Globalization is increasing, many divisions within corporations are organized on a global scale and networks and areas of impact transcend national boundaries. The target of this presentation is to create an understanding on Intercultural Competence and its levels. Explore more on Intercultural Competence at TEC Leadership Institute Website.

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www.tec-leadership-institute.com
Bridging Across Cultures
Dr. Christine McCarthy
TEC Leadership Institute GmbH

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Part 1: Intercultural Competence
1. Definition
2. Intercultural Competence Continuum
3. Recognising Levels

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Definition of Culture
“the set of attitudes, values, beliefs, and behaviours shared by
a group of people, but different for each individual,
communicated from one generation to the next.”
David Matsumoto

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Definition of Culture
“Culture is a fuzzy set of basic assumptions and values,
orientations to life, beliefs, policies, procedures and
behavioural conventions that are shared by a group of people,
and that influence each member’s behaviour and
interpretations..”
Spencer-Oatey

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Intercultural Competence
An orientation that is capable of shifting cultural perspective
and changing behaviour in culturally appropriate and
authentic ways.
Hammer & Bennett

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Intercultural Competence Continuum
https://idiinventory.com/

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IC Analysis (Intercultural Developemt
Inventory)
https://idiinventory.com/

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Denial
An orientation that likely
recognizes more observable
cultural differences (e.g.,
ḥijāb) but may not notice
deeper cultural difference
(e.g., conflict resolution
styles) and may avoid or
withdraw from cultural
differences.
Polarization
A judgmental orientation that
views cultural differences in terms
of “us” and “them”. This can take
the form of:
Defense - An overly critical view
toward other cultural
values and practices.
Reversal - An overly critical
orientation toward
one’s own cultural
values and practices.
Intercultural Competence Stages

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Minimisation
An orientation that
highlights cultural
commonality and
universal values and
principles that may also
mask deeper
recognition and
appreciation of cultural
differences.
(moving from
Ethnocentrism to
Ethnorelativism)
Acceptance
An orientation that
recognizes and
appreciates patterns of
cultural difference and
commonality in one’s
own and other
cultures.
The own culture is just
one of a large number
of equally complex
worldviews.
Acceptance does not
mean agreement!
Adaptation
An orientation that is
capable of shifting
cultural perspective and
changing behaviour in
culturally appropriate
and authentic ways.
Integration of cultural
difference into
experience.
Cultural Disengagement
An orientation that
indicates a disconnection
from one´s particular
cultural group.
Intercultural Competence Stages

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Attitudes Skills & Behaviours
1. Cultural self-awareness and
capacity for self-regulation
2. Ability to adapt to varying
intercultural communication and
learning styles
3. Flexibility
4. General openness to intercultural
learning and to people from other
cultures
5. Tolerating and engaging ambiguity
6. Curiosity and discovery
7. Cross-cultural empathy
8. Respect for other cultures
9. Skills to listen and observe
10. Skills to analyse, interpret & relate
11. Deep knowledge and
understanding of culture (one’s
own and other’s)
12. Understanding of role and impact
of culture and the impact of
situational, social, and historical
contexts involved
13. Sociolinguistic competence
(awareness of relation between
language and meaning in societal
context)
14. Learning through interaction
15. Culture-specific
knowledge/understanding host
Intercultural Competence
http://www.bertelsmann-
stiftung.de/fileadmin/files/BSt/Presse/imported/downloads/xcms_bst_dms_30236_30237_2.pdf

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Steps towards Intercultural Competence

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Part 2: Culture Value Dimensions
Culture Value Dimensions
Geert Hofstede
GLOBE Research
Richard Lewis
https://geert-hofstede.com/
http://www.grovewell.com/wp-content/uploads/pub-GLOBE-intro.pdf
http://www.crossculture.com/product/when-cultures-collide

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Part 2: Culture Value Dimensions
1. Definition
2. Value Dimensions
3. Countries in Comparison
4. World Clusters

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Geert Hofstede
“Culture is the collective programming of the mind which
distinguishes the members of one group or category of people
from another.”
Geert Hofstede

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Power Distance
Uncertainty Avoidance
Individualism – Societal Collectivism
Masculinity
Future Orientation
Gender Egalitarianism
Humane Orientation
Performance Orientation
Assertiveness Orientation
Hofstede & GLOBE

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Power Distance
Uncertainty Avoidance
Individualism / Collectivism
Masculinity
Assertiveness Orientation
Hofstede & GLOBE

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Hofstede & GLOBE
Power Distance
Extent to which a society accepts the unequal distribution of power in institutions
Power and status are not important Rank is deferred to
People are equal People are not equal
Open two way communication More formal communication & distance
Less rules & regulations Etiquette is important
Etiquette is more relaxed
DE FR SP UK JP US
44 16 31 44 33 38
Low
High
0
20
40
60 DE
FR
SP
UK
JP

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Hofstede & GLOBE
Uncertainty Avoidance
A society and organization's discomfort with uncertainty, preference for predictability
and stability
Flexible, adaptable approach Compliant to prescribed standards
Rules are expedient to goals Rules and regulations
Risks are taken Tradition and protocol
Tolerant of deviance Risks are avoided
More relaxed around procedures Less tolerant of deviance
DE FR SP UK JP US
29 15 15 48 7 43
Low
High
0
20
40
60 DE
FR
SP
UK
JP

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Hofstede & GLOBE
Individualism – Societal Collectivism
Extent to which people prefer to take care of themselves and their immediate groups /
families
Individual competition Policies and standpoint of group prevails
Personal opinions expected Relationship prevails over task
Task prevails over relationship Co-operation / Group support
Limited loyalty to the group Etiquette is very important
DE FR SP UK JP US
15 11 20 3 23 1
Low
High
0
10
20
30 DE
FR
SP
UK
JP

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Hofstede & GLOBE
Masculinity
Bias towards either masculine values of assertiveness, competitiveness, Materialism or
towards feminine values of nurturing and the quality of life and relationships
Assertive, aggressive management style Relationship, People
Decision-making, outcome-oriented, task-
oriented
Caring
Materialism, advancement, promotion &
bonuses
Quality of Life, Balance
DE FR SP UK JP US
10 36 38 10 1 15
Low
High
0
20
40 DE
FR
SP
UK
JP

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Hofstede & GLOBE
Assertiveness Orientation
Degree to which individuals are assertive and confrontational in their relationships with
others. People in highly assertive countries tend to have can-do attitudes and enjoy
competition; those in less assertive countries prefer harmony and emphasize loyalty
and solidarity
Have sympathy for the strong Have sympathy for the weak
Value competition Value cooperation
Believe that anyone can succeed if he
or she tries hard enough
Associate competition with defeat and
punishment
Value success and progress Value People and warm relationships
DE FR SP UK JP US
4,66 4,44 4,39 4,23 3,69 4,5
Low
High
3
4
5
DE
FR
SP
UK
JP
US

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Hofstede Clusters
Small Power Distance
Strong Uncertainty Avoidance
Countries: German-speaking, Finland,
Israel
Organization Type: Work-Flow
bureaucracy
Implicit Model of Organization:
Well-oiled machine
Large Power Distance
Strong Uncertainty Avoidance
Countries: Latin, Mediterranean, Islamic,
Central European, Russia, Japan
Organization Type: Full bureaucracy
Implicit Model of Organization: Pyramid
Large Power Distance
Weak Uncertainty Avoidance
Countries: China, India (No EUR)
Organization Type: Personnel
bureaucracy
Implicit Model of Organization: Family
Small Power Distance
Weak Uncertainty Avoidance
Countries: Anglo, Scandinavia,
Netherlands
Organization Type : Implicitly structured,
ad hoc solutions
Implicit model of Organization: Village
Market

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World Clusters Richard Lewis
http://www.crossculture.com/product/when-cultures-collide/

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Lewis Model