psychological LTO societies, the only non-changing rule is that the
dependency between the person and the in-group. world is always changing.
short-term long-term
collectivism individualism
orientation orientation
Cultural Compass Report of John Smith, 26.03.2020
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MASCULINITY (MAS) INDULGENCE (IVR)
In masculine societies (high MAS) people tend to focus Indulgent societies (high IVR) reflect a positive attitude
on personal achievement, material success and the and the view that one can act as one pleases.
importance of status. In contrast, in restraint societies (low IVR) gratification
In feminine societies (low MAS) people are more of needs are regulated by strict social norms and leisure
concerned with quality of life, taking care of those less is of lesser importance.
fortunate, ensuring leisure time, and finding consensus.
restraint indulgence
femininity masculinity
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© Hofstede Insights 2020
HOW TO READ THIS REPORT
Country to country comparison
For every country of interest, you will see a results page for each dimension, comparing your home country to the country of interest. The boxes
below explain the various elements per page.
This icon indicates that This block contains
this page is a country to the score and a short
country comparison page. description of the
country of interest.
Numerical dierence This box contains
between the two countries. feedback for the
It is generally considered selected role(s)
that a dierence of based on the country
10 points or more score dierence only.
accounts for a notable Your personal preferences
dierence in daily life. are not considered here.
Regardless of your
Cultural Compass Report of John Smith, 26.03.2020
personal preferences,
you are used to behave
according to the rules,
scripts and schemas
of your own society.
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© Hofstede Insights 2020
HOW TO READ THIS REPORT
Your Personal feedback
For every country of interest, you will see a results page for each dimension, comparing your personal preferences to the country of interest.
This icon indicates that this These are your answers
page contains personal to the survey. There
feedback based on your were 5 answer options,
answers to the survey. corresponding to
dimension scores of
0 – 25 – 50 – 75 – 100.
The Culture Compass™
survey contained 7
questions per dimension.
Your personal score on The 3 questions that
this dimension is based were answered most
on all 7 questions that dierently compared to
constitute the dimension. the general tendency of
The feedback underneath the country of interest are
is NOT given based on displayed in this chart.
this dimension score but
based on your answers
to individual questions.
Cultural Compass Report of John Smith, 26.03.2020
This textual feedback
is given for the same
3 questions that
The country score is shown are shown above.
as a bandwidth to avoid
focusing on exact numbers.
Only dierences of
10 points or more
are noticeable.
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© Hofstede Insights 2020
Country of interest
China
Home country
United States
Power Distance
100
80
Indulgence 60
Individualism
40
20
China
Long-Term Orientation Masculinity
Uncertainty Avoidance
Cultural Compass Report of John Smith, 26.03.2020
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© Hofstede Insights 2020
CHINA COMPARED TO UNITED STATES ON
POWER DISTANCE
Country to country comparison
With a very high score of China, 80 is a nation where power holders are very distant in society. People in this society accept a hierarchical order in which everybody has
a place, and which needs no further justification. Hierarchy is seen as reflecting inherent inequalities, and the dierent distribution of power justifies the fact that power
holders have more benefits than the less powerful in society. The discrepancy between the less and the more powerful people leads to a great importance of status
symbols.
Dierence China and United States: 40
Low PDI High PDI
0 20 40 60 80 100
When working in a country that is much more authoritarian (higher PDI) than you're used to:
Subordinate Colleague Superior
• Show respect to any person senior in rank or age, • Show respect to any person senior in rank or age, • Show respect to any person senior in rank or age,
and use the appropriate title and use the appropriate title and use the appropriate title
• Superiors are less accessible (closed doors) • People are likely to take less initiative; they will only • People will tell you good news only - Invest a lot of
• You are given clear instructions about what to do act upon the mandate of their direct superior energy in finding out what really goes wrong
and how to do it, don't take initiative • In meetings people don't tend to oer opinions, ask • Give clear and explicit direction to your team
• Expect your work to be inspected questions, nor express disagreement during the members, do not expect initiative to be taken
• Don't volunteer to give negative feedback to your discussion. They will do that after the meeting, in • Information is power - communication is provided
superior private and informally on a "need-to-know" basis
Cultural Compass Report of John Smith, 26.03.2020
• Don't oer opinions, ask questions, or express • Don't expect a free flow of information • Inspect the work being done; people will respect
disagreement during a discussion or meeting. Do it • Information is power, so people communicate on "a what you inspect
after the meeting, informally and in private need-to-know" basis only • Promotions depend more upon seniority and
• Promotions depend on seniority and experience, not • Superiors are less accessible (closed doors) experience - not necessarily upon performance and
necessarily on performance and achievement • Expect your work to be inspected achievement
• Information is power, it is provided on a "need-to- • Decision-making is centralized
know" basis • Expect to be judged on who you are, not on what
you do
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© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
POWER DISTANCE
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on power distance is 33. This means that 33% of respondents have lower or the same score as you, and 67% of
respondents have higher score. Your personal preferences that dier most from the dimension score of China are presented below.
Your response
Dimension score of China low high
1 The biggest challenge for a manager is to motivate his people.
The biggest challenge for a top manager is to find out what really goes
on in the organization.
2 Team members should create their own work and find their own
place in the organization.
It is clear who is in charge of what and you should not interfere with
someone else's responsibilities.
3 My manager should always consult me before taking a decision that
aects my work. 0 20 40 60 80 100
Have a good working relationship with my manager.
low high
When working with people from China as a:
Subordinate Colleague Superior
1 You may get the feeling that some of your
colleagues are spying on you on behalf of the 1 You have to make sure that your colleagues don't
get the feeling that you spy on them on behalf of 1 You may not know what really happens in your
organization by not creating long lasting trust
manager concerned. your superiors. relationships and/or by lacking trustworthy
informants.
2 You may get the feeling that your superior
2 You may take too much initiative in the eyes of
2 You may demotivate your subordinates if you are
Cultural Compass Report of John Smith, 26.03.2020
doesn't trust you by not giving you enough your colleagues which may create resentment. not giving sucient guidance to them.
authority.
3 You don't understand why your boss may not ask
for your opinion before s/he makes a decision 3 You may underestimate how important it is to
have a good relationship with your superior, yet 3 You may get upset when you have found out that
your subordinates will give you positive feedback
even if it directly regards you. you have to ensure that such a relationship will because they want to please you, not because
not create envy among your colleagues. they will necessarily tell you how it really is.
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© Hofstede Insights 2020
CHINA COMPARED TO UNITED STATES ON
INDIVIDUALISM
Country to country comparison
China’s very low score of 20, indicates that it is a highly collectivistic society. This is evident in the early integration and close, long-term commitment to a strong, cohesive
‘in-group’. Society fosters strong relationships where everyone takes responsibility for and protects fellow members of their group. Loyalty is paramount and overrides
most other societal rules. In these societies, oense leads to shame and loss of face.
Dierence China and United States: 71
Collectivism Individualism
0 20 40 60 80 100
When working in a country that is much more collectivistic (lower IDV) than you're used to:
Subordinate Colleague Superior
• Focus on relationship over task: Invest in building • Focus on relationship over task: Invest in building • Focus on relationship over task: Invest in
relationships to establish trust relationships to establish trust relationships to build trust
• Communication is implicit and indirect • Don't criticize individuals in public; do it privately in • Employees expect their organization to act in
• Praise and criticism is most likely directed to a team an indirect way so they don't feel they lose face their interest and to be responsible for their career
rather than individuals and expressed carefully • In-group members are fully trusted, there's mistrust (reciprocal loyalty)
• Don't express your personal opinion; opinions are towards people outside the group. If teams • Communication is implicit and subtle
predetermined by the in-group members are from dierent "in-groups", trust and • Employees will tell you what you want to hear
• Do not criticize or gainsay your manager relationships needs to be developed to perpetuate harmony and face; invest a lot of
• You can expect your organization to act in your • People will tell you what you want to hear in order energy in finding out what goes wrong
Cultural Compass Report of John Smith, 26.03.2020
interest and to be responsible for your career to perpetuate harmony and face; double-check • Don't criticize individuals in public; do it privately in
(reciprocal loyalty) information by asking questions that the other an indirect way so they don't feel they lose face
• Promotion is based on loyalty and seniority party is not able to answer with yes/no • Motivation is achieved through group success;
• When making mistakes people lose face, having • When making mistakes people lose face, having reward and praise the team
damaged the group's standing damaged the group's standing • Promotion is based on loyalty and seniority
• People openly favor close relations or group
members over others
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© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
INDIVIDUALISM
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on individualism is 42. This means that 42% of respondents have lower or the same score as you, and 58% of respondents
have higher score. Your personal preferences that dier most from the dimension score of China are presented below.
