cultural norms – Success Across Cultures

Understanding Cultural Differences in Attachment: Insecure-Avoidant vs. Insecure-Resistant

23. October 2024by J. WittwerLeave a comment

In 1988, researchers Van Ijzendoorn and Kroonenberg conducted a significant meta-analysis that examined attachment behaviors across different cultures.

We talked a little about it last week.

Their goal was to determine whether attachment styles are universal or if they vary based on cultural influences.

The researchers analyzed data from 32 cross-cultural studies, all of which used the Strange Situation procedure developed by Mary Ainsworth.

This method measures attachment types by observing infants’ reactions to separations and reunions with their caregiver.

Methodology and Aims

A meta-analysis compiles findings from previous research to draw broader conclusions, rather than conducting new experiments.

In this case, Van Ijzendoorn and Kroonenberg focused on studies using the Strange Situation to ensure consistency in their comparisons.

They included research from eight countries, such as the United States, Great Britain, Japan, and China, allowing for an exploration of both intercultural (between cultures) and intracultural (within a culture) differences in attachment behaviors.

The primary goal was to investigate whether attachment styles – secure, insecure-avoidant, and insecure-resistant – were consistent across cultures or influenced by cultural norms and practices.

Key Findings on Cultural Differences

The meta-analysis revealed that across all cultures, the majority of infants (about 70%) were securely attached.

However, significant variations emerged between Western and Eastern cultures.

In Western societies, where independence is highly valued, such as in the United States and European countries, there were higher levels of insecure-avoidant attachments.

This attachment style is often seen in children who may distance themselves emotionally from their caregivers.

In contrast, Eastern cultures like Japan, which prioritize close family relationships and cooperation, saw higher levels of insecure-resistant attachments.

This attachment type reflects infants who are more anxious and clingy in their behavior toward caregivers.

Interestingly, China presented a unique case, with equal numbers of insecure-avoidant and insecure-resistant infants.

Intracultural Variation and Child-Rearing Practices

An unexpected finding was that differences within cultures were greater than those between cultures.

Larger countries like the United States and China, which have diverse populations, showed considerable variation in attachment styles based on factors such as socioeconomic status and race.

For example, infants from middle-class families tended to exhibit different attachment behaviors compared to those from working-class backgrounds.

The analysis also highlighted how cultural practices influence attachment.

In Western countries, early separation between mother and child, often due to mothers returning to work, likely contributes to higher levels of insecure-avoidant attachment, as infants experience more stress during separations.

So, while the meta-analysis confirms that secure attachment is the most common style across cultures, aligning with Ainsworth’s and Bowlby’s theories, it also highlights that cultural differences in child-rearing practices can impact attachment styles, leading to variations in behavior.

Going Dutch: The Importance of Learning the Proper Meal-Sharing Etiquette in Foreign Countries

19. January 2024by J. WittwerLeave a comment

Imagine showing up for a meal in your new host country with only the knowledge of your own cultural expectations regarding who will pay.

Once the ticket lands on the table, confusion or even anger may ensue, as you discover those you’re sharing a meal with expect you to pay for it in its entirety – or refuse to let you pay for yourself.

This latter method of payment is called “going Dutch” in much of the Western world, and it’s becoming much more commonplace.

The Origins of “Going Dutch”

It’s not clear if “going Dutch” is actually a norm of the Dutch, as the origins of the phrase are believed to be rooted in the enmity between the Dutch and the English.

Dictionary.com states,

It’s popularly thought the expression originated as a British slur towards the perceived stinginess of Dutch people.”

Much like the phrases, “Irish Exit” and “French Leave,” the term was likely introduced as a slur to indicate rude behavior.

But it is now used in a more or less benign way to describe how to divide up pay at a restaurant.

Other areas of the world have similar phrases to indicate the same act (some of which were also originally an insult).

In Egypt, for instance, going Dutch is called “Englizy” – or “English-style.”

And in Latin America, the Spanish phrase, “pagan a la Americana,” means “to pay the American-style” and indicates the same method of divvying up the bill.

Contrasting Customs

While “going Dutch” might be spreading, many cultures still approach the question of who foots the bill in their own unique ways.

