www.gpm-ipma.

de
Intercultural - Project Roadmap
Overview of activities that a project team would have to implement in a way appropriate to each individual project in order to produce an excellent project.
www.ipma.ch
Thanks go to Mr. Pannenbcker and his colleague, whose idea for the project management topic overview I've had the opportunityto further develop here. Thanks also to the manycolleagues
who helped me to create this overview of hard and soft factors". And finally, I'd like to wish you, the reader/viewer, everysuccess in your project work. Happyprojects!
Stage: 03-11-2011| Version 2.0
Free download : www.project-roadmap.com | contact: raimo.huebner@project-roadmap.com
Technical and social network advisory: michael.pfannkuchen@project-roadmap.com
Project Management Excellence Power your projects to save our planet.
Predominant religions
Personality developement - cultural home
Words are not objective reality, which they try to describe.
They are just subjective symbols based on conventions.
They get and change their importance by using them.
Baum
Individual perception / Interpretation of language
Frequency of practice of communication media in
virtual project teams
daily
seldom
low
high
Personality of the communicating medium
F
r
e
q
u
e
n
c
y
o
f
p
r
a
c
t
ic
e
in

m
u
lt
ilo
c
a
l
p
r
o
je
c
t
s
letter
telephone
video
conference
proshare-
camera
personal
contact
instant-
messenger 1)
e-mail
voice-
mail 1)
telephone-
conference
fax
telephone
alternative
voice over IP
Skype

alternative
Skype with
Proshare
camera
cf.: Prof. Y.-G. Schoper [3]
Intercultural project team
Values
Norm
s
M
oral
GS
Values
Norm
s
M
oral
SoB
P
r o
j e
c
t r o
l l
c u l t u r a lh i s t o r y
P e r s o n a l i t y
P
ro
je
c
t ro
ll
cultural history
Personality
Plan
Values
Norm
s
M
oral
SoB
Values
Norm
s
M
oral
SoB
P
ro
je
c
t ro
ll
cultural
history
Personality
Values
Norm
s
M
oral
SoB
P
r o
j e
c
t r o
l l
cultural
history
P
e
rso
n
a
lity
PM
PM
PM
PM
Cultural differences in melody and tone pitches
The different melodies have different affects on oneself and act differently in
collaboration
sound intensityalso varies a lot: Mediterranean cultures and Arabian people like
to speak loud, whereas in the USA speaking loud is regarded as rude and negative
Anglo-Saxon
Latin-American
oriental
timeliness
price
brand/
image design service
functionality
reliability
veryhigh
priority
high priority mediumpriority lowpriority
Different priorities of particular nations in their understanding of quality
cf. International Project Management, dtv, original edition 2004, S.298
Basic physical needs
Security
needs
Social needs
Esteem and
recognition
Self-actuali zation
Maslow`s pyramid of needs
and findings from China
Social needs
Basic physical
needs
Security needs
Vgl. Nevis, 1983
China
cf.: Carol Kovach
The effectiveness of team work in
cultural mixed teams
n
u
m
b
e
r o
f te
a
m
s
w
ith

th
is
e
ffe
c
tiv
e
n
e
s
s
effectiveness of teamwork
monocultural
teams
cultural mixed
teams
Spiral of distrust Starting situation:
GenerallyDynamic:
1. Starting point:
Different opinions / point of views, not clarified
misunderstandings in communication.
E.g. because of different interpretation of a task.
1st group confusion
2. First Escalation,
1st group Theydo not followthe rules!
Assumption: mistrust/prejudices, search for
indications for upcoming / rising prejudices
3. 1st group confirmation of prejudices
4. 1st group annoyed/irritated reaction
5. Escalation 2nd group felt unaware /
overtaken - misunderstanding of
reaction
6. 2nd group annoyed reaction
Dynamic
3
2
1
4
5
6
what they are doing?
That we have not
done before!
- self fulfilling prophecy
- selective perception
What they
think who
they are?
Model of cultural shock
1. Euphoric
2. Misunderstandings
3. Collisions
4. Acceptance of
Diversity
5. Acculturation
A
d
ju
s
tm
e
n
t re
a
d
y
n
e
s
s
Time
Time
Process of cultural adjustment
fe
e
lin
g
s
negative
positive
Euphoric cultural shock Acculturation Stability
a
b
c
Dimensions of
conflict/problem solving
Conflict-
perception
Conflict
management as
a challenge of
Leadership
Conflict-
prevention
Conflict-
diagnose
Conflict-
dynamic
Conflict-
treatment
Styles of project organization
core teamconsists of
several nations and is
situated in one country
core teamis situated in one
country, sub teams are in
the countries
core teamis
distributed locally,
sub teams are
distributed
depending on
countryor area
allocations of core teams in international projects
Development of conflicts within
intercultural project teams
different
norms und values
different
informations
different language,
meaning and
importance of
idioms, ideas and
concepts claimto have the lead and power,
strive for being dominant
different objectives
and different understanding
of tasks, issues, problem
solving strategies and
howto approach a
work package
human relations
interpersonal
attraction rejection
Organisational weaknesses,
bad surrounding conditions
high
h
ig
h
lo
w
low
lo
c
a
l a
lig
n
m
e
n
t
g
lo
b
a
l c
o
o
rd
in
a
tio
n
in
th
e
p
ro
je
c
t
local adjustment differentiation in the project
=has authorityto decide =country/area
=affiliated group/association =gives instructions
a) International b) Multinational
c) Global d) Transnational
Ideal type of strategies of global corporate
activities transferred to international
intercultural projects
cf. Bartlett/Goshal,
Intercultural consultants as
approach for problem solving
= designof change process bysystemic
adapted interventions
Client is at a loss, is not able to handle his concern with
his own resources
Tendto the balance of divergent energies inthe system
andthe searchfor a corporate base
Consultant has to concernthe whole business
environment of the client in his solution-strategy
Consultant has to manage the WHAT and HOW
in which points of the change plan exists a consensus
between the stakeholdeers, in which points a dissent?