Your response
Dimension score of China low high
1 People around me, so that I am not alone. Privacy, so that I can relax.
2 I should rely on others. I should be confident of myself.
3 Loyalty towards the boss should be rewarded.
0 20 40 60 80 100
Doing a good job should be rewarded.
low high
When working with people from China as a:
Subordinate Colleague Superior
1 You may suer hardship either because nobody
leaves you alone so that you have no privacy or 1 You may suer hardship either because nobody
leaves you alone so that you have no privacy or 1 You may demotivate your subordinates by being
perceived as cold and aloof.
because you become lonely because nobody because you become lonely as nobody wants to
wants to deal with you outside work hours. deal with you outside work hours.
2 You may get "claustrophobic" once you have
2 You may get "claustrophobic" once you have
2 You may not know what really happens in your
Cultural Compass Report of John Smith, 26.03.2020
found out that you cannot do anything unseen. found out that you cannot do anything unseen organization by not creating long-lasting trust
and that your colleagues continuously talk about relationships and/or by lacking trustworthy
you behind your back . informants.
3 You may get the impression that your native
colleagues are more easily promoted than you, 3 You may get the impression that your colleagues
are more easily promoted than you, although 3 You may demotivate your colleagues as it is
not at all clear to them on which criteria you are
although you are more knowledgeable and doing you are more knowledgeable and you are doing promoting people.
therefore a much better job. That was anyway therefore a much better job.
the reason why they hired you or sent you there
in the first place.
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© Hofstede Insights 2020
CHINA COMPARED TO UNITED STATES ON
MASCULINITY
Country to country comparison
At 66, China is a masculine society – success-oriented and driven. Behaviour in school, work, and play are based on the shared values that people should “strive to be the
best they can be” and that “the winner takes all”. The emphasis is on equity, competition, and performance. Conflicts are resolved at the individual level by fighting them
out, and the goal is to win.
Dierence China and United States: 4
Femininity Masculinity
0 20 40 60 80 100
Based on the country scores, there is no significant dierence between the selected countries on this dimension. People are likely to behave dierently anyway. Dimension
scores can be reflected in many ways which dier per country even if they have the same score.
Cultural Compass Report of John Smith, 26.03.2020
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© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
MASCULINITY
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on masculinity is 100. This means that 100% of respondents have lower or the same score as you, and 0% of respondents
have higher score. Your personal preferences that dier most from the dimension score of China are presented below.
Your response
Dimension score of China low high
1 Conflict and confrontation between colleagues is harmful.
It is OK if colleagues have a conflict at times, it brings out the best in
people.
2 Good cooperation between colleagues. Good opportunities to make a career.
3 Most people can be trusted.
0 20 40 60 80 100
When people have failed in life, it is often their own fault.
low high
When working with people from China as a:
Subordinate Colleague Superior
1 You may get annoyed that your colleagues seem
to try to avoid conflicts at all costs, unless they 1 You may get annoyed that your colleagues try
to avoid conflicts, unless they can really not be 1 You may get annoyed by the fact that your
colleagues try to stop you if you want to confront
really cannot be avoided. In the latter case they avoided. In the latter case they may then fester somebody head on.
may then fester for a long time. for a long time.
2 You may get upset by the fact that bosses are
2 You may get upset by the fact that bosses
2 You may get upset by the fact that everybody is
Cultural Compass Report of John Smith, 26.03.2020
so rarely decisive. Instead, everybody is busy in are rarely decisive. Instead everybody is busy continuously busy in participating in meetings to
participating in meetings to come to a conclusion, participating in meetings to come to a conclusion, come to a conclusion, which they may change
which they may change later anyway. which they may change later anyway. later anyway.
3 You may be surprised that colleagues who clearly
fail still get so much sympathy and support from 3 You may be surprised that colleagues who clearly
fail still get so much sympathy and support from 3 You may get worried about the sloppiness of your
direct subordinates, as if one should not worry
their peers. their peers. about the fact that people will take advantage of
you if the opportunity arises.
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© Hofstede Insights 2020
CHINA COMPARED TO UNITED STATES ON
UNCERTAINTY AVOIDANCE
Country to country comparison
With a low score of 30, Chinese society is very comfortable with ambiguity. Low UAI societies maintain a more relaxed attitude in which deviance from the norm is more
easily tolerated. Plans can be altered at short notice and improvisations made. Open to risk-taking, there is a larger degree of acceptance for new ideas, innovative
products and a willingness to try something new or dierent.
Dierence China and United States: 16
Low UAI High UAI
0 20 40 60 80 100
When working in a country that is less uncertainty avoiding (lower UAI) than you're used to:
Subordinate Colleague Superior
• Adaptable generalists may be preferred over • Being flexible or open in your approach to new • The ideal leader may be a generalist and can adapt
experts ideas may be more useful than you are used to to all circumstances
• Your boss may define certain project results without • People may cope with problems as they arise • Task areas and future aims, instead of precisely
rigidly defining the way to get there • Generalists that are able to cope under all defined tasks and roadmaps may be appreciated;
• You may be expected to cope with problems as circumstances may be preferred you may not need to have all the answers
they arise • Communication may be "receiver-oriented" - the • Communication may be "receiver-oriented" - the
• Being flexible or open in your approach to new expert may need to "translate" ideas to the mindset expert should try to "translate" ideas to the mindset
ideas may be appreciated of the receiver and try to persuade the receiver to of the receiver and persuade them to see it her way
• You may have to control your emotions; emotional see it in his/her way • Being flexible or open in your approach to new
Cultural Compass Report of John Smith, 26.03.2020
breakouts as a stress valve may not be accepted • There may be less need to plan and structure ideas may be normal
• Don't expect too many rules; rules may be adjusted • Control your emotions; emotional breakouts as • Conflicts and competition may be not threatening
in case they cannot be enforced stress valve may not be accepte but part of business
• Your boss may not have all the answers • Taking unknown risks in order to succeed may be
• Conflicts and competition may not be threatening normal
but part of business • As few rules as possible may be made and may be
changed if they are not working
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© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
UNCERTAINTY AVOIDANCE
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on uncertainty avoidance is 63. This means that 63% of respondents have lower or the same score as you, and 37% of
respondents have higher score. Your personal preferences that dier most from the dimension score of China are presented below.
Your response
Dimension score of China low high
1 Showing emotions at work or in public is childish and a sign that you
cannot control yourself.
Expressing positive emotions at work shows your commitment and
involvement.
2 A good manager does not need to have precise answers to all the
questions of his/her employees.
A good manager is an expert who knows more than his/her employees.
3 To compromise is a sign of strength.
0 20 40 60 80 100
If you make a compromise you are weak and others will take
advantage of you.
low high
When working with people from China as a:
Subordinate Colleague Superior
1 You may come across as way too emotional
which may cause your boss and other colleagues 1 You may come across as way too emotional
which may cause your colleagues to doubt 1 You may come across as too emotional which
may cause your colleagues to assess your
to doubt whether you are really qualified to do whether you are really qualified for the job. behaviour as rather childish.
the job.