The U.S. – In the United States, the etiquette around paying for a meal can vary depending on the region and social context. It’s not uncommon for friends to split the bill, especially in casual settings. Sometimes, the split is even, regardless of the meal each individual ordered; other times, everyone requests their own bill. Neither is considered rude. However, in more formal or business settings, the host may take the initiative to cover the entire bill as a gesture of hospitality.
Japan – In Japan, the concept of “going Dutch” is relatively rare. The person who extended the invitation is typically expected to pay for the entire meal. There’s a cultural emphasis on reciprocity, and guests often express gratitude rather than attempting to share the financial burden.
China – In China, the host is also expected to cover the bill, but there may be a polite dance where guests offer to pay as a sign of respect. It’s common for the host to decline the offer initially, but guests may insist before the bill is settled.
France – French dining etiquette tends to lean towards a more formal approach. The person extending the invitation is generally expected to pay and attempting to split the bill may be perceived as gauche. However, close friends might find it acceptable to share expenses.
India – In India, the norm is for the host to pay, especially in social or family settings. However, similar to China, there’s often a dance of politeness where guests offer to pay, and hosts may genuinely appreciate the gesture. In modern, urban settings, splitting the bill is becoming more acceptable among friends.

Learning a Culture’s Norms

Learning and adapting to a culture’s values and norms is one of the key steps to cultural integration.

Cultural expectation surrounding shared meals is an important piece of information to have in your back pocket.

After all, you don’t want to be considered rude.

While the Dutch approach emphasizes equality and shared responsibility, other cultures will have different values that they bring to the table (pun intended).

As we indulge in culinary experiences around the globe, understanding and respecting these cultural differences can enhance our enjoyment of shared meals across borders.

Irish Exit Versus Midwest Goodbye: How Do You Take Leave?

12. January 2024by J. WittwerLeave a comment

Do you prefer to slip out of the party without anyone noticing?

Or is your departure a big production?

Our preferred manner of taking leave can speak volumes about social norms and interpersonal dynamics.

From the brisk Irish exit to the prolonged Midwest goodbye, each culture exhibits distinctive practices that have become stereotypes.

So, before we bid farewell, let’s uncover the unspoken customs that shape our social exits.

Irish Goodbye

The Irish goodbye, also widely known as the “French exit,” is a social departure strategy characterized by slipping away from a gathering or event without bidding farewell or announcing one’s departure.

Unlike the customary practice of saying goodbye to each person individually, the Irish goodbye involves leaving discreetly, often to avoid prolonged farewells or awkward conversations.

The tactic is appreciated by those who prefer a quiet exit, finding conventional goodbyes time-consuming or uncomfortable.

While some view it as a breach of social etiquette, others see it as a pragmatic and considerate way to make an exit without disrupting the flow of an event.

The Irish goodbye exemplifies a subtle and understated departure, embodying a balance between social grace and personal convenience in navigating social situations.

The title of this departure style suggests an association with Irish social customs…although that may just be assumed.

In my research, I’ve found that these terms – Irish goodbye, French exit – may have been invented as insults.

The British are said to have invented “French Leave” to criticize the French, with whom they’ve historically butted heads, while funnily enough, the French call the same act “to leave the English way.”

In Germany, it’s called the “Polish Exit.” In Poland, the “English Exit.”

It doesn’t actually appear to be a stereotypical behavior or social norm of any one of these cultures.

And yet, these terms all represent the act of ducking out early.

Midwest Goodbye

The Midwest goodbye is a regional social custom prevalent in the American Midwest, characterized by a prolonged and elaborate departure process.

Unlike the Irish goodbye, this tradition involves a series of extended farewells, conversations, and well-wishing that can significantly extend the time it takes to leave a social gathering.

Individuals partake in a series of incremental goodbyes, moving from group to group, expressing gratitude, and engaging in small talk before finally making their exit.

This ritual is deeply ingrained in Midwest culture, reflecting values of warmth, friendliness, and community.

The Midwest Goodbye is often seen as a genuine expression of care and appreciation for others, emphasizing the importance of personal connections and social bonds.

While it may extend the duration of the farewell process, many in the Midwest consider it a polite and respectful way to conclude social interactions.

