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

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.

How to Design the Most Effective Global Virtual Team

In our increasingly international and virtual environment, working and collaborating with global teams has become commonplace.

Harvard Business Review quotes a 2018 survey of white-collar employees from 90 countries in which 89 percent said that they complete projects via a global virtual team (GVT) “at least occasionally.”

And that was pre-pandemic; I can only imagine the frequency and prevalence of working on GVTs have only increased in the last four years.

There are obvious benefits to working globally and virtually.

For instance, you have a broader scope of creative insight and perspective on a global team, and you can maximize productivity and have a flexible support structure due to teammates working in multiple time zones.

But there are also many challenges.

A study by Harvard Business Review identified some of the ways cultural differences can shape how GVTs function.

Personal Diversity & Contextual Diversity

The study evaluated the interactions and behaviors of 804 remote international 6- to 8-member teams over multiple months of business consulting projects. 

The teams relied completely on digital communication and featured members from different countries.

Two categories were tracked: personal diversity and contextual diversity.

  • Think of personal diversity as involving such characteristics as gender, age, skills, values, and language.
  • Think of contextual diversity as the environments of team members, including the countries’ political systems, their institutions, and their levels of economic development.

Task Performance & Team Climate

Task performance and team climate were also monitored and evaluated.

  • Think of task performance as the quality and timeliness of the team’s efforts, as judged by industry experts.
  • Think of team climate as team member satisfaction, team cohesion, their enjoyment of the process together, as indicated in weekly surveys.

The Results

The study found that a deep contrast in contextual diversity can be incredibly advantageous to task performance, particularly when it comes to tasks requiring creativity and problem-solving.

The varying points of view due to different backgrounds and experiences can lead to unconventional approaches and innovative solutions.

On the other hand, personal diversity was found to be disadvantageous to team climate.

Different ages, values, language levels, etc., leads to less trust, less understanding of others’ motivations, less enjoyment in working together, and less general communication.

Conflicts arise, while cohesion sinks.

How Managers Can Benefit

These takeaways can help managers design an effective global team.

Creative projects benefit from teams that are contextually diverse, so seeking out team members from diverse backgrounds and cultures can produce the unconventional approaches desired for such projects.

Projects that are routine but that need a quick turnaround would do well with a team that is low on personal diversity, but other cultural differences don’t impact the results of these types of projects as much.

In the end, building a GVT is not a science but using this data can only improve your odds of designing an effective global virtual team.