2 You may get demotivated by your boss who
2 You may get demotivated by your boss who
2 You may demotivate your direct subordinates by
Cultural Compass Report of John Smith, 26.03.2020
appears not to be all that knowledgeable, and appears not to be all that knowledgeable and questioning too easily whether they know better
you may be surprised that this doesn't aect your you may be surprised that this doesn't aect your what to do than you do.
direct colleagues negatively. direct colleagues negatively.
3 You may be surprised how easily your
counterparts give in, in case of disagreement, 3 You may be surprised how easily your
counterparts change their minds, giving 3 You may upset your colleagues by being
perceived as somebody who tries to push
which must be a sign of feelings of insecurity. you the impression that they are not all that through your own ideas at whatever price.
knowledgeable.
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© Hofstede Insights 2020
CHINA COMPARED TO UNITED STATES ON
LONG-TERM ORIENTATION
Country to country comparison
With a very high score of 87, Chinese culture is shown to be highly pragmatic. In societies with a pragmatic orientation, people believe that truth depends very much on
situation, context, and time. They show an ability to adapt traditions easily to changed conditions, a strong propensity to save and invest, thriftiness, and perseverance in
achieving results.
Dierence China and United States: 61
Short-term orientation Long-term orientation
0 20 40 60 80 100
When working in a country that is much more long-term oriented (higher LTO) than you're used to:
Subordinate Colleague Superior
• Expect the main work values to be future-oriented, • Don't ask 'why' too often, the focus is on what and • Expect the main work values to be future-
such as learning, adaptiveness, thrift, accountability, how oriented, including learning, adaptiveness, thrift,
perseverance and self-discipline • New information will be synthesized and checked accountability, perseverance and self-discipline
• Don't ask 'why' too often, the focus is on what and for utility • Expect to work and be measured on long-term
how • Focus will be put on long-term results results (5-10 years)
• New information should be synthesized and • Perseverance toward results which cannot be • New information should be synthesized and
checked for utility readily achieved checked for utility
• Expect to work towards and be measured on long- • Expect people to invest in lifetime, personalized • Truth is dependent on time and context; there can
term results (5-10 years) networks of influence and social relationships be many truths
Cultural Compass Report of John Smith, 26.03.2020
• Truth is dependent on time and context; there can (Guanxi) • Lifetime, personalized networks of influence and
be many truths • Meet the need for long-term successes even if it's at social relationship are important and have a great
• Expect people to invest in lifetime, personalized the expense of immediate results impact on decisions (Guanxi)
networks of influence and social relationships • Expect people to be pragmatic; they tend to focus • Meet the need for long-term successes even if it's at
(Guanxi) on the question if information is useful the expense of immediate results
• Expect people to be pragmatic; they tend to focus • People are more willing to compromise if they feel • Willingness to subordinate oneself for a purpose
on the question if information is useful respected; it is not about right or wrong, but about a
• Contracts and agreements are guidelines that may good relationship
be deviated from in case of doubt
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© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
LONG-TERM ORIENTATION
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on long-term orientation is 2. This means that 2% of respondents have lower or the same score as you, and 98% of
respondents have higher score. Your personal preferences that dier most from the dimension score of China are presented below.
Your response
Dimension score of China low high
1 We have to check first whether new information is true.
New information should be combined with what we know already to
make the best use of it.
2 Taking care of yourself is the motor of economic success. Friendliness is the key to a better society.
3 Foreigners have to learn how to pronounce my name correctly, I am
not going to change my name to make things easier for them. 0 20 40 60 80 100
I should adapt to dierent situations, even with regard to my name.
low high
When working with people from China as a:
Subordinate Colleague Superior
1 You may get upset about how easily your
colleagues are taking new information on board 1 You may get upset about how easily your
colleagues are taking new information on board 1 You may be delighted how easily your colleagues
are taking new information on board, but you
without checking whether the new information without checking whether the new information may get upset that they are not checking
oered to them is true. oered to them is true. whether the new information oered to them is
true.
2 You may get frustrated by the amount of time
2 You may wonder why your colleagues express
2 You may get frustrated by the amount of time
Cultural Compass Report of John Smith, 26.03.2020
and energy management invests in creating and themselves in such a humble way, seemingly and energy you are told to invest in creating and
maintaining pleasant human relations or instead being void of any nationalistic feelings. maintaining pleasant human relations given the
in not showing any concern for the welfare of way your local competitors are treating their
their workers. people.
3 You may get worried that your colleagues don't
seem to have strong feelings about Good and 3 You may get worried that your colleagues don't
seem to have strong feelings about Good and 3 You may get upset once you have found out that
your colleagues will so easily copy your know-
Evil, making them somewhat unpredictable in Evil, making them somewhat unpredictable in how to their own advantage without respecting
emotionally crucial situations. emotionally crucial situations. intellectual property rights.
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© Hofstede Insights 2020
CHINA COMPARED TO UNITED STATES ON
INDULGENCE
Country to country comparison
The low score of 24 in this dimension shows that China has a culture of restraint. Restrained societies have a tendency toward cynicism and pessimism. Also, they do not
put much emphasis on leisure time and control the gratification of their desires. People have the perception that their actions are restrained by social norms and feel that
indulging themselves is somewhat wrong.
Dierence China and United States: 44
Restraint Indulgence
0 20 40 60 80 100
When working in a country that is more restrained (lower IVR) than you're used to:
Subordinate Colleague Superior
• Managers are less approachable than what you are • Colleauges may be less eager to go out for after • You may need to encourage people in dierent
used to work drinks ways to be participative
• It will be more dicult to get constructive feedback • Communication can be restricted to the minimum • Subordinates are unlikely to express their state of
• Maintaining order will likely have a high priority for necessary mind through facial expressions
your manager; avoid anything that may appear • Your local colleagues may not be very open to • Being thrifty is of higher importance, thus you may
chaotic foreigners in general need to encourage people to spend money
• Gender roles are more strictly prescribed • Expect cynicism among employees
Cultural Compass Report of John Smith, 26.03.2020
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© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
INDULGENCE
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on indulgence is 81. This means that 81% of respondents have lower or the same score as you, and 19% of respondents
have higher score. Your personal preferences that dier most from the dimension score of China are presented below.
Your response
Dimension score of China low high
1 We have to control our basic and natural human desires, or it will
result in total chaos.
It is OK if I spend my income the way I want.
2 Optimism will easily backfire. A pessimistic attitude will make life less enjoyable.
3 Wealth and a solid economy is better than freedom of speech.
0 20 40 60 80 100
Everybody should be able to express their opinion.
low high
For this latest dimension we cannot yet provide personal feedback.
Cultural Compass Report of John Smith, 26.03.2020
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© Hofstede Insights 2020
Country of interest
Japan
Home country
United States
Power Distance
100
80
Indulgence 60
Individualism
40
20
Japan
Long-Term Orientation Masculinity
Uncertainty Avoidance
Cultural Compass Report of John Smith, 26.03.2020
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© Hofstede Insights 2020
JAPAN COMPARED TO UNITED STATES ON
POWER DISTANCE
Country to country comparison
With an intermediate score of 54, Japan shows no clear preference in this dimension.
Dierence Japan and United States: 14
Low PDI High PDI
0 20 40 60 80 100
When working in a country that is much more authoritarian (higher PDI) than you're used to:
Subordinate Colleague Superior
• Show respect to any person senior in rank or age, • Show respect to any person senior in rank or age, • Show respect to any person senior in rank or age,
and use the appropriate title and use the appropriate title and use the appropriate title
• Superiors are less accessible (closed doors) • People are likely to take less initiative; they will only • People will tell you good news only - Invest a lot of
• You are given clear instructions about what to do act upon the mandate of their direct superior energy in finding out what really goes wrong
and how to do it, don't take initiative • In meetings people don't tend to oer opinions, ask • Give clear and explicit direction to your team
• Expect your work to be inspected questions, nor express disagreement during the members, do not expect initiative to be taken
• Don't volunteer to give negative feedback to your discussion. They will do that after the meeting, in • Information is power - communication is provided
superior private and informally on a "need-to-know" basis
• Don't oer opinions, ask questions, or express • Don't expect a free flow of information • Inspect the work being done; people will respect
disagreement during a discussion or meeting. Do it • Information is power, so people communicate on "a what you inspect
after the meeting, informally and in private need-to-know" basis only • Promotions depend more upon seniority and
Cultural Compass Report of John Smith, 26.03.2020
• Promotions depend on seniority and experience, not • Superiors are less accessible (closed doors) experience - not necessarily upon performance and
necessarily on performance and achievement • Expect your work to be inspected achievement
• Information is power, it is provided on a "need-to- • Decision-making is centralized
know" basis • Expect to be judged on who you are, not on what
you do
21
© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
POWER DISTANCE
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on power distance is 33. This means that 33% of respondents have lower or the same score as you, and 67% of
respondents have higher score. Your personal preferences that dier most from the dimension score of Japan are presented below.