The Midwest Goodbye showcases the cultural nuances and emphasis on interpersonal relationships in the region, offering a stark contrast to more abrupt departure styles observed in other parts of the country.

This is one that I’ve personally witnessed and can say is a true social norm of that region.

But as for the French or Irish exit, I’m curious if this method of departure is cultural in any way or truly is an invented stereotype.

If you know more, please share in the comments.

How Does Personal Control & Relationship Strain Affect Well-Being in Independent/Interdependent Cultures

1. July 2023by J. WittwerLeave a comment

Do you feel personal control contributes most to your health and well-being?

How does relational strain come into play?

To investigate the relationship between culture and well-being, a cross-cultural survey was conducted, focusing on two hypotheses and the two very different cultures of Japan and America.

The Hypotheses

The first hypothesis suggests that individuals are influenced by the predominant cultural norms of either independence (emphasizing personal control) in the United States or interdependence (emphasizing relational harmony) in Japan.

The second hypothesis proposes that individuals attain well-being and health by aligning with the cultural mandates of their respective societies.

Ethnocentricity & Previous Studies

Previous studies, predominantly conducted in North America, have consistently found that personal control and mastery are strong predictors of well-being and health (Lachman and Weaver, 1998; Schneiderman et al., 2001).

However, this may be a somewhat ethnocentric view.

The present research, utilizing diverse age groups from both the United States and Japan, reveals that the impact of these factors is contingent on cultural context.

While biological factors certainly play a role in health, this survey highlights the significant influence of culture-specific psychological variables, such as personal control and relational harmony or strain, on various health outcomes.

The Results

Consistent with the first hypothesis, it was found that Americans who felt their personal control was compromised and Japanese individuals experiencing strained relationships reported higher levels of perceived constraint.

As expected, the study revealed that the strongest predictor of well-being and health in the United States was personal control, whereas in Japan, the absence of relational strain played a significant role.

The data revealed relatively small but statistically significant effects of relational harmony or relational strain on wellbeing and health among Americans.

The overall results highlight the existence of culturally distinct pathways to achieving positive life outcomes.

In the United States, personal control emerges as a crucial factor, whereas in Japan, the absence of relational strain is key.

These findings underscore the influence of cultural values on individual well-being and emphasize the importance of understanding cultural nuances when studying and promoting positive life outcomes.

‘Simpatia’ and Spontaneous Helping: What Values Contribute to a Culture of Volunteering?

10. February 2023by J. WittwerLeave a comment

Do you find time to volunteer?

For what reason?

Is it something personally important to you? Or is it something that your culture values?

We’ve been talking about prosocial behavior in culture over the last couple of weeks, including donating money.

This week, we’ll look at what values might contribute to a culture of volunteering.

Spontaneous Helping

When you think of volunteering, you probably think of giving your time and energy regularly to an organization – working at a food bank, helping your church bake sale, participating in big brother/sister, etc.

But there are different forms of volunteering.

One form – spontaneous helping – was the focus of a study on cross-cultural differences in helping strangers.

Research was conducted in big cities – New York, Shanghai, Rio de Janeiro, etc. – of 23 countries.

Non-emergency situations were set up, in order to assess how frequently strangers might proactively come to a person’s aid.

These situations included a stranger dropping a pen, a stranger with an injured leg trying to pick up magazines, and a blind person crossing the street.

These three measures resulted in a relatively stable helping rate per city.

But the findings across cities varied greatly.

Brazilians vs. Malaysians

The highest helping rate – 93% – was found in the city of Rio de Janeiro.

This finding is in line with past studies of cultural norms in Spanish and Latin American countries.

Such studies have highlighted the cultural value of “simpatia” in such cultures – i.e. a demonstrated politeness and helpfulness to strangers and a proactive concern for others.

The lowest helping rate – 40% – was found in Kuala Lumpur, Malaysia.

Being that both Brazil and Malaysia are collectivist cultures, this result contradicts the theory that collectivist societies might have a higher helping rate than individualist societies, due to their social orientation.

In reality, the results were all over the map in relation to collectivism vs. individualism and helping, with cities in some collectivist countries averaging higher helping rates – like San Jose, Costa Rica (91.33%) and Lilongwe, Malawi (86%) – while others had low rates – like Singapore (48%) and Sofia, Bulgaria (57%).