Helps to assimilate the solutions to the organisational
culture, that are located bythe client himself
contains the transfer of
know-how, knowledge is
transferredfromconsultant
to the client
in which categoryof solution
shall the client think?
Howcan the adaptedstrategies
of problemsolving be developed?
which technical and
organisational constructs
are appropriate to contribute
to the achievement of objectives?
type of consulting
The actual concerned
persons are deficient or
not involved inthe solution
strategies.
The actual concerned
persons are involved in
the solution strategyin
a strong way.
Consultant proposes as know-howjust
his methodology(intercultural expertise)
andmakes sure, that the clients findtheir
own solution
high social- and
communicative
competence
S
high personal
competence
P
A
high activity- and
professional
competence
F
high methodical- and
professional
competence
b
e
h
a
v
io
u
r
o
f
t
h
e
c
o
n
s
u
lt
a
n
t
prozess consulting
d
ir
e
k
tiv
e
n
o
t d
ir
e
k
tiv
e
methodical consulting
?
S P
F A
?
S P
F A
?
S P
F A
?
S P
F A
coach and
moderator
consultant as:
expert
consultant as:
problem solver
and realisator
consultant as:
prozess-
promoter
consultant as:
?
blinds out hazards unconsciously
underestimates or overlooks risks
is annoyed if project progress is
disturbed byunexpected events
has a deep-rooted aversion to risks
lobbies for doing everything to avoid risks
identifies and avoids risks
which might endanger
important relationships
takes little time for detailed considerations:
wants to have action
accepts risks if there are no job-related
disadvantages for himself
likes to be at the abyss and needs the adrenalin rush
for feeling that he is still alive
flourishes if a project has certain risks
considers risks as challenges
tries to regard risks objective
and antiseptic
considers all possible influencing factors
relies on logic for estimating risks
tends to blind out his personal risk-radar
imagines everything
what maygo wrong
but is also often the
person who retards
the project
is optimistic bynature
overlooks or overestimates risks
strength is in the development
of solutions
tends to be fearless
Relies on his instinct to
evaluate a situation
Doesnt have the patience
for detailed analysis
Models of personality risk-taking behaviour
9 different models of personality (Pers-M)
each Pers-Mdescribes a certain ideology(map) and the on this ideology based accumulation of strategies
each personhas a basic style, which is driven bythe main motivation
the other styles are not alien, but theyoccur more rarely in the activities
identification of patterns of action andstrategies for problemsolving, which have been successful so far, for attainment
of individual objectives is possible
no stereotyped thinking
cf.: Enneagrammnach C.J . Fitzsimons
Perfectionist
Facilitator
Donor
Achiever
Artist Observer
Team Player
Optimist
Chief
9
1
2
3
4 5
6
7
8
time
o
b
s
e
rv
a
b
le
c
o
m
p
e
te
n
c
e
in
in
te
r
c
u
ltu
r
a
l p
r
o
je
c
t w
o
r
k
2. Reject reality
false sense of security,
excessive estimation of
own competence to
manage intercultural
project teams
3. Insight
in the necessityof change and
insecurity with the conscious
incompetence
4. Acceptance
of the reality,
releaseof old habits
5. Trial and error
and search for newprocedural methods
and behaviour patterns;
success-annoyance-failure-frustration
6. Awareness
whyalternative behaviour
patterns lead to success
and others to failure
7. Integration
transfer of successful intercultural
behaviour patterns and project
management methods to the active
repertoire
0. Im right because of success in the past!
as before successful experienced strategies of
monocultural project work will be used in
intercultural projects
that project we will do like anyother before
lo
w
h
ig
h
Process to change from monocultural to
intercultural project work
1. Shock
great difference between high
expectations and experienced reality
0
1
2
3
4
5
6
7
Learn- working- and problemsolving techniques,
to manage optimal the change process in an
optimal way.
Mediation skills
Kick-off-meeting / differentiation
Agreement on objectives
Scenario-thinking
Visualization and presentation
techniques appropriate to the culture
Systemic thinking (networked, global,
continual change is natural!)
Question techniques
(Modelling/Sleight of Mouth)
Problemsolving techniques
Individual interventions of leadership
Lean andnone wastefulness thinking,
construction and realisation

?
S P
F A
feedback just as corrective
analysis of error
feedback as an ongoing,
motivating analysis of
strengths
central management
instrument: mixture of
motivating emphasis of
strengths andto address
indirectlythe weaknesses
(important to save face)
executive manager and
employee are experts with
detailed knowledge
nomination of specialists
for observing the
environment and for the
diagnosis of chances
and risks
inclusion of all
employees in
identification of problems
and chances
to develop the maximum
which is technicallypossible
to make use of occasions creation of challenges
to give specific tasks to
the employees
briefing of employees encouragement of
employees
to agree on clear objectives
presetting of visions which
motivate, and of clear
objectives
outline of visions
German US-American Japanese
Management styles in comparison
Approach to develop trust within
intercultural project teams
necessarylevel of trust for
efficient teamcollaboration
Start-up
Workshop
Mile stone
meeting
e
ffic
ie
n
c
y
o
f c
o
o
p
e
ra
tio
n
Time
high social and
communicative ability
high personal competence
inter-personal skills
high activity- and
professional competence
high methodical- and
professional competence

capabilityof reflectance
initiative
performance orientation
decision-making ability
willingness to take over
responsibility
integrity
creativity
abilityto work under pressure
To allowand to realize changes
for oneself
Specific technical/methodical skills and
knowledge to work on a certain business:
Apprenticeship/studies
Additional skills
Work- and project experience
Skills of the industrial sector
Foreign languages
Intercultural experiences
IT hard- and software practice


To create and keep confidence (understanding
of the process of development of confidence)
abilityto communicate suitable to culture group
abilityto work in a team
abilityto deal with conflicts and criticism
feedback (sandwich - method)
perceptual capacity (all kinds of languages)
empathy
persuasive power (tell stories, use metaphors)
abilityto motivate
Competence matrix of the consultant
?
S P
F A
Integral view of intercultural organization design
Like I said!
u
n
ive
rsa
lis
m
p
a
rtic
u
la
rize
Familyhistory
strategies to survive
of myancestors
religion
home country
nation
region / city

company
department
social network

environmental impact
climate
altitude
dessert - highlands
region wit earthquake
access to water
access to food

G
e
n
e
tic
b
a
c
k
g
ro
u
n
d
E
m
o
tio
n
a
l b
a
c
k
g
ro
u
n
d
T
e
rrito
ria
l b
a
c
k
g
ro
u
n
d
birth childhood school
high school
live
planning
working life old age
1st J ob 2nd J ob
3rd J ob
J ob
end of live
Model to explain the world
Design of a inner reflection
of environment of a human
to get social orientation.
V
a
lu
e
s
N
o
rm
s
M
o
ra
l
S
e
t o
f
b
e
lie
fs
environmental impact on personal development
impact of parents on development
impact of people and things, are valuable to me
with great pleasure individual expired live quality
in compared relation to direct surrounding living conditions
objectives +sense
objectives +sense
objectives
+sense
personal
development
development of
personality
plan for live
vocational training
personal forming
Information
Filter Physiological-
Social cultural-
Individual-
Filter :
e
m
o
tio
n
a
l e
m
p
h
a
sis
N
e
u
tra
l e
m
p
h
a
s
is
S
p
e
cific
re
la
tio
n
sh
ip
d
iffu
se
re
la
tio
n
s
h
ip
F
e
m
in
in
ity
M
a
s
cu
lin
e
sh
o
rt tim
e
o
rie
n
ta
tio
n
lo
n
g
te
rm
o
rie
n
ta
tio
n
lo
w
re
fe
r to
c
o
n
te
xt
h
ig
h
re
fe
r to
co
n
te
xt
cultural dimensions
university
V
a
lu
e
s
N
o
rm
s
M
o
ra
l
S
e
t o
f
b
e
lie
fs
V
a
lu
e
s
N
o
rm
s
M
o
ra
l
S
e
t o
f
b
e
lie
fs
1. symbols
2. hero's
3. rituals
4. values
5. basic assumptions
set of believes
Model of cultural onion
cultural
generally
information-
oriented
training
experience oriented
c
u
ltu
r
a
l g
e
n
e
r
a
lly
c
u
ltu
r
a
l s
p
e
c
ific
cultural
specific
information-
oriented
training
cultural
general
experience-
oriented
training
cultural
specific
experience-
oriented
training
Intercultural
trainings concepts
information oriented
www.gpm-ipma.de
Intercultural - Project Roadmap
Overview of activities that a project team would have to implement in a way appropriate to each individual project in order to produce an excellent project.
www.ipma.ch
Thanks go to Mr. Pannenbcker and his colleague, whose idea for the project management topic overview I've had the opportunityto further develop here. Thanks also to the manycolleagues
who helped me to create this overview of hard and soft factors". And finally, I'd like to wish you, the reader/viewer, everysuccess in your project work. Happyprojects!
Stage: 03-11-2011| Version 2.0
Free download : www.project-roadmap.com | contact: raimo.huebner@project-roadmap.com
Technical and social network advisory: michael.pfannkuchen@project-roadmap.com
Project Management Excellence Power your projects to save our planet.
Societies That Score Higher on
Collecti vism, tend to:
Individuals are integrated into strong cohesive groups
The self is viewed as interdependent with groups
Group goals lake precedence over individual goals
Duties and obligations are important
determinants of social behavior
People emphasize relatedness with groups
Ecologies are agricultural, and countries are
often developing
There is a slower pace of life
There are lower heart-attack rates
There is lower subjective well-being
There are more extended familystructures
Love is assigned less weight in marriage decisions
There are lower divorce rates
Communication is indirect
Individuals are likelyto engage in group activities
Individuals have fewer social interactions, but
interactions tend to be longer and more intimate
Individuals make greater distinctions between
in-groups and out-groups
Societies That Score Lower on
Collecti vism, tend to:
Individuals look after themselves or their
immediate families
The self is viewed ayautonomous and
independent of groups
Individual goals take precedence over group goals
Altitudes and personal needs are important
determinants of behavior
People emphasize rationality
Ecologies are hunting and gathering, or industrial
and wealthy
There is a faster pace of life
There are higher heart-attack rates
There is higher subjective well-being
There are more nuclear familystructures
Love is assigned greater weight in
marriage decisions
There are higher divorce rates
Communication is direct
Individuals are likelyto engage in activities alone
Individuals have more social interactions, but
interactions tend to be shorter and less intimate
Individuals make fewer distinctions between
in-groups and out-groups
Collectivism 1 - Societal Institutional
Societies That Score Higher on
In group Collectivism, tend to:
Members assume that theyare highly interdepen-
dent with the organization and believe it is important
to make personal sacrifices to fulfill their organi-
zational obligations
Employees tend to develop long-termwith
employers fromrecruitment to retirement
Organizations take responsibilityfor employee
welfare
Important decisions tend to be made bygroups
Selection can be focus onrelational attributes of
employees
J obs are designed in groups to maximize the social
and technical aspects of the job
Training is emphasized more than selection
Compensations and promotions are based on
what is equitable for the group and on consider-
ations of seniority and personal needs
Motivation is sociallyoriented, and is based on
the need to fulfill duties and obligations and to
contribute to the group
Organizational commitment is based on
expectations of loyaltyand in-group attitudes
Prosocial behaviors, or organizational citizenship
behaviors, are more common
Avoidant, obliging, compromising and accommo-
dating conflict resolution tactics are preferred
Accountabilityfor organizational success and
failures rests with groups
Societies That Score Lower on
In group Collectivism, tend to:
Power Distance
Members assume that theyare highly indepen-
dent of the organization and believe it is
important to bring their unique skills and
abilities to the organization
Employees develop short-termrelationships
and change companyat their own discretion
Organizations are primarily interested in the work
that employees performand not their personal
ore family welfare
Important decisions tend to be made by
individuals
Selections focus primarilyon employees,
knowledge, skills and abilities
J obs are designed individuallyto maximize
autonomy
Selection is emphasized more than training
Compensations and promotions are based onan
equity model, in which an individual is rewarded
in direct relationship to his ore her contribution to
task success
Motivation is individuallyorientated and is based
on individual interests, needs and capacities
Organizational commitment is based on
individuals rational calculations of costs and
benefits
Prosocial behaviors, or organizational citizenship
behaviors, are less common
Direct and solution-oriented conflict resolution
tactics are preferred
Accountabilityfor organizational success and
failures rests with individuals
Societies That Score Higher on
Power Distance , tend to:
Societies That Score Lower on
Power Distance , tend to:
1 Social inequities
Societydifferentiated into
classes onseveral criteria
Societyhas large middle class
2 Power bases
Power bases are stable and
scarce (e.g.. landownership)
Power bases arc transient and
sharable (e.g.. skill, knowledge)
3 Role of power
Power is seen as providing social order,
relational harmony, and role stability
Power is seen as a source of corruption,
coercion, and dominance
4 Social mobility Limited upward social mobility High upward social mobility
5 Information control Information is localized Information is shared
Different groups (e.g., women) have
different involvement, and democracy
docs not ensure equal opportunities
All the groups enjoyequal involvement,
and democracyensures parity in
opportunities and development for all
7 Indigenous
orientation and
independence
Strong normative historical influences
and recent independence of the society.