Your response
Dimension score of Japan low high
1 The biggest challenge for a manager is to motivate his people.
The biggest challenge for a top manager is to find out what really goes
on in the organization.
2
The ideal manager is caring and although he/she makes the decisions,
The best manager is practical and orderly, and relies on his/her team
he/she always takes urgent personal matters of his/her employees
members.
seriously.
3 Team members should create their own work and find their own
place in the organization. 0 20 40 60 80 100
It is clear who is in charge of what and you should not interfere with
someone else's responsibilities.
low high
When working with people from Japan as a:
Subordinate Colleague Superior
1 You may get the feeling that some of your
colleagues are spying on you on behalf of the 1 You have to make sure that your colleagues don't
get the feeling that you spy on them on behalf of 1 You may not know what really happens in your
organization by not creating long lasting trust
manager concerned. your superiors. relationships and/or by lacking trustworthy
informants.
2 You may get demotivated when you have found
2 You may get the feeling that your colleagues are
2 You may get the feeling that your subordinates
Cultural Compass Report of John Smith, 26.03.2020
out that your direct boss is neither interested in very opinionated without asking themselves what don't appreciate the fact that you show interest in
the situation you find yourself in here and now, it is that the superior wants to be done. their personal life.
nor in the situation your family finds itself in back
home.
3 You may get the feeling that your superior
doesn't trust you by not giving you enough 3 You may take too much initiative in the eyes of
your colleagues which may create resentment. 3 You may demotivate your subordinates if you are
not giving sucient guidance to them.
authority.
22
© Hofstede Insights 2020
JAPAN COMPARED TO UNITED STATES ON
INDIVIDUALISM
Country to country comparison
With an intermediate score of 46, Japan does not indicate a strong preference to either end of the scale.
Dierence Japan and United States: 45
Collectivism Individualism
0 20 40 60 80 100
When working in a country that is much more collectivistic (lower IDV) than you're used to:
Subordinate Colleague Superior
• Focus on relationship over task: Invest in building • Focus on relationship over task: Invest in building • Focus on relationship over task: Invest in
relationships to establish trust relationships to establish trust relationships to build trust
• Communication is implicit and indirect • Don't criticize individuals in public; do it privately in • Employees expect their organization to act in
• Praise and criticism is most likely directed to a team an indirect way so they don't feel they lose face their interest and to be responsible for their career
rather than individuals and expressed carefully • In-group members are fully trusted, there's mistrust (reciprocal loyalty)
• Don't express your personal opinion; opinions are towards people outside the group. If teams • Communication is implicit and subtle
predetermined by the in-group members are from dierent "in-groups", trust and • Employees will tell you what you want to hear
• Do not criticize or gainsay your manager relationships needs to be developed to perpetuate harmony and face; invest a lot of
• You can expect your organization to act in your • People will tell you what you want to hear in order energy in finding out what goes wrong
interest and to be responsible for your career to perpetuate harmony and face; double-check • Don't criticize individuals in public; do it privately in
(reciprocal loyalty) information by asking questions that the other an indirect way so they don't feel they lose face
Cultural Compass Report of John Smith, 26.03.2020
• Promotion is based on loyalty and seniority party is not able to answer with yes/no • Motivation is achieved through group success;
• When making mistakes people lose face, having • When making mistakes people lose face, having reward and praise the team
damaged the group's standing damaged the group's standing • Promotion is based on loyalty and seniority
• People openly favor close relations or group
members over others
23
© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
INDIVIDUALISM
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on individualism is 42. This means that 42% of respondents have lower or the same score as you, and 58% of respondents
have higher score. Your personal preferences that dier most from the dimension score of Japan are presented below.
Your response
Dimension score of Japan low high
1 People around me, so that I am not alone. Privacy, so that I can relax.
2 I should rely on others. I should be confident of myself.
3 No worries about my job.
0 20 40 60 80 100
Some variety and adventure in my work.
low high
When working with people from Japan as a:
Subordinate Colleague Superior
1 You may suer hardship either because nobody
leaves you alone so that you have no privacy or 1 You may suer hardship either because nobody
leaves you alone so that you have no privacy or 1 You may demotivate your subordinates by being
perceived as cold and aloof.
because you become lonely because nobody because you become lonely as nobody wants to
wants to deal with you outside work hours. deal with you outside work hours.
2 You may get "claustrophobic" once you have
2 You may get "claustrophobic" once you have
2 You may not know what really happens in your
Cultural Compass Report of John Smith, 26.03.2020
found out that you cannot do anything unseen. found out that you cannot do anything unseen organization by not creating long-lasting trust
and that your colleagues continuously talk about relationships and/or by lacking trustworthy
you behind your back . informants.
3 You may be surprised that your colleagues
don't attach the same importance to security of 3 You may be surprised that your colleagues
don't attach the same importance to security of 3 You may demotivate your subordinates by not
giving them sucient challenges, whereas you
employment as you do. employment as you do. are only trying to protect them.
24
© Hofstede Insights 2020
JAPAN COMPARED TO UNITED STATES ON
MASCULINITY
Country to country comparison
At 95, Japan is a very masculine society - highly success-oriented and driven. Behaviour in school, work, and play are based on the shared values that people should
“strive to be the best they can be” and that “the winner takes all”. The emphasis is on equity, competition, and performance. Conflicts are resolved at the individual level by
fighting them out, and the goal is to win.
Dierence Japan and United States: 33
Femininity Masculinity
0 20 40 60 80 100
When working in a country that is more masculine (higher MAS) than you're used to:
Subordinate Colleague Superior
• Sacrifices in the form of longer work hours, shorter • Your colleagues may be focused on business; • Business may be discussed outside of business
holidays or more travel may be expected from you asking personal questions in business situations hours
in order to be successful may be less appreciated • Privileges (promotion, money, etc.) and competition
• Self-promotion and highlighting your performance • Meetings may be more "to the point" may be more of a motivator than you are used to
may be well received • Decisions may sometimes be arrived at by taking a • Performance measurement and management may
• Your boss may praise your successes personally vote after shorter discussion instead of aiming for be expected to be based on formalized assessment
and in public full consensus, which may delay implementation instruments, which set and reward fix targets based
• Your organization may focus development eorts • Business may be discussed outside of business on individual accomplishments
on the successful achievers hours • Personnel development may be expected to be
Cultural Compass Report of John Smith, 26.03.2020
• Your boss may aim for clear objectives and targets • Your team members may emphasize their personal focus more on successful people to make them
as performance measures performance and success more than you are used even more successful
• Business may be discussed outside of business to • Emphasizing your personal success more than you
hours • Competition between team members may occur, are used to may be well received
• Meetings may be more "to the point" osetting cooperation • Meetings may be more "to the point"
25
© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
MASCULINITY
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on masculinity is 100. This means that 100% of respondents have lower or the same score as you, and 0% of respondents
have higher score. Your personal preferences that dier most from the dimension score of Japan are presented below.
Your response
Dimension score of Japan low high
1 A pleasant, cosy place to work, with friendly and cordial colleagues. Clear targets and accountability so that I can show I did a good job.
