„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

You are invited to compare your own preferences on Hofstede’s dimensions with
the preferences that characterize organizations in (or with) which you work. Note any
differences between your own preferences and a party or group with whom you are
working or negotiating. Add your own observations to the “implications for negotiation
and conflict resolution” for each of the four dimensions. Then adjust your approach,
taking the differences into account.
FOUR DIMENSIONS OF CULTURE
Power Distance
Power distance is the degree of fixed inequality of power between the more and less
powerful members of a group.
Low Power Distance
When power distance is low, the following conditions exist:
■ Decisions are made after consultation with all parties.
■ Inequality is seen as bad. Hierarchy exists for convenience, not for the routine
expression of power of one group over another.
■ Those in lower-status roles may disagree with those in authority and may express
their disagreement.
■ Trust among members of one’s peer group is high. Those in authority are often
mistrusted.
■ Personal power is emphasized. Expert power is accepted.
■ Change occurs by redistributing power.
High Power Distance
When power distance is high (i.e., there is a high degree of fixed inequality of power
between the more powerful members and the less powerful members), the following
conditions exist:
■ Decisions are made by those in authority.
■ Everyone has a rightful place. The hierarchy represents reality.
■ Those in lower-status roles are reluctant to disagree openly with those in
authority.
■ Trust among peers is low. Those in authority are often trusted.
■ Positional power is emphasized. Referent power also is important.
The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer ❚❘ 363