Strong native historical influences and
long standing independence of the
society
8 Civil freedom
Civil liberties are weak and
public corruption high
Civil liberties are strong and
public corruption low
9 Resources and
capabilities
Onlya fewpeople have access to
resources, skills, and capabilities,
contributing to lowhuman development
and life expectancies.
Mass availabilityof tools, resources, and
capabilities for independent and
entrepreneurial initiatives, as reflected in
wide educational enrolment
6 Governance
Parameters
10 Consumption
High growth rates of consumption and
high need for resource coordination
Mature growth rates of consumption and
high per capita purchasing power
11 Technology
Mass use of technology, which supports
general power distance reduction
Need for specialized technology,
adapted to eachuser
High Humane Orientation Societies:
Others are important (i.e. family, friends,
community, strangers).
Fewer psychological and pathological problems.
Values of altruism, benevolence, kindness, love.
and generosityhave high priority.
Need for belonging and affiliation motivate people.
Personal and family relationships induce
protection for the individuals.
Close circle receives material, financial, and social
support; concern extends to all people and nature.
Members of societyare responsible for promoting
well-being of others: The state is not actively involved.
I he state supports the private sector and maintains a
balance between public and private domains.
Public policymakers establish sanctions against
child labor practices.
Members of societyare urged to be sensitive to all
forms of racial discrimination
People are expected to promote paternalistic
norms and patronage relationships.
People are urged to provide social support to
each other.
The children of less-developed societies are
expected to give material support to their
parents in their old age.
The children of less-developed societies can
participate in the labor force to help out their
families.
Children should be obedient.
Parents should closelycontrol their children.
Self-interest is important.
More psychological and pathological problems.
Values of pleasure, comfort, self-enjoyment have
high priority.
Power and material possessions motivate people.
Welfare slate guarantees social and economic
protection of individuals.
Lack of support for others; predominance of
self-enhancement.
State provides social and economic support for
individuals' well-being.
The stale sponsors public provisions and sectors.
Public policymakers consider child labor
practices as a somewhat less-important issue.
Members of societyare not sensitive to all forms
of racial discrimination
Formal welfare institutions replace paternalistic
norms and patronage relationships.
People are expected to solve personal problems
on their own.
The children of more-developed societies are not
expected to give material support lo their parents
in their old age.
The children of more developed societies are not
expected to participate in labor force to help out
their families.
Children should be autonomous.
Family members are independent.
Low Humane Orientation Societies:
Humane Orientation
Societies That Score Higher on
Uncertainty Avoidance, tend to:
Have a tendencytoward formalizing their
interactions with others
Document agreements in legal contracts
Be orderly, keeping meticulous records,
documenting conclusions drawn in meetings
Relyon formalized policies and procedures,
establishing and following rules, verifying
communications in writing
Take more moderate calculated risks
Inhibit newproduct development but
facilitate the implementation stage through
risk aversion and tight controls
Showstronger resistance to change
Showstronger desire to establish rules
allowing predictabilityof behavior
Showless tolerance for breaking rules
Societies That Score Lower on
Uncertainty Avoidance, tend to:
Have a tendencyto he more informal in their
interactions with others
Relyon the word of others theytrust rather
than contractual arrangements
Be less concerned with orderliness and die
maintenance of records, often do not document
the conclusions drawn in meetings
Relyon informal interactions and informal
norms rather than formalized policies,
procedures and rules
Be less calculating when taking risks
Facilitate the newproduct development especi-
ally in the initiation phase, through higher risk
taking and minimal planning or controls
Showless resistance to change
Showless desire to establish rules to dictate
behavior
Showmore tolerance for breaking rules
Uncertainty Avoidance
Collectivism 2 - Societal In-Group
Sources of intercultural investigations
24h - Engineering
New York
EST=GMT - 5
Paris
GMT
Tokio
GMT +10
10 h 5 h
5 h 9 h
3 globale Hot Spots dominieren
weltweite Trends
GLOBE - Culture, Leadership,
and Organizations (data from2004)
Global Leadership and Organizational
Behavior Effectiveness (GLOBE).
- ten-year research program
- 62 societies / countries
- 17,000 middle managers (25%female)
- 951 organizations in 3 core industries:
banking,
food processing
telecommunications,
Geert Hofstede
Prof. C. Graves
Prof. Don Beck
C. Cowan
Geert Hofstede analyzed a large data
base of employee values scores
collected by between 1967 and
1973 covering more than 70 countries
fromwhich, he first used the 40 largest
onlyand afterwards extended the
analysis to 50 countries and 3 regions.