2 If we disagree, we try to reach consensus. If we disagree, management will act decisively.
3 Conflict and confrontation between colleagues is harmful.
0 20 40 60 80 100
It is OK if colleagues have a conflict at times, it brings out the best in
people.
low high
When working with people from Japan as a:
Subordinate Colleague Superior
1 You may get surprised if and when your local
colleagues seem to enjoy very precise targets 1 You may get surprised if and when your
colleagues seem to enjoy the challenge of 1 You may get annoyed by the fact that your
colleagues want you to come up with such
which they are supposed to realize, instead of just meeting very precise targets, instead of just being precise targets that everybody knows that these
being told to do their utmost best. told that they have to do their utmost best. can never be fully met.
2 You may get worried that, in case of
2 You may get worried that in case of
2 You may not like the expectations your
Cultural Compass Report of John Smith, 26.03.2020
disagreement, the parties concerned have a disagreement parties concerned have a tendency subordinates have, i.e. being decisive and then
tendency to start polarising instead of looking for to start polarizing instead of looking for a mutual selling your decision to them.
a mutual solution. solution.
3 You may get annoyed that your colleagues seem
to try to avoid conflicts at all costs, unless they 3 You may get annoyed that your colleagues try
to avoid conflicts, unless they can really not be 3 You may get annoyed by the fact that your
colleagues try to stop you if you want to confront
really cannot be avoided. In the latter case they avoided. In the latter case they may then fester somebody head on.
may then fester for a long time. for a long time.
26
© Hofstede Insights 2020
JAPAN COMPARED TO UNITED STATES ON
UNCERTAINTY AVOIDANCE
Country to country comparison
At 92, Japan scores very high on uncertainty avoidance, demonstrating that as a nation they seek mechanisms to avoid ambiguity. People do not readily accept change
and are very risk adverse. They maintain rigid codes of belief and behaviour and are intolerant of unorthodox behaviour and ideas. To minimize the level of uncertainty,
there is an emotional need for strict rules, laws, policies, and regulations.
Dierence Japan and United States: 46
Low UAI High UAI
0 20 40 60 80 100
When working in a country that is much more uncertainty avoiding (stronger UAI) than you're used to:
Subordinate Colleague Superior
• People have an inner urge to work hard • People expect punctuality • The ideal leader is a subject matter expert
• People expect punctuality • People have an inner urge to work hard • Communication is "sender-oriented"; i.e. the receiver
• Conflicts and competition are considered • Don't expect new ideas, ways or methods to be should understand what the expert is saying
undesirable as they lead to unpredictability readily appreciated; provide details to help foster • Risk management is important; have contingency
• Your boss can express his frustration through confidence in them plans ready
showing strong emotions • Detailed project plans are made and followed, • Conflicts and competition create unpredictability
• Your boss will most likely be a subject matter leading to inflexibility in adapting to new situations and are therefore considered undesirable
expert who will have all the answers ready to your • Subject matter experts are trusted and well- • Allow for emotional stress valves
questions respected • Don't expect new ideas, ways or methods to be
Cultural Compass Report of John Smith, 26.03.2020
• Don't expect new ideas, ways or methods to be • Communication is "sender-oriented" - the receiver readily appreciated. Provide details on the initiative
readily appreciated; provide details to help foster should try to understand what the expert is saying to help foster confidence in it
confidence in them about the subject • Your employees will expect you to have all answers
• In order to take a decision, your boss expects • Conflicts and competition lead to unpredictability as you are the expert
detailed information and an in-depth plan and are therefore considered undesirable • People prefer rules and structure to manage and
• Expect your work to be examined in detail and control uncertainties and ambiguities
present facts and statistics to back it up • Create structure and predictability
• Subject matter experts are trusted and well-
respected
27
© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
UNCERTAINTY AVOIDANCE
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on uncertainty avoidance is 63. This means that 63% of respondents have lower or the same score as you, and 37% of
respondents have higher score. Your personal preferences that dier most from the dimension score of Japan are presented below.
Your response
Dimension score of Japan low high
1 It is better to have few laws and regulations in society, as long as you
do comply with these.
It is good to have many laws and regulations in society, it helps us to
know what is expected from us.
2 I prefer to be independent of authorities, even if they are honest and
competent.
I prefer to depend on authorities if they are honest and competent.
3 At work ambiguous structures, procedures and rules bring out the
creative side of people. 0 20 40 60 80 100
At work, structures, procedures and rules should be clear; ambiguity
should be avoided at all costs.
low high
When working with people from Japan as a:
Subordinate Colleague Superior
1 You may get bewildered by all the rules you are
directly or indirectly told to follow, irrespective 1 You may get bewildered by all the rules you are
directly or indirectly told to follow, irrespective 1 You may demotivate your subordinates by being
so lukewarm about the importance of rules.
of whether these are formal or informal rules whether these are formal or informal rules and
and regardless of whether people are really irrespective whether people are really complying
complying with these rules or not. with these rules or not.
2 You may get demotivated by your general
2 Your colleagues may think you are wasting
2 You may not profile yourself as a strong authority
Cultural Compass Report of John Smith, 26.03.2020
manager, who may behave as if s/he knows it all resources by spending a considerable amount of in the field of your operations, which may
and by profiling him- or herself as the authority. time to prepare yourself well before e.g. entering demotivate your colleagues.
a meeting or before starting a new task..
3 You may get demotivated as you don't get a lot
of leeway to do your own thing. You may feel 3 You may start to feel demotivated as you don't
get a lot of leeway to do your own thing. You may 3 You may demotivate your colleagues by not
creating sucient structure, procedures and rules.
imprisoned by all the structure, procedures and feel imprisoned by all the structure, procedures
rules imposed on you. and rules imposed on you.
28
© Hofstede Insights 2020
JAPAN COMPARED TO UNITED STATES ON
LONG-TERM ORIENTATION
Country to country comparison
With a very high score of 88, Japanese culture is shown to be highly pragmatic. In societies with a pragmatic orientation, people believe that truth depends very much on
situation, context, and time. They show an ability to adapt traditions easily to changed conditions, a strong propensity to save and invest, thriftiness, and perseverance in
achieving results.
Dierence Japan and United States: 62
Short-term orientation Long-term orientation
0 20 40 60 80 100
When working in a country that is much more long-term oriented (higher LTO) than you're used to:
Subordinate Colleague Superior
• Expect the main work values to be future-oriented, • Don't ask 'why' too often, the focus is on what and • Expect the main work values to be future-
such as learning, adaptiveness, thrift, accountability, how oriented, including learning, adaptiveness, thrift,
perseverance and self-discipline • New information will be synthesized and checked accountability, perseverance and self-discipline
• Don't ask 'why' too often, the focus is on what and for utility • Expect to work and be measured on long-term
how • Focus will be put on long-term results results (5-10 years)
• New information should be synthesized and • Perseverance toward results which cannot be • New information should be synthesized and
checked for utility readily achieved checked for utility
• Expect to work towards and be measured on long- • Expect people to invest in lifetime, personalized • Truth is dependent on time and context; there can
term results (5-10 years) networks of influence and social relationships be many truths
Cultural Compass Report of John Smith, 26.03.2020
• Truth is dependent on time and context; there can (Guanxi) • Lifetime, personalized networks of influence and
be many truths • Meet the need for long-term successes even if it's at social relationship are important and have a great
• Expect people to invest in lifetime, personalized the expense of immediate results impact on decisions (Guanxi)
networks of influence and social relationships • Expect people to be pragmatic; they tend to focus • Meet the need for long-term successes even if it's at
(Guanxi) on the question if information is useful the expense of immediate results
• Expect people to be pragmatic; they tend to focus • People are more willing to compromise if they feel • Willingness to subordinate oneself for a purpose
on the question if information is useful respected; it is not about right or wrong, but about a
• Contracts and agreements are guidelines that may good relationship
be deviated from in case of doubt
29
© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
LONG-TERM ORIENTATION
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on long-term orientation is 2. This means that 2% of respondents have lower or the same score as you, and 98% of
respondents have higher score. Your personal preferences that dier most from the dimension score of Japan are presented below.
