Cultural Dilemmas Summarized Analysis (1G - Group 5)

1. This situation shows the cultural difference between a low-context culture (Germany) and a
high-context culture (Brazil). For Germans it is uncommon to have non-verbal immediacy in
business settings, which is why Ligo got frustrated by the touching of his counterpart. For the
Brazilian, touching may be interpreted as a sign of trust. Additionally, Brazilian cultures are very
affective (Trompenaars), compared to the Germans being rather neutral. Affective cultures
express their emotions openly and often, whereas neutral cultures hide their emotions in public.
Based on Hofstede, both culture score relatively high on uncertainty avoidance. Diederich should
keep in mind that Brazilians are very affective and relationship-focused, which means he has to
invest time in building that relationship and trust.

2. This dilemma describes Trompenaars dimension of involvement. Norway is a specific culture,

work life and the private life are separated. Japan has believes in a diffuse culture.
Not being open to building a relationship with the Japanese, Kevin Larsson fails to gain the trust
of the mechanics and does not show interest in socializing with them, resulting in them wanting
a different supervisor. Other cultural differences include Japan being more Relationship-focused,
Particularises and having a high-context communication, while Norway is Deal-focused,
Universalises and a low-context communication culture. According to Trompenaars dimension of
Emotions, both cultures are neutral. To avoid this dilemma, the Norwegian company should find
a supervisor who is open to build a relationship with the Japanese outside of the work setting, so
they are comfortable.

3. The described dilemma is a representation of Monochronic versus Polychronic cultures. The US

being a monochronic culture, Sam Lucas prefers to separate work tasks. The Saudi workers on
the other hand are from a polychronic culture, where it is normal to work on two or more tasks
simultaneous. This makes Sam Lucas think that the local workers lack of competence.
Another cultural difference, may be the individualistic culture in the US, versus collectivistic
culture in Saudi Arabia. According to Hofstede both cultures score high on masculinity, which
means the society is driven by achievement, competition and success, rather than the quality of
life. To avoid the dilemma, the supervisor needs to be familiar with working with different
cultures and may also prepare groups with both American and Saudis.

4. Japan is a relationship-focused culture, while the US a deal-focused culture is. The Japanese
interpreted Browns behaviour as pushy and direct, which made them feel uncomfortable and
therefore not wanting to negotiate the contract further. Another problem would be the
nonverbal miscommunication (Barna). In Japan silence in a business setting can mean something
such as “we are thinking about it”. Unknowingly Roger pushed even further by asking to repeat
the offer. Additionally, Japan is a high-context communication culture, while the US is more low-
context. According to Gesteland both cultures are monochronic. When doing business in Japan,
it is really important to first build a relationship and trust. One efficient way to do that is by
finding an intermediary who can introduce both parties.

5. This is a dilemma caused by Trompenaars dimension Universalism versus Particularism. While

the British (Universalists) judge based on keeping standards and rules, the Korean
(Particularisms) want to protect people and relationships, even if it means having to break rules
or regulations. In this case, the Korean protect each other from maybe getting negative feedback
by Davis. They do not want her to think in any way bad of them, even though Davis would prefer
if they would be truthful about the problems they are having. In order to solve this problem, the
British company could, additionally to Davis, have a Korean working as their interpreter, who
notices the cultural difference beforehand.
6. This dilemma shows the difference between monochronic (Ireland) and polychronic (Iran)
cultures, as well as relationship-focused (Iran) and deal-focused (Ireland) cultures.
It also shows Trompenaars Dimension of Time. While Ireland has a more sequenced time
culture, Iran follows a synchronic time culture, where being late is not seen as a problem.
Because of the combination of the cultural differences Kennedy may interpret the behavior from
his counterpart as more unprofessional, while Mr. Abdullah showed more interested in building
a relationship with the Irish. According to Hofstede both cultures score low on long-term
orientation, meaning, they both have great respect for culture and traditions.
A suggestion could be to be introduced by an intermediary, as that always breaks the ice and the
Irani will have more trust in Kennedy. Furthermore, they could first meet in a casual setting.

7. In this dilemma, Hofstede´s cultural dimension of Individualism (Germany) and Collectivism

(former Yugoslavia) is described. While it is very uncommon to work with family members in
individualistic cultures, collectivistic cultures see is as a responsibility to look out for family and
therefore Rade took it as his duty to find a job for his daughter.
Another dimension is Trompenaars Universalism (Germany) versus Particularism (former
Yugoslavia) as well as Germany being an achieved culture, where the status is gained from what
one has accomplished, rather than to whom or what one is associated with.
Both cultures are more restraint, which means they have a tendency to pessimism and to not
put much into leisure. Instead of not even considering Lana, the boss could have realized that
Rade is just looking out for his daughter, and give her a chance to prove herself.

8. The problems portrayed here is the difference between high-context and low-context cultures.
The Russian must have more context to the situation in order to be comfortable in the setting,
even if it is formalized, the Russians get to know Emily before proceeding to the actual business.
This is also why the negotiations were cut short when Emily tried the new strategy. The Russians
did not know what was happening and lost trust in her. While there are a great amount of
cultural differences between these two countries, similarities are very vague. Both societies
show pride in their country.To avoid this dilemma, as mentioned before, an intermediary would
be a way to do the first step into building a trusting relationship.

9. The Deal-focused versus Relationship-focused difference shows large effect in this dilemma.
Robert, from a DF culture, thought he was going on a business trip. However, the Chinese (RF)
believed the trip to get to know each other, build relationship and trust, which is why they
referred to the second trip to be about business. The fact that Robert reported negatively on the
Chinese, displays Barna´s stumbling block, tendency to evaluate. He did not try to look at the
situation from the Chinese point of view, but just assumed it was wrong.
According to Hofstede both cultures score relatively high on long-term orientation. They tend to
be more pragmatic.
Robert should see the situation with empathy and should understand that the Chinese were just
trying to make him feel trusted and appreciated.

10. This is a problem of Hofstede´s cultural dimension Power Distance. While in New Zealand (low
score) it is common for the hierarchy to be only for convenience and the superiors always are
accessible with a direct and informal communication flow, for the Mexicans that is the opposite.
Mexico is a hierarchical society, which is why the supervisor was so angered when David just told
him directly, the project would be a waste of time. Both societies score relatively high on
masculinity, meaning they are driven by success.
In this situation both parties should not evaluate each other’s behavior, but David should take
the hierarchy into account and if he talks to his supervisor be more formal about his opinion.