In the editions of GH's work since
2001, scores are listed for 74
countries and regions, partlybased on
replications and extensions of the IBM
studyon different international
populations.
www.geert-hofstede.com
Spiral Dynamics
global survey
- actuallysurvey
is ongoing
- results of first
countries existing
1 100 118 1 7
Scoring Scoring
Scoring
5
6
7
www.thunderbird.edu/wwwfiles/ms/globe
www.spiraldynamics.com
5,7
2005
1968
valueMeme profile GermanyWest and East
Netherlands
Sweden
Germany
Russia
India
Singapore
France
United
Kingdom
United States
Australia
active higher performance orientation 0,13 lower performance orientation
as is 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 4,25 GER-W
2 USA USA 4,49 USA
3 Australia AUS 4,36 AUS
4 Singapore SIG 4,9 SIG
5 UnitedKingdom UK 4,08 UK
6 India IND 4,25 IND
7 France FRC 4,11 FRC
8 Netherlands NED 4,32 NED
9 Sweden SWD 3,72 SWD
10 Russia * RUS 3,39 RUS
SD=standard deviation society practice as is =societypractice min 3,20 max 4,94 mean 4,1 StDe 0,41 should be =society values min 4,92 max 6,58 mean 5,94 StDe 0,43
Geert Hofstede: LTO - Long-TermOrientation
active greater future orientation lower future orientation
as is 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 3,95 GER-W
2 USA USA 4,15 USA
3 Australia AUS 4,09 AUS
4 Singapore SIG 5,07 SIG
5 UnitedKingdom UK 4,28 UK
6 India IND 4,19 IND
7 France FRC 3,48 FRC
8 Netherlands NED 4,61 NED
9 Sweden SWD 4,39 SWD
10 Russia * RUS 2,88 RUS
StDe =standarddeviation society practice as is =societypractice min 2,88 max 5,07 mean 3,85 StDe 0,46 should be =society values min 4,33 max 6,20 mean 5,48 StDe 0,41
Geert Hofstede: ~Mas - Masculinity
active greater gender egalitarianism lower scores indicate greater male domination
as is 7 6 5 4,88 4,75 4,63 4,5 4,38 4,25 4,13 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2,88 2,75 2,63 2,5 2,38 2,25 2,13 2 1 0
1 Germany- West GER-W 3,1 GER-W
2 USA USA 3,34 USA
3 Australia AUS 3,4 AUS
4 Singapore SIG 3,7 SIG
5 UnitedKingdom UK 3,67 UK
6 India IND 2,9 IND
7 France FRC 3,64 FRC
8 Netherlands NED 3,5 NED
9 Sweden SWD 3,84 SWD
10 Russia * RUS 4,07 RUS
StDe =standarddeviation society practice as is =societypractice min 2,50 max 4,08 mean 3,37 StDe 0,37 should be =society values min 3,18 max 5,17 mean 4,51 StDe 0,48
Geert Hofstede: ~Mas - Masculinity
active greater Assertiveness lower Assertiveness
as is 7 6 5 4,88 4,75 4,63 4,5 4,38 4,25 4,13 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2,88 2,75 2,63 2,5 2,38 2,25 2,13 2 1 0
1 Germany- West GER-W 4,73 GER-W
2 USA USA 4,55 USA
3 Australia AUS 4,28 AUS
4 Singapore SIG 4,17 SIG
5 UnitedKingdom UK 4,15 UK
6 India IND 3,73 IND
7 France FRC 4,13 FRC
8 Netherlands NED 4,32 NED
9 Sweden SWD 3,38 SWD
10 Russia * RUS 3,68 RUS
StDe =standarddeviation society practice as is =societypractice min 3,38 max 4,89 mean 4,14 StDe 0,37 should be =society values min 2,66 max 5,56 mean 3,82 StDe 0,63
Geert Hofstede: ~IDV =Individualism
active greater societal institutional collectivism lower societal institutional collectivism
as is 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 3,79 GER-W
2 USA USA 4,2 USA
3 Australia AUS 4,29 AUS
4 Singapore SIG 4,9 SIG
5 UnitedKingdom UK 4,27 UK
6 India IND 4,38 IND
7 France FRC 3,93 FRC
8 Netherlands NED 4,46 NED
9 Sweden SWD 5,22 SWD
10 Russia * RUS 4,5 RUS
StDe =standarddeviation society practice as is =societypractice min 3,25 max 5,22 mean 4,25 StDe 0,42 should be =society values min 3,83 max 5,65 mean 4,72 StDe 0,49
Geert Hofstede: ~IDV =Individualism
active greater societal in group collectivism lower societal in group collectivism
as is 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 4,02 GER-W
2 USA USA 4,25 USA
3 Australia AUS 4,17 AUS
4 Singapore SIG 5,64 SIG
5 UnitedKingdom UK 4,08 UK
6 India IND 5,92 IND
7 France FRC 4,37 FRC
8 Netherlands NED 3,7 NED
9 Sweden SWD 3,66 SWD
10 Russia * RUS 5,63 RUS
StDe =standarddeviation society practice as is =societypractice min 3,53 max 6,36 mean 5,13 StDe 0,73 should be =society values min 4,94 max 6,52 mean 5,66 StDe 0,35
Geert Hofstede: PDI =Power Distance Index
active greater power distance lower power distance
as is 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 5,54 GER-W
2 USA USA 4,88 USA
3 Australia AUS 4,74 AUS
4 Singapore SIG 4,99 SIG
5 UnitedKingdom UK 5,15 UK
6 India IND 5,47 IND
7 France FRC 5,28 FRC
8 Netherlands NED 4,11 NED
9 Sweden SWD 4,85 SWD
10 Russia * RUS 5,52 RUS
StDe =standarddeviation society practice as is =societypractice min 3,89 max 5,80 mean 5,17 StDe 0,41 should be =society values min 2,04 max 3,65 mean 2,75 StDe 0,35
active greater human orientation lower human orientation
as is 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 3,18 GER-W
2 USA USA 4,17 USA
3 Australia AUS 4,28 AUS
4 Singapore SIG 3,49 SIG
5 UnitedKingdom UK 3,72 UK
6 India IND 4,57 IND
7 France FRC 3,4 FRC
8 Netherlands NED 3,86 NED
9 Sweden SWD 4,1 SWD
10 Russia * RUS 3,94 RUS
StDe =standarddeviation society practice as is =societypractice min 3,18 max 5,23 mean 4,09 StDe 0,47 should be =society values min 4,49 max 6,09 mean 5,42 StDe 0,25
Geert Hofstede: UAI - Uncertainty Avoidance Index
active greater uncertainty avoidance lower uncertainty avoidance
as is 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 5,22 GER-W
2 USA USA 4,15 USA
3 Australia AUS 4,39 AUS