Your response
Dimension score of Japan low high
1 We have to check first whether new information is true.
New information should be combined with what we know already to
make the best use of it.
2 Taking care of yourself is the motor of economic success. Friendliness is the key to a better society.
3 Foreigners have to learn how to pronounce my name correctly, I am
not going to change my name to make things easier for them. 0 20 40 60 80 100
I should adapt to dierent situations, even with regard to my name.
low high
When working with people from Japan as a:
Subordinate Colleague Superior
1 You may get upset about how easily your
colleagues are taking new information on board 1 You may get upset about how easily your
colleagues are taking new information on board 1 You may be delighted how easily your colleagues
are taking new information on board, but you
without checking whether the new information without checking whether the new information may get upset that they are not checking
oered to them is true. oered to them is true. whether the new information oered to them is
true.
2 You may get frustrated by the amount of time
2 You may wonder why your colleagues express
2 You may get frustrated by the amount of time
Cultural Compass Report of John Smith, 26.03.2020
and energy management invests in creating and themselves in such a humble way, seemingly and energy you are told to invest in creating and
maintaining pleasant human relations or instead being void of any nationalistic feelings. maintaining pleasant human relations given the
in not showing any concern for the welfare of way your local competitors are treating their
their workers. people.
3 You may get worried that your colleagues don't
seem to have strong feelings about Good and 3 You may get worried that your colleagues don't
seem to have strong feelings about Good and 3 You may get upset once you have found out that
your colleagues will so easily copy your know-
Evil, making them somewhat unpredictable in Evil, making them somewhat unpredictable in how to their own advantage without respecting
emotionally crucial situations. emotionally crucial situations. intellectual property rights.
30
© Hofstede Insights 2020
JAPAN COMPARED TO UNITED STATES ON
INDULGENCE
Country to country comparison
Japan’s relatively low score of 42 indicates that its culture tends toward restraint rather than Indulgence. Restrained societies have a tendency toward cynicism and
pessimism. Also, they do not put much emphasis on leisure time and control the gratification of their desires. Their actions are restrained by social norms and they feel
that indulging themselves is somewhat wrong.
Dierence Japan and United States: 26
Restraint Indulgence
0 20 40 60 80 100
When working in a country that is more restrained (lower IVR) than you're used to:
Subordinate Colleague Superior
• Managers are less approachable than what you are • Colleauges may be less eager to go out for after • You may need to encourage people in dierent
used to work drinks ways to be participative
• It will be more dicult to get constructive feedback • Communication can be restricted to the minimum • Subordinates are unlikely to express their state of
• Maintaining order will likely have a high priority for necessary mind through facial expressions
your manager; avoid anything that may appear • Your local colleagues may not be very open to • Being thrifty is of higher importance, thus you may
chaotic foreigners in general need to encourage people to spend money
• Gender roles are more strictly prescribed • Expect cynicism among employees
Cultural Compass Report of John Smith, 26.03.2020
31
© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
INDULGENCE
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on indulgence is 81. This means that 81% of respondents have lower or the same score as you, and 19% of respondents
have higher score. Your personal preferences that dier most from the dimension score of Japan are presented below.
Your response
Dimension score of Japan low high
1 We have to control our basic and natural human desires, or it will
result in total chaos.
It is OK if I spend my income the way I want.
2 Optimism will easily backfire. A pessimistic attitude will make life less enjoyable.
3 Wealth and a solid economy is better than freedom of speech.
0 20 40 60 80 100
Everybody should be able to express their opinion.
low high
For this latest dimension we cannot yet provide personal feedback.
Cultural Compass Report of John Smith, 26.03.2020
32
© Hofstede Insights 2020
Country of interest
United Kingdom
Home country
United States
Power Distance
100
80
Indulgence 60
Individualism
40
20
Long-Term Orientation Masculinity
Uncertainty Avoidance
United Kingdom
Cultural Compass Report of John Smith, 26.03.2020
33
© Hofstede Insights 2020
UNITED KINGDOM COMPARED TO UNITED STATES ON
POWER DISTANCE
Country to country comparison
At 35, United Kingdom scores in the low rankings of PDI. This characterizes a society that believes that inequalities amongst people should be minimized. This result in
hierarchies established for convenience only, and decentralised power. Communication is informal, direct and participative.
Dierence United Kingdom and United States: 5
Low PDI High PDI
0 20 40 60 80 100
Based on the country scores, there is no significant dierence between the selected countries on this dimension. People are likely to behave dierently anyway. Dimension
scores can be reflected in many ways which dier per country even if they have the same score.
Cultural Compass Report of John Smith, 26.03.2020
34
© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
POWER DISTANCE
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on power distance is 33. This means that 33% of respondents have lower or the same score as you, and 67% of
respondents have higher score. Your personal preferences that dier most from the dimension score of United Kingdom are presented below.
Your response
Dimension score of United Kingdom low high
1
The ideal manager is caring and although he/she makes the decisions,
The best manager is practical and orderly, and relies on his/her team
he/she always takes urgent personal matters of his/her employees
members.
seriously.
2 The biggest challenge for a manager is to motivate his people.
The biggest challenge for a top manager is to find out what really goes
on in the organization.
3 A CEO should not bypass middle management by giving orders to
rank-and-file employees. 0 20 40 60 80 100
An organizational structure in which one person has two managers
should be avoided.
low high
When working with people from United Kingdom as a:
Subordinate Colleague Superior
1 You may get demotivated when you have found
out that your direct boss is neither interested in 1 You may get the feeling that your colleagues are
very opinionated without asking themselves what 1 You may get the feeling that your subordinates
don't appreciate the fact that you show interest in
the situation you find yourself in here and now, it is that the superior wants to be done. their personal life.
nor in the situation your family finds itself in back
home.
2 You may get the feeling that some of your
2 You have to make sure that your colleagues don't
2 You may not know what really happens in your
Cultural Compass Report of John Smith, 26.03.2020
colleagues are spying on you on behalf of the get the feeling that you spy on them on behalf of organization by not creating long lasting trust
manager concerned. your superiors. relationships and/or by lacking trustworthy
informants.
3 You may not like the fact that management
created a messy situation by forcing you to 3 You may get hurt by the little respect your
colleagues pay to their superior(s), implying that 3 Your subordinates may get the feeling that you
want be too much in control, which they see as a
report to two dierent bosses. It is hard to know you may perceive them as being pretty arrogant. sign of weakness on your side.
to whom you have to be loyal.
35
© Hofstede Insights 2020
UNITED KINGDOM COMPARED TO UNITED STATES ON
INDIVIDUALISM
Country to country comparison
United Kingdom, with a very high score of 89, is a highly individualist culture. This translates into a loosely-knit society in which the expectation is that people look after
themselves and their immediate families, rather than belonging to a larger in-group. There is a strong belief in the ideal of self-actualization, thus the route to happiness is
through personal fulfillment. In Individualist societies, oense causes guilt and a loss of self-esteem.
Dierence United Kingdom and United States: 2
Collectivism Individualism
0 20 40 60 80 100
Based on the country scores, there is no significant dierence between the selected countries on this dimension. People are likely to behave dierently anyway. Dimension
scores can be reflected in many ways which dier per country even if they have the same score.
Cultural Compass Report of John Smith, 26.03.2020
36
© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
INDIVIDUALISM
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on individualism is 42. This means that 42% of respondents have lower or the same score as you, and 58% of respondents
have higher score. Your personal preferences that dier most from the dimension score of United Kingdom are presented below.
Your response
Dimension score of United Kingdom low high
1 No worries about my job. Some variety and adventure in my work.
2 A nice work environment (good ventilation, lighting, enough work
space, etc).
Enough time for my private life and family after work.
