„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

Where individualism is high, a thorough exploration of differences is acceptable.
Encourage individual initiative in finding creative solutions. Identify and respond to
individual needs.
Competitiveness
Competitiveness is a measure of the degree to which members of a group are motivated
by achievement and competition, as opposed to service and cooperation.
Low Competitiveness
In cultures with low competitiveness, the following are typical:
■ Relationships, service, and social atmosphere are valued.
■ There is a preference for cooperation and interdependence.
■ Intuition and feelings are trusted.
■ Sex roles are more fluid and more equal.
■ Conflict may be avoided or win-win solutions sought.
High Competitiveness
In cultures with high competitiveness, the following are typical:
■ Achievement, recognition, and advancement are valued.
■ There is a preference for autonomy.
■ Analyses and data are trusted.
■ Sex roles are more defined; men dominate.
■ Confrontation is common, and win-lose situations are accepted.
Implications of Competitiveness for Negotiation and Conflict Resolution
Where competitiveness is low, the need for harmony in relationships is probably high.
Your tactical attitude should reflect this. Cooperation is valued, and attentive listening
will be appreciated.
In more competitive cultures, achievement is highly valued. Anything that you can
do to “save face” for your opponent will be helpful in achieving agreement. Benefits
should be tangible and clear. Time limits should be respected. “Toughness” is respected
as long as you are perceived as being fair.
REFERENCE
Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. London/Beverly
Hills, CA: Sage.
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The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer