Hofstede'S Six Dimensions of Culture: PDI Characteristics Tips
Hofstede'S Six Dimensions of Culture: PDI Characteristics Tips
Hofstede'S Six Dimensions of Culture: PDI Characteristics Tips
Psychologist Dr. Geert Hofstede published his cultural dimensions model at the end of
the 1970s, based on a decade of research. Since then, it's become an internationally
recognized standard for understanding cultural differences.
Hofstede studied people who worked for IBM in more than 50 countries. Initially, he
identified four dimensions that could distinguish one culture from another. Later, he added fifth
and sixth dimensions, in cooperation with Dr. Michael H. Bond and Dr.Michael Minkov. These
are:
A high PDI score indicates that a society accepts an unequal, hierarchical distribution of
power, and that people understand "their place" in the system. A low PDI score means that
power is shared and is widely dispersed, and that society members do not accept situations
where power is distributed unequally.
Application: According to the model, in a high PDI country, such as Malaysia (100), team
members will not initiate any action, and they like to be guided and directed to complete a task.
If a manager doesn't take charge, they may think that the task isn't important.
A high IDV score indicates weak interpersonal connection among those who are not part
of a core "family." Here, people take less responsibility for others' actions and outcomes.
In a collectivist society, however, people are supposed to be loyal to the group to which they
belong, and, in exchange, the group will defend their interests. The group itself is normally
larger, and people take responsibility for one another's wellbeing.
Application: Central American countries Panama and Guatemala have very low IDV scores (11
and six, respectively). In these countries, as an example, a marketing campaign that
emphasizes benefits to the community would likely be understood and well received, as long as
the people addressed feel part of the same group.
In masculine societies, the roles of men and women overlap less, and men are expected
to behave assertively. Demonstrating your success, and being strong and fast, are seen as
positive characteristics.
In feminine societies, however, there is a great deal of overlap between male and female
roles, and modesty is perceived as a virtue. Greater importance is placed on good relationships
with your direct supervisors, or working with people who cooperate well with one another.
Application: As we've highlighted, Japan has the highest MAS score of 95, whereas Sweden
has the lowest measured value of five. Therefore, if you open an office in Japan, you should
recognize you are operating in a hierarchical, deferential and traditionally patriarchal society.
Long hours are the norm, and this, in turn, can make it harder for female team members to gain
advancement, due to family commitments.
At the same time, Japan is a culture where all children (male and female) learn the value of
competition and winning as part of a team from a young age. Therefore, female team members
are just as likely to display these notionally masculine traits as their male colleagues.
By comparison, Sweden is a very feminine society, according to Hofstede's model. Here, people
focus on managing through discussion, consensus, compromise, and negotiation.
In societies that score highly for Uncertainty Avoidance, people attempt to make life as
predictable and controllable as possible. If they find that they can't control their own lives, they
may be tempted to stop trying. These people put their fate "in the hands of God." While people
in low UAI-scoring countries are more relaxed, open or inclusive.
Bear in mind that avoiding uncertainty is not necessarily the same as avoiding risk.
Hofstede argues that you may find people in high-scoring countries who are prepared to engage
in risky behavior, precisely because it reduces ambiguities, or in order to avoid failure.
Application: In Hofstede's model, Greece tops the UAI scale with 100, while Singapore scores
the lowest with eight. Therefore, during a meeting in Greece, you might be keen to generate
discussion, because you recognize that there's a cultural tendency for team members to make
the safest, most conservative decisions, despite any emotional outbursts. Your aim is to
encourage them to become more open to different ideas and approaches, but it may be helpful
to provide a relatively limited, structured set of options or solutions.
In general terms, countries that score highly for PRA tend to be pragmatic, modest, long-term
oriented, and thriftier. In low-scoring countries, people tend to be religious and nationalistic.
Self-enhancement is also important here, along with a person's desire to please their parents.
Application: The U.S. has a normative score. This is reflected in the importance of short-term
gains and quick results (profit and loss statements are quarterly, for example). It is also reflected
in strong normative positions politically and socially.
Countries with a high IVR score allow or encourage relatively free gratification of
people's own drives and emotions, such as enjoying life and having fun. In a society with a low
IVR score, there is more emphasis on suppressing gratification and more regulation of people's
conduct and behavior, and there are stricter social norms.
Application: According to the model, Eastern European countries, including Russia, have a low
IVR score. Hofstede argues that these countries are characterized by a restrained culture,
where there is a tendency towards pessimism. People put little emphasis on leisure time and, as
the title suggests, people try to restrain themselves to a high degree.
PDI CHARACTERISTICS TIPS