3 It is logical that the boss favours his/her family and friends at work.
0 20 40 60 80 100
It is not fair when the boss favours his/her family and friends at work.
low high
When working with people from United Kingdom as a:
Subordinate Colleague Superior
1 You may be surprised that your colleagues
don't attach the same importance to security of 1 You may be surprised that your colleagues
don't attach the same importance to security of 1 You may demotivate your subordinates by not
giving them sucient challenges, whereas you
employment as you do. employment as you do. are only trying to protect them.
2 You are getting surprised, if not annoyed, by the
2 You may get surprised if not annoyed by the fact
2 You may demotivate your subordinates by calling
Cultural Compass Report of John Smith, 26.03.2020
fact that your colleagues seem to keep their that your colleagues seem to keep their private upon them outside work hours.
private life so hidden from you. lives so much hidden away from you.
3 You may be surprised to find out that your
colleagues don't care necessarily more about 3 You may be surprised to find out that your
colleagues don't care necessarily more about 3 You are surprised about the negative reactions of
your colleagues if and when you want to employ
their family and friends than about strangers. It their family and friends than about strangers. It a family member or somebody else from your
even goes sometimes so far that they prefer to even can go that far that they prefer to employ network back home.
employ strangers. strangers instead of those being emotionally dear
to them.
37
© Hofstede Insights 2020
UNITED KINGDOM COMPARED TO UNITED STATES ON
MASCULINITY
Country to country comparison
At 66, United Kingdom is a masculine society – success-oriented and driven. Behaviour in school, work, and play are based on the shared values that people should
“strive to be the best they can be” and that “the winner takes all”. The emphasis is on equity, competition, and performance. Conflicts are resolved at the individual level by
fighting them out, and the goal is to win.
Dierence United Kingdom and United States: 4
Femininity Masculinity
0 20 40 60 80 100
Based on the country scores, there is no significant dierence between the selected countries on this dimension. People are likely to behave dierently anyway. Dimension
scores can be reflected in many ways which dier per country even if they have the same score.
Cultural Compass Report of John Smith, 26.03.2020
38
© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
MASCULINITY
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on masculinity is 100. This means that 100% of respondents have lower or the same score as you, and 0% of respondents
have higher score. Your personal preferences that dier most from the dimension score of United Kingdom are presented below.
Your response
Dimension score of United Kingdom low high
1 Conflict and confrontation between colleagues is harmful.
It is OK if colleagues have a conflict at times, it brings out the best in
people.
2 Good cooperation between colleagues. Good opportunities to make a career.
3 Most people can be trusted.
0 20 40 60 80 100
When people have failed in life, it is often their own fault.
low high
When working with people from United Kingdom as a:
Subordinate Colleague Superior
1 You may get annoyed that your colleagues seem
to try to avoid conflicts at all costs, unless they 1 You may get annoyed that your colleagues try
to avoid conflicts, unless they can really not be 1 You may get annoyed by the fact that your
colleagues try to stop you if you want to confront
really cannot be avoided. In the latter case they avoided. In the latter case they may then fester somebody head on.
may then fester for a long time. for a long time.
2 You may get upset by the fact that bosses are
2 You may get upset by the fact that bosses
2 You may get upset by the fact that everybody is
Cultural Compass Report of John Smith, 26.03.2020
so rarely decisive. Instead, everybody is busy in are rarely decisive. Instead everybody is busy continuously busy in participating in meetings to
participating in meetings to come to a conclusion, participating in meetings to come to a conclusion, come to a conclusion, which they may change
which they may change later anyway. which they may change later anyway. later anyway.
3 You may be surprised that colleagues who clearly
fail still get so much sympathy and support from 3 You may be surprised that colleagues who clearly
fail still get so much sympathy and support from 3 You may get worried about the sloppiness of your
direct subordinates, as if one should not worry
their peers. their peers. about the fact that people will take advantage of
you if the opportunity arises.
39
© Hofstede Insights 2020
UNITED KINGDOM COMPARED TO UNITED STATES ON
UNCERTAINTY AVOIDANCE
Country to country comparison
With a low score of 35, British society is very comfortable with ambiguity. Low UAI societies maintain a more relaxed attitude in which deviance from the norm is more
easily tolerated. Plans can be altered at short notice and improvisations made. Open to risk-taking, there is a larger degree of acceptance for new ideas, innovative
products and a willingness to try something new or dierent.
Dierence United Kingdom and United States: 11
Low UAI High UAI
0 20 40 60 80 100
When working in a country that is less uncertainty avoiding (lower UAI) than you're used to:
Subordinate Colleague Superior
• Adaptable generalists may be preferred over • Being flexible or open in your approach to new • The ideal leader may be a generalist and can adapt
experts ideas may be more useful than you are used to to all circumstances
• Your boss may define certain project results without • People may cope with problems as they arise • Task areas and future aims, instead of precisely
rigidly defining the way to get there • Generalists that are able to cope under all defined tasks and roadmaps may be appreciated;
• You may be expected to cope with problems as circumstances may be preferred you may not need to have all the answers
they arise • Communication may be "receiver-oriented" - the • Communication may be "receiver-oriented" - the
• Being flexible or open in your approach to new expert may need to "translate" ideas to the mindset expert should try to "translate" ideas to the mindset
ideas may be appreciated of the receiver and try to persuade the receiver to of the receiver and persuade them to see it her way
• You may have to control your emotions; emotional see it in his/her way • Being flexible or open in your approach to new
Cultural Compass Report of John Smith, 26.03.2020
breakouts as a stress valve may not be accepted • There may be less need to plan and structure ideas may be normal
• Don't expect too many rules; rules may be adjusted • Control your emotions; emotional breakouts as • Conflicts and competition may be not threatening
in case they cannot be enforced stress valve may not be accepte but part of business
• Your boss may not have all the answers • Taking unknown risks in order to succeed may be
• Conflicts and competition may not be threatening normal
but part of business • As few rules as possible may be made and may be
changed if they are not working
40
© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
UNCERTAINTY AVOIDANCE
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on uncertainty avoidance is 63. This means that 63% of respondents have lower or the same score as you, and 37% of
respondents have higher score. Your personal preferences that dier most from the dimension score of United Kingdom are presented below.
Your response
Dimension score of United Kingdom low high
1 Showing emotions at work or in public is childish and a sign that you
cannot control yourself.
Expressing positive emotions at work shows your commitment and
involvement.
2 A good manager does not need to have precise answers to all the
questions of his/her employees.
A good manager is an expert who knows more than his/her employees.
3 To compromise is a sign of strength.
0 20 40 60 80 100
If you make a compromise you are weak and others will take
advantage of you.
low high
When working with people from United Kingdom as a:
Subordinate Colleague Superior
1 You may come across as way too emotional
which may cause your boss and other colleagues 1 You may come across as way too emotional
which may cause your colleagues to doubt 1 You may come across as too emotional which
may cause your colleagues to assess your
to doubt whether you are really qualified to do whether you are really qualified for the job. behaviour as rather childish.
the job.
2 You may get demotivated by your boss who
2 You may get demotivated by your boss who
2 You may demotivate your direct subordinates by
Cultural Compass Report of John Smith, 26.03.2020
appears not to be all that knowledgeable, and appears not to be all that knowledgeable and questioning too easily whether they know better
you may be surprised that this doesn't aect your you may be surprised that this doesn't aect your what to do than you do.
direct colleagues negatively. direct colleagues negatively.
3 You may be surprised how easily your
counterparts give in, in case of disagreement, 3 You may be surprised how easily your
counterparts change their minds, giving 3 You may upset your colleagues by being
perceived as somebody who tries to push
which must be a sign of feelings of insecurity. you the impression that they are not all that through your own ideas at whatever price.
knowledgeable.
41
© Hofstede Insights 2020
UNITED KINGDOM COMPARED TO UNITED STATES ON
LONG-TERM ORIENTATION
Country to country comparison
With an intermediate score of 51 on this dimension, no clear preference can be determined for United Kingdom.
