Posted: April 20th, 2022

Highlight 13.7: Cultural Differences in an Organizational Context

Highlight 13.7: Cultural Differences in an Organizational Context
Dubrin (2007, pp. 386–387) cites four cultural differences in the context of working with and in
organizations (Hofstede, 1980, 1993; Kennedy & Everest, 1991). These are also significant when
working effectively with organizations in the community environment and with community citizens. It’s
essential to establish goals with community residents that fit well with their own value systems. It’s also
crucial for people commencing community development to be aware of their own value orientations so
as not to impose them on people in the community.
1. Individualism versus collectivism. Individualism is “a mental set in which people see themselves
first as individuals and believe that their own interests take priority. At the other end of the continuum,
collectivism is a feeling that the group and society receive top priority. . . . Highly individualistic cultures
include the United States, Canada, Great Britain, Australia, and the Netherlands. Japan, Taiwan, Mexico,
Greece, and Hong Kong are among the countries that strongly value collectivism” (Dubrin, 2007, p. 386).
Sowers and Rowe (2007) comment concerning differences in how individual importance
is perceived:
“For instance, within the African context, traditional African thinking understands
human nature and human flourishing as a network of life forces that emanate from God and end in God,
who is the source of all life forces. For many Africans, personhood is attainable only in community and
the single most important concept within African traditional life is the inclusion of all into the
community (Senghor, 1966; Setiloane, 1986)” (p. 30).
Van Wormer (2006) reflects on the value of collectivism for First Nations Peoples:
“The sense of interconnectedness is a staple of traditional indigenous culture. The First
Nations people in North American rely on the metaphor of the Medicine Wheel, which exemplifies
the wholeness of all life. The Medicine Wheel teaches about the cycle of life, a cycle that encompasses
infancy through old age, the seasons, and four directions of human growth—the emotional, mental,
physical, and spiritual. This is not a linear system; all the parts are interconnected. American Indian
teachings are traditionally presented as narratives and shared within a talking circle. . . .
[V]alues are: a strong emphasis on being not doing and cooperation over competition; a group
emphasis; working only to meet one’s needs; nonmaterialism; . . . and living in harmony with nature.
The theme of these values is social interconnectedness” (p. 57).
Sowers and Rowe (2007) conclude that “working out an understanding of human beings
and personal development that incorporates cultural conceptions and beliefs is critical to effective social
work practice, particularly in a global context” (p. 30).
2. Materialism versus concern for others. Materialism is the value that material things and money
are extremely important, much more so than humanitarian or spiritual pursuits. There is also a tendency
to emphasize “Me Me Me,” rather than focus on other people’s needs and issues. In contrast, concern
for others refers to genuine, active concern for other people’s well-being and a focus on the importance
of interpersonal relationships. “Materialistic countries include Japan, Austria, and Italy. The United
States is considered to be moderately materialistic . . . Scandinavian nations all emphasize caring as a
national value” (Dubrin, 2007, p. 386).
3. Formality versus informality. “A country that values formality attaches considerable importance
to tradition, ceremony, social rules, and rank. At the other extreme, informality refers to a casual
attitude toward tradition, ceremony, social rules, and rank. . . . [People] in Latin American countries
highly value formality, such as lavish public receptions and processions. Americans, Canadians, and
Scandinavians are much more informal” (Dubrin, 2007, p. 386).
4. Urgent time orientation versus casual time orientation. “Individuals and nations attach different
importance to time. People with an urgent time orientation perceive time as a scarce resource and tend
to be impatient. People with a casual time orientation view time as an unlimited and unending resource
and tend to be patient. Americans are noted for their urgent time orientation. They frequently impose
deadlines and are eager to get started doing business. Asians and Middle Easterners, in contrast are
[much more] patient” (Dubrin, 2007, p. 387).

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Highlight 13.7: Cultural Differences in the Workplace
In the context of working with and in organizations, Dubrin (2007, pp. 386–387) identifies four cultural differences (Hofstede, 1980, 1993; Kennedy & Everest, 1991). These are also important when it comes to working effectively with community organizations and citizens. It is critical to establish goals with community members that are compatible with their own value systems. It is also critical for people who are just starting out in community development to be aware of their own value orientations so that they do not impose them on others in the community.
Individualism vs. collectivism, for starters. Individualism is defined as “a mental set in which people see themselves first and foremost as individuals and believe that their own interests take precedence.” Collectivism, on the other hand, is at the opposite end of the spectrum.

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