4 Singapore SIG 5,31 SIG
5 UnitedKingdom UK 4,65 UK
6 India IND 4,15 IND
7 France FRC 4,43 FRC
8 Netherlands NED 4,7 NED
9 Sweden SWD 5,32 SWD
10 Russia * RUS 2,88 RUS
StDe =standarddeviation society practice as is =societypractice min 2,88 max 5,37 mean 4,16 StDe 0,6 should be =society values min 3,16 max 5,61 mean 4,62 StDe 0,61
Country
Country
UAI Uncertainty Avoidance - Index as is =societypractice
Human Orientation - Index as is =societypractice
Country
PDI
HOI
Country
CSI
CSG
Country
Country
Collectivism 1 - societal institutional - Index
Collectivism 2 - societal in group - Index
Power Distance - Index
as is =societypractice
as is =societypractice
as is =societypractice
Country
ASI Assertiveness - Index as is =societypractice
Country
Future Orientation - Index as is =societypractice
GEI Gender Egalitarianism - Index as is =societypractice
Country
FOI
as is =societypractice Performance Orientation - Index POI
HighLow
HighLow
HighLow
HighLow
HighLow
HighLow
HighLow
HighLow
HighLow
shouldbe
As is - society practice
perception of middle managers concerning current practices in their societies and their organisations.
active higher performance orientation 0,13 lower performance orientation
should be 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 6,01 GER-W
2 USA USA 6,14 USA
3 Australia AUS 5,89 AUS
4 Singapore SIG 5,72 SIG
5 United Kingdom UK 5,9 UK
6 India IND 6,05 IND
7 France FRC 5,65 FRC
8 Netherlands NED 5,49 NED
9 Sweden SWD 5,8 SWD
10 Russia * RUS 5,54 RUS
SD =standard deviation society values as is =society practice min 3,20 max 4,94 mean 4,1 StDe 0,41 should be =society values min 4,92 max 6,58 mean 5,94 StDe 0,43
Geert Hofstede: LTO - Long-TermOrientation
active greater future orientation lower future orientation
should be 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 4,85 GER-W
2 USA USA 5,31 USA
3 Australia AUS 5,15 AUS
4 Singapore SIG 5,51 SIG
5 United Kingdom UK 5,06 UK
6 India IND 5,7 IND
7 France FRC 4,96 FRC
8 Netherlands NED 5,54 NED
9 Sweden SWD 4,89 SWD
10 Russia * RUS 5,48 RUS
StDe =standard deviation society values as is =society practice min 2,88 max 5,07 mean 3,85 StDe 0,46 should be =society values min 4,33 max 6,20 mean 5,48 StDe 0,41
Geert Hofstede: ~Mas - Masculinity
active greater gender egalitarianism lower scores indicate greater male domination
should be 7 6 5 4,88 4,75 4,63 4,5 4,38 4,25 4,13 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2,88 2,75 2,63 2,5 2,38 2,25 2,13 2 1 0
1 Germany- West GER-W 4,9 GER-W
2 USA USA 5,06 USA
3 Australia AUS 5,02 AUS
4 Singapore SIG 4,51 SIG
5 United Kingdom UK 5,17 UK
6 India IND 4,51 IND
7 France FRC 4,4 FRC
8 Netherlands NED 4,99 NED
9 Sweden SWD 5,15 SWD
10 Russia * RUS 4,18 RUS
StDe =standard deviation society values as is =society practice min 2,50 max 4,08 mean 3,37 StDe 0,37 should be =society values min 3,18 max 5,17 mean 4,51 StDe 0,48
Geert Hofstede: ~Mas - Masculinity
active greater Assertiveness lower Assertiveness
should be 7 6 5 4,88 4,75 4,63 4,5 4,38 4,25 4,13 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2,88 2,75 2,63 2,5 2,38 2,25 2,13 2 1 0
1 Germany- West GER-W 3,09 GER-W
2 USA USA 4,32 USA
3 Australia AUS 3,81 AUS
4 Singapore SIG 4,41 SIG
5 United Kingdom UK 3,7 UK
6 India IND 4,76 IND
7 France FRC 3,38 FRC
8 Netherlands NED 3,02 NED
9 Sweden SWD 3,61 SWD
10 Russia * RUS 2,83 RUS
StDe =standard deviation society values as is =society practice min 3,38 max 4,89 mean 4,14 StDe 0,37 should be =society values min 2,66 max 5,56 mean 3,82 StDe 0,63
Geert Hofstede: ~IDV =Individualism
active greater societal institutional collectivism lower societal institutional collectivism
should be 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 4,82 GER-W
2 USA USA 4,17 USA
3 Australia AUS 4,4 AUS
4 Singapore SIG 4,55 SIG
5 United Kingdom UK 4,31 UK
6 India IND 4,71 IND
7 France FRC 4,86 FRC
8 Netherlands NED 4,55 NED
9 Sweden SWD 3,94 SWD
10 Russia * RUS 3,89 RUS
StDe =standard deviation society values as is =society practice min 3,25 max 5,22 mean 4,25 StDe 0,42 should be =society values min 3,83 max 5,65 mean 4,72 StDe 0,49
Geert Hofstede: ~IDV =Individualism
active greater societal in group collectivism lower societal in group collectivism
should be 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 5,18 GER-W
2 USA USA 5,77 USA
3 Australia AUS 5,75 AUS
4 Singapore SIG 5,5 SIG
5 United Kingdom UK 5,55 UK
6 India IND 5,32 IND
7 France FRC 5,42 FRC
8 Netherlands NED 5,17 NED
9 Sweden SWD 6,04 SWD
10 Russia * RUS 5,79 RUS
StDe =standard deviation society values as is =society practice min 3,53 max 6,36 mean 5,13 StDe 0,73 should be =society values min 4,94 max 6,52 mean 5,66 StDe 0,35
Geert Hofstede: PDI =Power Distance Index
active greater power distance lower power distance
should be 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 2,54 GER-W
2 USA USA 2,85 USA
3 Australia AUS 2,78 AUS
4 Singapore SIG 3,04 SIG
5 United Kingdom UK 2,8 UK
6 India IND 2,64 IND
7 France FRC 2,76 FRC
8 Netherlands NED 2,45 NED
9 Sweden SWD 2,7 SWD
10 Russia * RUS 2,62 RUS
StDe =standard deviation society values as is =society practice min 3,89 max 5,80 mean 5,17 StDe 0,41 should be =society values min 2,04 max 3,65 mean 2,75 StDe 0,35
active greater human orientation lower human orientation
should be 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 5,44 GER-W