Conversely, some individualist cultures were high on the scale – like Vienna (81%) and Copenhagen (77.67%) – while others were low – like New York City (44.67%) and Amsterdam (53.67%).

Economic Productivity

One curious finding was the inverse relationship between helping and the country’s economic productivity.

That is, helping occurred less on the whole in wealthier countries than in poorer ones.

This might suggest that some cultures show more care for each other out of necessity.

Next week, we’ll talk more about different avenues of volunteering and their cultural relevance.

A Zookeeper in Action: When Locals Help Explain Foreign Behavior

17. September 2021by J. WittwerLeave a comment

As a Third Culture Kid living in Africa, I would sit in the shade with my father when visitors came.

One day, a trusted employee named André stopped by.

As was normal in the Mossi culture, discussion unfolded at length in a friendly manner, while we drank cup after cup of water.

When the conversation wound down, André at last stood to leave.

It was only then that the aim of his visit became known.

The Favor

A wedding was approaching, and André wanted to ask my dad for help in transporting bags of sorghum (a type of grain).

The pair sat down again to discuss.

My father told André that while he would like to help, he was unfortunately very busy and couldn’t take the day off that the bad roads would require to transport the grain.

André left and, from that day onward, their relationship was broken.

My father’s trusted employee and cohort now avoided him like the plague.

My father wondered what he’d done wrong. He felt helpless and couldn’t change what happened.

He also couldn’t find fault in what he had said or done.

He understood he’d had a monkey moment but wasn’t sure what his blunder was.

He really was busy and, on such short notice, couldn’t accommodate André’s request. He had explained and apologized for this.

No matter how hard he tried, his relationship with André didn’t improve.

At a loss, my father sought out his zookeeper for assistance.

The Zookeeper Explains

Freeman Kabore was born of noble blood from Ouagadougou.

He spent time studying in Europe and so had familiarity with both cultures; the perfect quality in a zookeeper.

When my father told Zookeeper Freeman about what had unfolded between him and André, Freeman taught him something about Mossi culture.

An important request like this one should not be refused upon sight.

Instead, one should take the time to consider the request – or at least have the courtesy to appear to take the time to consider it.

If my father had told André, “I will think about it. Please come back tomorrow, and I will let you know,” and then, the following day, kindly declined, this would have been acceptable in Mossi culture.

To the Mossi, this face-saving formality shows your friend the respect he deserves.

Being delivered a direct “no” is considered rude and inconsiderate.

With help from Zookeeper Freeman, my father learned an important norm of the Mossi culture, one that would save him from further monkey moments and help him maintain valuable friendships.

Next week, we’ll talk about Third Culture Kids: the ultimate zookeepers.

Learn History to Learn Culture: Hungarian Toasting Customs

12. February 202112. February 2021by J. WittwerLeave a comment

“Here’s to joint success in our current venture!” you say cheerfully to your Hungarian colleagues, as you hold up your beer pint for a clink at a Budapest bar.

Instead of getting a “here, here!” or the expected return, you are on the receiving end of blank stares.

You’re oblivious to the fact that you’ve just made yourself the monkey.

If you’d done a little research into the history of the culture and its traditions prior to being relocated to Budapest, you may have avoided this “monkey moment.”

You may have learned how to toast in proper Hungarian fashion.

Learn History to Learn Culture

As we’ve discussed over the past couple months, learning language and religion inherently teaches you about culture.

The last of the trio – history – tells an important story about the beginnings, the evolution, and the present reality of any great nation.

Activist and journalist, Marcu Garvey, once said:

“A people without the knowledge of their past history, origin and culture is like a tree without roots.”

The roots of cultural baobabs – aka, the invisible parts of culture – impact the behaviors and norms that we do see aboveground.

History is a major part of these roots.

It defines us – our customs, mentalities, and traditions; it shapes our identity.

Nearly every modern country teaches its history in schools. It’s often a watered-down version, but it’s a historical framework nonetheless.

Data indicates how institutions, subcultures, and entire nations are created and how they evolve. Such data allows us to infer how cultural norms and values are formed.

