WHEN WORKING WITH TEAM MEMBERS FROM LOW POWER DISTANCE CULTURES

[Austria, Denmark, Israel]

1. Subordinates and lower level employees commonly want to make their own decisions
2. There is flat hierarchy in subordinate-superior relationships
3. The ideal boss is often a resourceful democrat
4. The most important decisions are made by groups or committees

WHEN WORKING WITH TEAM MEMBERS FROM HIGH POWER DISTANCE CULTURES

[Malaysia, Slovakia, Panama]

1. Subordinates and lower level employees will expect specific instructions from superiors
2. Privileges and status are commonplace
3. The ideal boss is often a benevolent autocrat or “good father”
4. The most important decisions are made by individuals, superiors or the boss

WHEN WORKING WITH TEAM MEMBERS FROM COLLECTIVIST CULTURES

[Pakistan, Guatemala, Nigeria]

1. It is essential to develop the relationships in the team before the task can be completed
2. People who violate society's rules may feel shame or a "loss of face"
3. Motivation will be found intertwined with group harmony so the team should be praised as a whole
4. In-group customers will expect preferential treatment (particularism)

WHEN WORKING WITH TEAM MEMBERS FROM INDIVIDUALIST CULTURES

[Australia, the Netherlands, Sweden]

1. The task to be done prevails over the relationship that is developed between colleagues
2. People who violate society’s rules may feel guilt or a loss of self-respect
3. The highest level of motivation is self-actualisation, so individuals are happy to receive praise for a job well done
4. Every customer should receive the same treatment (universalism)

WHEN WORKING WITH TEAM MEMBERS FROM CONSENSUS-ORIENTED CULTURES

[Norway, Latvia, Sri Lanka]

1. Where there are disagreements, consensus is expected
2. People often "work to live", and more leisure time is preferred over more money
3. There is sympathy for the underdog and HR will take care of its employees
4. Large shows of wealth are negatively seen by the general public
5. People can discuss personal issues with their boss and colleagues

WHEN WORKING WITH TEAM MEMBERS FROM DECISIVE CULTURES

[Slovakia, Japan, Hungary]

1. When there are disagreements, competition is expected (letting the strongest win)
2. People often "live to work", and more money is preferred over more leisure time
3. Employees are expected to sink or swim and people worry about their job security
4. People are expected to show-off their status and wealth
5. Individual problems should remain outside the workplace

WHEN WORKING WITH TEAM MEMBERS FROM LOW UNCERTAINTY AVOIDING CULTURES

[Jamaica, Singapore, Denmark]

1. People are more likely to change employers based on their experiences and expectations
2. Only necessary rules that are meant to be followed will be put in place
3. Generalists and common sense are accepted forms of knowledge
4. The results are more important than following procedures
5. Activity development and creativity is strong

WHEN WORKING WITH TEAM MEMBERS FROM HIGH UNCERTAINTY AVOIDING CULTURES

[Greece, Portugal, Japan]

1. People are more likely to stay with one employer for a longer time and have fewer employers over a lifetime
2. There is an emotional need for rules, even if they will not be followed
3. Knowledge should be supported by experts
4. Procedures must be clearly stated and followed
5. Team strength lies in meticulous task execution

WHEN WORKING WITH TEAM MEMBERS FROM SHORT TERM ORIENTED CULTURES

[Ghana, Colombia, United Arab Emirates]

1. Quick results are expected
2. The focus is on the “bottom line” and monthly, quarterly, yearly results
3. People are more likely to use analytic thinking, or the understanding of different parts of a whole
4. Project execution focuses more on what needs to be done now and less on what should be done in the future
5. The team will push for everyone to share similar attitudes, thoughts, beliefs, values, behaviours, and feelings

WHEN WORKING WITH TEAM MEMBERS FROM LONG TERM ORIENTED CULTURES

[South Korea, Japan, Estonia]

1. The team will aim for perseverance and sustained efforts, and produce slow results
2. The focus is on the “market position” and long term results (such as 10+ years from now)
3. People are more likely to use synthetic thinking or to see the whole picture
4. Project execution is orientated to the future; short term goals can be adapted for project harmony
5. The team will understand that “multiple truths” exist and personal ideas can vary without problem

WHEN WORKING WITH TEAM MEMBERS FROM RESTRAINT CULTURES

[Bulgaria, Pakistan, Lithuania]

1. There is a focus on discussing ongoing issues/problems even if no one is thinking about a solution yet
2. There is more mistrusting view of daily life and the workplace
3. People commonly smile only when they have a reason, otherwise it can be suspect
4. People tend to be highly cost conscious

WHEN WORKING WITH TEAM MEMBERS FROM INDULGENCE CULTURES

[Venezuela, Mexico, New Zealand]

1. There is a focus on developing potential solutions for ongoing issues/problems
2. A positive and trusting attitude is a common occurrence in daily life and the workplace
3. People will smile for no reason
4. People can be careless in their spending