Identity—Individualist versus Collectivist

The high side of this dimension, called Individualism, can be defined as a preference for a loosely-knit social framework in which individuals are expected to take care of themselves and their immediate families only. Its opposite, Collectivism, represents a preference for a tightly-knit framework in society in which individuals can expect their relatives or members of a particular in-group to look after them in exchange for unquestioning loyalty. A society’s position on this dimension is reflected in whether people’s self-image is defined in terms of “I” or “we.” Source: Geerte Hofstede

Authority—Low versus High Power Distance

This dimension expresses the degree to which the less powerful members of a society accept and expect that power is distributed unequally. The fundamental issue here is how a society handles inequalities among people. People in societies exhibiting a large degree of power distance accept a hierarchical order in which everybody has a place and which needs no further justification. In societies with low power distance, people strive to equalise the distribution of power and demand justification for inequalities of power. Source: Geerte Hofstede

Risk—Low versus High Uncertainty Avoidance

The uncertainty avoidance dimension expresses the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity. The fundamental issue here is how a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? Countries exhibiting strong UAI maintain rigid codes of belief and behaviour and are intolerant of unorthodox behaviour and ideas. Weak UAI societies maintain a more relaxed attitude in which practice counts more than principles.

Achievement—Cooperative versus Competitive

The extent to which achievement and competition are valued (vs. social relationships and emotions)

Cooperative Orientation –
Emphasizes nurturing behavior and cooperation
Values quality of relationships and family

Competitiv Orientation –
Emphasizes assertive behavior and competition
Values work, task accomplishment, and career sucess

Hofstede calls this Masculinity vs Femininity

The masculinity side of this dimension represents a preference in society for achievement, heroism, assertiveness and material reward for success. Society at large is more competitive. Its opposite, femininity, stands for a preference for cooperation, modesty, caring for the weak and quality of life. Society at large is more consensus-oriented.

Time—Punctuality versus Relationships

Hofstede calls this Long Term Orientation

Time as sequence sees events as separate items in time, sequence one after another. It finds order in a serried array of actions that happen one after the other.

Time as synchronisation sees events in parallel, synchronised together. It finds order in coordination of multiple efforts.

The long-term orientation dimension can be interpreted as dealing with society’s search for virtue. Societies with a short-term orientation generally have a strong concern with establishing the absolute Truth. They are normative in their thinking. They exhibit great respect for traditions, a relatively small propensity to save for the future, and a focus on achieving quick results. In societies with a long-term orientation, people believe that truth depends very much on situation, context and time. They show an ability to adapt traditions to changed conditions, a strong propensity to save and invest, thriftiness, and perseverance in achieving results.

Monochronic/Linear Time:

• Time is the given and people are the variable.
• The needs of people are adjusted to suit the demands of time, hence the popularity of schedules, deadlines, etc.
• Time is quantifiable, and a limited amount of it is available.
• People do one thing at a time and finish it before starting something else, regardless of circumstances. Note: This concept is different from multitasking, though, which can be quite popular in monochronic cultures.
• “Western” cultures tend to be monochronic.

Polychronic/Flexible Time:

• Time is the servant and tool of people.
• Time is adjusted to suit the needs of people.
• More time is always available, and you are never too busy
• People often have to do several things simultaneously, as required by circumstances.
• It’s not necessary to finish one thing before starting another (even if deadlines are fast approaching), nor to finish your business with one person before starting in with another.
• Relationships are more important than appointments/deadlines.
• Mediterranean, Latin American, Asian, African, and Arab cultures tend to be polychronic
  From: What’s Up with Culture

– See more at: http://www.smallplanetstudio.com/2009/08/10/time-matters/#sthash.6OV25vGl.dpuf

Communication—Direct versus Indirect

The extent to which communication is indirect and emphasizes roles and iplicit understanding

Low Contex Orientation –
Emphaizes explicit words
Values direct communication

High Context Orientation –
Emphasizes roles and implicit understanding
Values indirect communication

Hofstede calls this Uncertainity Avoidance

The uncertainty avoidance dimension expresses the degree to which the members of a society feel uncomfortable with uncertainty and ambiguity. The fundamental issue here is how a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? Countries exhibiting strong UAI maintain rigid codes of belief and behaviour and are intolerant of unorthodox behaviour and ideas. Weak UAI societies maintain a more relaxed attitude in which practice counts more than principles.

Lifestyle—Being versus Doing

The extent to which action is emphasized and valued

Being Orientation –
Emphasizes contemplation and reflection
Values quality of life

Doing Orientation –
Emphasizes action and proactive behavior
Values efficiency and results

Here are some very broad characteristics of doing cultures: Status is earned (e.g. the work you do in your job). It is not merely a function of who you are (e.g.  birth, age, seniority). Status is not automatic and can be forfeited if one stops achieving (e.g. you quit your job). Great emphasis is placed on deadlines, schedules etc. Tasks take precedence over personal relationships in most cases (e.g. your family may not like it but they understand if you have to miss a family birthday party because you have work to do). People are supposed to have a personal opinion, which they are expected to verbalize. – See more at: http://www.smallplanetstudio.com/2009/10/27/doing-being-cultures/#sthash.3slrksmy.dpuf

And here are some very broad characteristics of being cultures:

• Status is built into who a person is. It’s automatic and therefore difficult to lose.
• Titles are important and should always be used, in order to show appropriate respect for someone’s status.
• Harmony should be maintained, and therefore direct confrontation or disagreement is to be avoided. Saving face is highly valued.
• Relationships often take precedence over tasks. Much time is spent on greeting and farewell rituals or getting to know someone before agreeing to do business with them.

– See more at: http://www.smallplanetstudio.com/2009/10/27/doing-being-cultures/#sthash.3slrksmy.dpuf

Rules—Particularist versus Universalist

(What is more important, rules or relationships?)

The degree of importance a culture assigns to either the law or to personal relationships. In a universalistic culture, people share the belief that general rules, codes, values and standards take precedence over the needs and claims of friends and other relationships. In a pluralistic culture, people see culture in terms of human friendship and intimate relationships. While rules do exist in a pluralistic culture, they merely codify how people relate to one another.

Universalism is about finding broad and general rules. When no rules fit, it finds the best rule.

Particularism is about finding exceptions. When no rules fit, it judges the case on its own merits, rather than trying to force-fit an existing rule.

Source: Trompenaars

Expressiveness—Neutral versus Affective

(How People Express Emotions)

The degree to which individuals display their emotions. In an affective culture, people display their emotions and it is not deemed necessary to hide feelings. However, in a neutral culture, people are taught not to display their feelings overtly. The degree to which feelings become manifested is therefore minimal. While emotions are felt, they are controlled.

Neutral cultures spawn business relationships which are instrumental and focus on objectives (UK, Sweden, Netherlands, Finland, Germany, Czech Republic)
Emotional business dealings – involving anger, joy and passion – are acceptable at the other end of the scale. If you are upset at work, you display your feelings (Polish, Italian, French, Spanish, Latin American)

Social Norms—Tight versus Loose

Tightness-looseness is part of a complex, loosely integrated multilevel system that comprises distal ecological and historical threats (e.g., high population density, resource scarcity, a history of territorial conflict, and disease and environmental threats), broad versus narrow socialization in societal institutions (e.g., autocracy, media regulations), the strength of everyday recurring situations, and micro-level psychological affordances (e.g., prevention self-guides, high regulatory strength, need for structure).