Hungarian Tradition

Back in Budapest, you’ve read up on your Hungarian history.

You learn that, according to legend, during the rule of the Habsburg Empire, Austrian executioners shared in a clink of their pints whenever a Hungarian general was killed during the Hungarian Revolution of 1848.

When the revolution was defeated, it is said that this is how the Austrians celebrated in Vienna.

This has led to the Hungarian no-clinking tradition during toasts with beer, which strays from most other European countries’ cultural toasting customs.

While you might have just accepted the norm at face value and abstained from clinking in the future, taking the extra step of educating yourself about your monkey moment did you a favor.

Understanding helps clear up cultural ambiguity and uncertainty and gives you a solid footing in a foreign culture.

This is just one bit of proof that learning a little history goes a long way to learning a culture. We’ll offer more next week.

Analogies: Understanding Culture Through Powerful Mental Models

1. August 20201. August 2020by J. Wittwer1 Comment

You are a manager in a foreign culture. You look at everything through your cultural lens.

Workplace behaviors are strange. Your colleagues’ habits seem irrational.

You feel like a visitor at the zoo, a spectator observing everyone.

In actuality, you are in their habitat; not the other way around. You are the odd one out, behaving according to your “strange” cultural norms and values in their culture.

You are the monkey in the zoo.

This is an example of an analogy: a powerful image that enables you to adapt your mental model to the reality of your environment or situation.

Last week, we talked about German manager, Marie, and her struggle working in a French office.

It was an analogy – the French office is like a royal court – that assisted her in adapting her frame of interpretation.

Why do analogies work?

Because they familiarize unfamiliar situations, helping us form new mental models to confront the unknown.

Analogies Reshape Mental Models

Schemes, representations, and images form the mental models used to perceive and understand the world around us.

These are largely based on past experience, education, and training.

The mental models we’ve developed provide shortcuts in decision-making, allowing us to make decisions quickly and efficiently without necessarily having all the details at our fingertips.

Because we don’t have all the details, mental models abstract reality; they are biased. They make the real world more simplistic than it actually is.

Despite significant experience or education to back our mental models, at some point, they are usually wrong in one way or another.

What’s worse is mental models are deeply rooted and slow – if not impossible – to change.

Analogies, however, make that change easier.

By “tricking” our brains into seeing something that previously seemed concrete (office behaviors, for instance) in a new light (viewing French companies like royal courts), we are able to draw different connections and conclusions than our previous mental model allowed, thus arriving at new decisions that more adequately address the reality of the environment.

Making the Unfamiliar Familiar

Unknown social constructs are reshaped by analogies into a picture you can comprehend.

The fresh perspective from this corrected mental model will allow you to make more rational decisions relative to the social constructs of the culture.

There are, however, limits to analogies. Like anything, they aren’t perfect.

But a good analogy that accurately represents a cultural dynamic that doesn’t align with your own is always an improvement on the mental model you’ve brought with you from abroad.

Trying to fit another’s culture into your own is like trying to fit a square peg into a round hole.

So, how do you create good analogies?

Next week, we’ll talk about how Geert Hofstede’s dimensions can help.

3 Mechanisms That Bias Our Decision-Making: Anchoring Bias

10. July 202012. July 2020by J. WittwerLeave a comment

An anchor prevents a boat from straying from a set point.

When making decisions, managers are starting from their anchor – their initial set point, which is grounded in culturally-influenced values and norms.

A manager will drift from this point until the chain pulls taut.

There, he will reach a final decision, but inevitably, because he is anchored to a set point, that decision is influenced by anchoring bias.

We’ve talked about availability bias and representative bias in the last two blog posts and how each influences decision-making.

This week, let’s take a deep look at anchoring.

Anchoring in North African Souk

Let’s say you’re from a Western culture and travel to Northern Africa as a tourist. There, you head into a souk, and a seller zeroes in on you.

Knowing that your cultural norms and values are anchored in paying top prices for quality goods, the seller asks for a much higher price for a carpet than he might ask of locals.

Assuming your ignorance of the local pricing market, he starts astronomically high when haggling. That way, he can negotiate down to the highest amount you’re willing to pay.

He knows your anchoring bias allows for it.

If you never discover how much locals are paying for the same carpet, you’ll be none the wiser. You might even walk away thinking you scored a real bargain, when in reality, you paid ten times the local rate.

But if you later discover the seller gouged you on the price, you’ll likely feel scammed, which can often strain future negotiations.

This is one way in which markets use anchoring bias to their advantage in cross-cultural business.

Anchoring in Vancouver Housing Market

Sometimes, exploiting anchoring biases can backfire for local communities.

Let’s travel from North Africa to Vancouver.

The ‘90s saw a peak in Hong Kongers and mainland Chinese immigrants migrating to Canada. A large number settled in the Vancouver area.

Hong Kong real estate is notoriously pricey, so when Hong Kongers anchored in Vancouver, they were willing to pay top dollar for property.

The local real estate market exploited this anchoring bias and charged higher rents.

The result was that, like Hong Kong, Vancouver real estate now has a reputation of being exceptionally expensive.

According to MoneySense,

“Data collected by David Ley shows how, over the last few decades, metro Vancouver has become similar to other Pacific Rim ‘gateway’ cities, such as Hong Kong, Singapore, London and Sydney. Each of these gateway cities have rising housing costs that are fueled by high immigration-driven population growth and foreign investors.”

So, when exploiting anchoring biases in cross-cultural business goes South for local communities, how do they re-anchor?

In 2018, the British Columbia New Democratic Party was voted in primarily due to their platform on housing costs. Their goal was to increase the housing supply, slow demand, and dissuade overseas buyers by taxing empty homes and raising the foreign-buyer tax from 15 to 20 percent.

In this way, Vancouver is attempting to re-anchor their housing market to align with their own cultural norms and values.

4 Managerial Styles to Cope with Stressful Decision-Making

20. June 202020. June 2020by J. WittwerLeave a comment

You are facing a global pandemic. You must decide the best approach to keeping your business afloat.

How do you protect your bottom line? Do you lay off workers? Can you do mental gymnastics and reassess your business model, making the current economy’s limitations work for you?

The way you cope with the stress of complex business decisions reflects both your personality and your culture.

Four different managerial styles have been identified through research.

We’ll call these styles:

The architect
The free spirit
The expert-seeker
The panic attack

You may recognize one – or all – of these strategies in yourself and your management methodology.

Let’s take a look at each.

The Architect

This form, which is most taught in schools of management, considers alternative solutions to complex business decisions through the attentive collection of facts.

This methodology and its application is one in which Western managers pride themselves.

An architect is a planner, accounting for the whole picture and all potential outcomes.

The Free Spirit

Complacency and spontaneity are the main tools in the free-spirit’s managerial toolbox.

No complicated decision-making process is employed; the free-spirit takes the first available practical course of action that presents itself.

In doing so, she may be blind to alternatives with better outcomes.

The Expert-Seeker

Instead of relying on his own managerial expertise, the expert-seeker passes the buck to those more knowledgeable or qualified on the subject.

The expert-seeker might consult a specialist or supervisor in all aspects of an issue in order to direct his decision-making.

The Panic Attack

The last managerial decision-making style is one you should avoid.

This tactic involves succumbing to panic mode and making reckless, ill-advised decisions largely based on hysteria.

Obviously, this decision-making methodology is not recommended.

Personality and Culture Impacts Decision-Making Methodology

Your decision-making process is largely impacted by both your personality and culture.

Although you’ll find all four strategies in every culture, some styles may be more predominant than others.

For instance, you’ll find The Architect methodology is applied more often in Western cultures (e.g. the U.S. and Australia) than in, say, Japan or other East-Asian countries.

That does not mean the chosen strategy is any less rational or effective (unless we’re talking The Panic Attack).

The difference in methodology is based on a different set of cultural norms and values so, rather, a style that is ineffective in one culture may be more effective in another.

As we discussed in past posts, people act rationally within their own culture.

One example:

Intuition and emotion often direct Japanese managerial decision-making.

Due to the collectivist values of the culture, a primary concern will be how the decision might be received by the group and how it might affect the social fabric.

Collectivist societies take stock in the collective view; the welfare of the entire group, rather than simply the individual, is most important.

We’ll talk more next week about other biases in the managerial decision-making process.