2 USA USA 5,53 USA
3 Australia AUS 5,58 AUS
4 Singapore SIG 5,79 SIG
5 United Kingdom UK 5,43 UK
6 India IND 5,28 IND
7 France FRC 5,67 FRC
8 Netherlands NED 5,2 NED
9 Sweden SWD 5,65 SWD
10 Russia * RUS 5,59 RUS
StDe =standard deviation society values as is =society practice min 3,18 max 5,23 mean 4,09 StDe 0,47 should be =society values min 4,49 max 6,09 mean 5,42 StDe 0,25
Geert Hofstede: UAI - Uncertainty Avoidance Index
active greater uncertainty avoidance lower uncertainty avoidance
should be 7 6 5,88 5,75 5,63 5,5 5,38 5,25 5,13 5 4,88 4,75 4,63 4,5 4,38 4,25 4,125 4 3,88 3,75 3,63 3,5 3,38 3,25 3,13 3 2 1 0
1 Germany- West GER-W 3,32 GER-W
2 USA USA 4 USA
3 Australia AUS 3,98 AUS
4 Singapore SIG 4,22 SIG
5 United Kingdom UK 4,11 UK
6 India IND 4,73 IND
7 France FRC 4,26 FRC
8 Netherlands NED 3,24 NED
9 Sweden SWD 3,6 SWD
10 Russia * RUS 5,07 RUS
StDe =standard deviation society values as is =society practice min 2,88 max 5,37 mean 4,16 StDe 0,6 should be =society values min 3,16 max 5,61 mean 4,62 StDe 0,61
should be =societyvalue Performance Orientation - Index POI
Country
FOI
Country
Future Orientation - Index should be =societyvalue
GEI Gender Egalitarianism - Index should be =societyvalue
Country
ASI Assertiveness - Index should be =societyvalue
Country
Country
Collectivism 1 - societal institutional - Index
Collectivism 2 - societal in group - Index
Power Distance - Index
should be =societyvalue
should be =societyvalue
should be =societyvalue
Country
CSI
CSG
Country
PDI
HOI Human Orientation - Index should be =societyvalue
Country
Country
UAI Uncertainty Avoidance - Index should be =societyvalue
HighLow
HighLow
HighLow
HighLow
HighLow
HighLow
HighLow
HighLow
HighLow
should be
Should be - society values
What middle managers believe should be the practice in their societies and their organisations. (howthey would like to be)
Globale Bevlkerungsdichten
Societies That Score Higher on
Performance Orientation, tend to:
Societies That Score Lower on
Performance Orientation, tend to:
Performance Orientation
Societies That Score Higher on
Uncertainty Avoidance, tend to:
Societies That Score Lower on
Uncertainty Avoidance, tend to:
Value training and development
Emphasize results more than people
Reward performance
Value assertiveness, competitiveness,
and materialism
Expect demanding targets
Believe that individuals are in control
Have a "can-do" attitude
Value and reward individual achievement
Have performance appraisal systems that
emphasize achieving results
Viewfeedback as necessaryfor improvement
Value taking initiative
Value bonuses and financial rewards
Believe that anyone can succeed if he or she
tries hard enough
Believe that schooling and education are
critical for success
Value what you do more than who you are
Attach little importance to age in promotional
decisions
Value being direct, explicit, and to the point
in communications
Have a monochrome approach to time
Have a sense of urgency
Value societal and family relationships
Emphasize loyalty and belongingness
Have high respect for qualityof life
Emphasize seniorityand experience
Value harmony with the environment rather
than control
Have performance appraisal systems that
emphasize integrity, loyalty, and cooperative spirit
Viewfeedback and appraisal as judgmental and
discomforting
Viewassertiveness as sociallyunacceptable
Regard being motivated bymoneyas inappropriate
Viewmerit payas potentiallydestructive to harmony
Value "attending the right school" as an important
success criterion
Emphasize tradition
Have high value for sympathy
Associate competition with defeat and punishment
Value who you are more than what you do
Payparticular attention to age in promotional
decisions
Value ambiguityand subtletyin language and
communications
Have a polychrome approach to time
Have a lowsense of urgency
Have a tendencyto he more informal in their
interactions with others
Relyon the word of others theytrust rather
than contractual arrangements
Be less concerned with orderliness and die
maintenance of records, often do not document
the conclusions drawn in meetings
Relyon informal interactions and informal
norms rather than formalized policies,
procedures and rules
Be less calculating when taking risks
Facilitate the newproduct development
especiallyin the initiation phase, through
higher risk taking and minimal planning or controls
Showless resistance to change
Showless desire to establish rules to dictate
behavior
Showmore tolerance for breaking rules
Have a tendencytoward formalizing their
interactions with others
Document agreements in legal contracts
Be orderly, keeping meticulous records,
documenting conclusions drawn in meetings
Relyon formalized policies and procedures,
establishing and following rules, verifying
communications in writing
Take more moderate calculated risks
Inhibit newproduct development but
facilitate the implementation stage through
risk aversion and tight controls
Showstronger resistance to change
Showstronger desire to establish rules
allowing predictabilityof behavior
Showless tolerance for breaking rules
Uncertainty Avoidance
Future Orientation
Societies That Score Higher on
Future Orientation, tend to:
Achieve economic success
Have a propensity to save for the future
Have individuals who are psychologically
healthyand socially well adjusted