Dierence United Kingdom and United States: 25
Short-term orientation Long-term orientation
0 20 40 60 80 100
When working in a country that is much more long-term oriented (higher LTO) than you're used to:
Subordinate Colleague Superior
• Expect the main work values to be future-oriented, • Don't ask 'why' too often, the focus is on what and • Expect the main work values to be future-
such as learning, adaptiveness, thrift, accountability, how oriented, including learning, adaptiveness, thrift,
perseverance and self-discipline • New information will be synthesized and checked accountability, perseverance and self-discipline
• Don't ask 'why' too often, the focus is on what and for utility • Expect to work and be measured on long-term
how • Focus will be put on long-term results results (5-10 years)
• New information should be synthesized and • Perseverance toward results which cannot be • New information should be synthesized and
checked for utility readily achieved checked for utility
• Expect to work towards and be measured on long- • Expect people to invest in lifetime, personalized • Truth is dependent on time and context; there can
term results (5-10 years) networks of influence and social relationships be many truths
• Truth is dependent on time and context; there can (Guanxi) • Lifetime, personalized networks of influence and
be many truths • Meet the need for long-term successes even if it's at social relationship are important and have a great
Cultural Compass Report of John Smith, 26.03.2020
• Expect people to invest in lifetime, personalized the expense of immediate results impact on decisions (Guanxi)
networks of influence and social relationships • Expect people to be pragmatic; they tend to focus • Meet the need for long-term successes even if it's at
(Guanxi) on the question if information is useful the expense of immediate results
• Expect people to be pragmatic; they tend to focus • People are more willing to compromise if they feel • Willingness to subordinate oneself for a purpose
on the question if information is useful respected; it is not about right or wrong, but about a
• Contracts and agreements are guidelines that may good relationship
be deviated from in case of doubt
42
© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
LONG-TERM ORIENTATION
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on long-term orientation is 2. This means that 2% of respondents have lower or the same score as you, and 98% of
respondents have higher score. Your personal preferences that dier most from the dimension score of United Kingdom are presented below.
Your response
Dimension score of United Kingdom low high
1 We have to check first whether new information is true.
New information should be combined with what we know already to
make the best use of it.
2 Taking care of yourself is the motor of economic success. Friendliness is the key to a better society.
3 If things do not work out as planned, it is best to start something new.
0 20 40 60 80 100
You should never give up.
low high
When working with people from United Kingdom as a:
Subordinate Colleague Superior
1 You may get upset about how easily your
colleagues are taking new information on board 1 You may get upset about how easily your
colleagues are taking new information on board 1 You may be delighted how easily your colleagues
are taking new information on board, but you
without checking whether the new information without checking whether the new information may get upset that they are not checking
oered to them is true. oered to them is true. whether the new information oered to them is
true.
2 You may get frustrated by the amount of time
2 You may wonder why your colleagues express
2 You may get frustrated by the amount of time
Cultural Compass Report of John Smith, 26.03.2020
and energy management invests in creating and themselves in such a humble way, seemingly and energy you are told to invest in creating and
maintaining pleasant human relations or instead being void of any nationalistic feelings. maintaining pleasant human relations given the
in not showing any concern for the welfare of way your local competitors are treating their
their workers. people.
3 You may get upset about the short-term
perspective with which your colleagues go about 3 You may get upset about the short term
perspective with which your colleagues go about 3 You may get upset about the short-term
perspective with which your colleagues go about
their business. They too easily seem to give up if their business. They too easily seem to give up if their business. They seem to give up too easily if
they are not successful in the short run. they are not successful in the short run. they are not successful in the short run.
43
© Hofstede Insights 2020
UNITED KINGDOM COMPARED TO UNITED STATES ON
INDULGENCE
Country to country comparison
United Kingdom’s high score of 69, indicates that its culture is one of indulgence. People in indulgent societies generally exhibit a willingness to realize their impulses and
desires regarding enjoying life and having fun. They have a tendency towards optimism. In addition, they place a higher degree of importance on leisure time and spend
money as they wish.
Dierence United Kingdom and United States: 1
Restraint Indulgence
0 20 40 60 80 100
Based on the country scores, there is no significant dierence between the selected countries on this dimension. People are likely to behave dierently anyway. Dimension
scores can be reflected in many ways which dier per country even if they have the same score.
Cultural Compass Report of John Smith, 26.03.2020
44
© Hofstede Insights 2020
YOUR PERSONAL FEEDBACK ON
INDULGENCE
Based on your answers, we have generated personal feedback for you.
In comparison to other respondents, your score on indulgence is 81. This means that 81% of respondents have lower or the same score as you, and 19% of respondents
have higher score. Your personal preferences that dier most from the dimension score of United Kingdom are presented below.
Your response
Dimension score of United Kingdom low high
1 I like to serve my group and society and do something good, for
example as a volunteer.
I like to have lots of leisure time.
2 We have to control our basic and natural human desires, or it will
result in total chaos.
It is OK if I spend my income the way I want.
3 Optimism will easily backfire.
0 20 40 60 80 100
A pessimistic attitude will make life less enjoyable.
low high
For this latest dimension we cannot yet provide personal feedback.
Cultural Compass Report of John Smith, 26.03.2020
45
© Hofstede Insights 2020
YOUR PROFILE IN DETAIL
The charts below shows your score per dimension in comparison to a representative sample of the world's population.1
low PDI high PDI low IDV high IDV low MAS high MAS
Power Distance: 33 Individualism: 42 Masculinity: 100
Cultural Compass Report of John Smith, 26.03.2020
low UAI high UAI low LTO high LTO low IVR high IVR
Uncertainty Avoidance: 63 Long-Term Orientation: 2 Indulgence: 81
1 30 000 Respondents
46
© Hofstede Insights 2020
FREQUENTLY ASKED QUESTIONS
What does a country Where do the country What does a personal How was my personal
score stand for? scores come from? score stand for? score calculated?
A country score on a dimension Most country scores are based Your profile of cultural Your personal score corresponds
represents a society’s preference on Geert Hofstede’s research preferences reflects your to your average answers on
on how to deal with one of within the IBM corporation. personality and is aected by all 7 survey questions that
the basic human challenges the culture where you grew up. belong to one dimension, relative
The list of countries was
identified by Hofstede (the to all other respondents that
extended by additional research Yet, every person is unique,
existence of inequality, have ever filled in the survey.
projects and estimates by and culture does not
the relationship between
Hofstede Insights consultants. predetermine personality. Statistically speaking, it’s
individuals and groups, etc.), as
compared to other societies. the percentile rank of your
average answers compared
to all other respondents.
Why don’t you show my personal score and the country score in the same chart for easy comparison? What is the connection between
personality and culture?
Your personal scores are individual level indicators while country scores are national level indicators. As an Culture is a group phenomenon
Cultural Compass Report of John Smith, 26.03.2020
analogy, think of personal income - the wealth of an individual, and GDP per capita - the wealth of a country. and only exists among groups.
Individuals therefore don’t have a
Even though both can be measured through the same unit and both measures are associated, they are dierent culture; they have a personality.
concepts: GDP per capita is not a measure of personal income just like national culture is not a measure of personality.
There is a two-way relationship
Therefore, connecting your personal dimension scores and country scores is only useful for the purpose of didactic between both: culture is a
reflection. It helps you to consider where the group tendency potentially has an impact on your behaviour. product of its members and
at the same time culture has
an impact on its members.
47
© Hofstede Insights 2020
Go Further
What do we mean by "culture"?
Read the article
ICM
Why is managing Cultural Diversity important?
Read the article
Get the Hofstede Insights app
Join our newsletter
Cultural Compass Report of John Smith, 26.03.2020
48
© Hofstede Insights 2020
Hofstede Insights improves the eectiveness of those working amid diverse cultural backgrounds, and
provides companies and organizations with the competence needed to optimise performances worldwide.
info@hofstede-insights.com
hofstede-insights.com
Cultural Compass Report of John Smith, 26.03.2020
49
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