Have individuals who are more intrinsically
motivated
Have organizations with a longer strategic
orientation
Have flexible and adaptive organizations and
managers
Viewmaterialistic success and spiritual
fulfillment as an integrated whole
Value the deferment of gratification, placing
a higher priorityon long-termsuccess
Emphasize visionary leadership that is
capable of seeing patterns in the face of
chaos and uncertainty
Societies That Score Lower on
Future Orientation, tend to:
Have lower levels of economic success
Have a propensity to spendnow. rather than
to save for the future
Have individuals who are psychologically
unhealthyand socially maladjusted
Have individuals who are less intrinsically
motivated
Have organizations with a shorter strategic
orientation
Have inflexible and maladaptive
organizations and managers
See materialistic success andspiritual
fulfillment as dualities, requiring trade-offs
Value instant gratification and place higher
priorities on immediate rewards
Emphasize leadership that focuses on
repetition of reproducible and routine
sequences
Societies That Score Higher on
Gender Egalitarianism, tend to:
Have more women in positions of authority
Accord women a higher status in society
Afford women a greater role in community
decision making
Have a higher percentage of women
participating in the labor force
Have less occupational sexsegregation
Have higher female literacyrates
Have similar levels of education of females
and males
Societies That Score Lower on
Gender Egalitarianism, tend to:
Have fewer women in positions of authority
Accord women a lower status in society
Afford women no or a smaller role in
communitydecision making
Have a lower percentage of women
participating in the labor force
Have more occupational sexsegregation
Have lower female literacyrates
Have a lower level of education of females
relative to males
Gender Egalitarianism
Assertiveness
Societies That Score Higher on
Asserti veness, tend to:
Value assertive, dominant, and tough behavior
for everyone in society
Have sympathyfor the strong
Value competition
Believe that anyone can succeed if he or she
tries hard enough
Value success and progress
Value direct and unambiguous communication
Value being explicit and to the point in
communications
Value expressiveness andrevealing thoughts
and feelings
Have relativelypositive connotations for the
termaggression (e.g., aggression helps to win)
Have a just-world belief
Tryto have control over the environment
Stress equity, competition, and performance
Have a "can-do" attitude
Emphasize results over relationships
Value taking initiative
Reward performance
Expect demanding and challenging targets
Believe that individuals are in control
Value what you do more than who you are
Build trust on the basis of capabilities or
calculation
Act and think of others as opportunistic
Societies That Score Lower on
Asserti veness, tend to:
Viewassertiveness as sociallyunacceptable
and value modestyand tenderness
Have sympathyfor the weak
Value cooperation
Associate competition with defeat and punishment
Value people andwarmrelationships
Speak indirectlyand emphasize "face-saving"
Value ambiguityand subtletyin language and
communications
Value detached and self-possessed conduct
Have far more negative connotations with the
termaggression (e.g.. aggression leads only
to negative outcomes)
Have an unjust-world belief
Value harmony with the environment rather
than control
Stress equality, solidarity, and quality of life
Emphasize tradition, seniority, and experience
Emphasize integrity, loyalty, and cooperative spirit
View"merit pay" as potentiallydestructive to
harmony
Value who you are more than what you do
Build trust on the basis of predictability
Think of others as inherently worthy of trust
example of a project team with people from 10 different Nations/Cultures
six global leadership dimensions:
Charismatic / Value-Based leadership
TeamOriented leadership
Participative leadership
Autonomous leadership
Human-Oriented leadership
Self-Protective Leadership
(behaviour you can observe)
Conflict?
4
3
2
1
8
9
Performance
Orientation
Future
Orientation
Gender
Egalitarianism
Assertiveness
Institutional
Collectivism
In-Group
Collectivism
Power
Distance
Human
Orientation
Uncertainty
Avoidance
Economic
Prosperity
Economic
Productivity
Government
support for
prosperity
Societal
Support for
Competitiv-
eness
World
Competitiv-
eness Index
0,29 *
n=57
0,54 **
n=57
0,33 *
n=57
- 0,78 **
n=57
- 0,53 **
n=57
0,60 **
n=57
0,50 **
n=40
0,63 **
n=40
0,36 *
n=40
- 0,67 **
n=40
- 0,65 **
n=40
0,74 **
n=40
0,58 **
n=40
0,48 **
n=40
- 0,47 **
n=40
0,44 **
n=40
0,61 **
n=41
0,62 **
n=41
0,40 **
n=41
- 0,45 **
n=41-
- 0,53 **
n=41
0,60 **
n=41
Societal
Health
Human
Health
Life
Expectancy
General
Satisfaction
Psycholog.
Health
0,53 **
n=40
0,70 **
n=40
- 0,60 **
n=40
- 0,62 **
n=40
0,76 **
n=40
- 0,35 **
n=56
- 0,45 **
n=56
- 0,33 **
n=56
0,28 *
n=56
0,40 *
n=37
0,56 **
n=38
- 0,48 **
n=38
0,63 **
n=38
0,29 *
n=56
- 0,69 **
n=38
- 0,56 **
n=56
- 0,36 **
n=56
0,28 *
n=56
Human
Development
Index (HDI)
- 0,37 **
n=56
Cultural diversity and:
Economic Health (As is - societypractice) Human Condition (As is - societypractice)
As is - society practice
Self-image HowGermans see /
experience themself?
Should be - society values
Self ideal image: