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Diversity and the Effects of Culture 85

Power Distance
Cultures differ with respect to their preferred power distance, which is the Power Distance
degree to which power or status differences are minimized or maximized. In low The degree to which
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power- distance cultures, such as Austria, Israel, and New Zealand, people believe that a culture emphasizes
power should be distributed equally. The United States is a relatively low power- status and power
distance culture; our Declaration of Independence asserts that “all men are created differences among
equal.” We regard it as unfair for some to receive privileges accorded to them only by members of the
accident of birth instead of being earned by hard work or merit. In contrast, high culture; status
power- distance cultures, such as the Philippines, Mexico, Iraq, and India, generally differences are
have a rigid, hierarchical status system with a large gap between the least and most minimized in low
powerful. In high power- distance cultures, people believe that each person has his or power- distance
cultures and
her rightful place, that leaders or others with power should have special privileges, emphasized in high
and that the authority of those with power should not be questioned. power- distance
Lustig and Cassotta have summarized research that examines how power dis- cultures.
tance might affect small group communication. They found that power distance is
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related to leadership styles and preferences, conformity, and discussion procedures.
High power- distance cultures value authoritarian, directive leadership, whereas low
power- distance cultures value participative, democratic leadership. Americans tend to
assume, ethnocentrically, that everyone wants a chance to participate in decisions
that affect them. That reflects the deeply held cultural values stemming from a rela-
tively low power- distance culture. However, an American group leader trying to use a
participative leadership style in a group of Mexicans or Filipinos is likely to be seen as
inept or incompetent. Power distance is also related to the discussion procedures mem-
bers prefer. People who believe their individual opinions should be valued regardless
of status (i.e., low power- distance cultures) prefer participation in group discussion
and decision making, but those in high power- distance cultures prefer decision mak-
ing by the leader, with minimal participation from the group. They believe it is appro-
priate for low- status group members to conform to the desires of high- status members;
however, in low power- distance cultures, members will be less likely to conform.
Uncertainty Avoidance
Uncertainty Avoidance The degree to which
members of a culture
Uncertainty avoidance refers to how well people in a particular culture tolerate ambi- avoid or embrace
guity and uncertainty. Does unpredictability make us anxious or eager? Low uncertainty and
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uncertainty- avoidance cultures have a high tolerance for ambiguity, are more willing ambiguity; cultures
to take risks, have less rigid rules, and accept a certain amount of deviance and dis- high in uncertainty
sent. Great Britain, Sweden, and Hong Kong are such countries. The software group avoidance prefer
as a whole in our opening case seemed pretty laid back and free of many rules. At the clear rules for
other end of the continuum are countries such as Greece, Japan, and Belgium, where interaction, whereas
people prefer to avoid ambiguous situations. These cultures establish rules and clear- cultures low in
cut norms of behavior that help individuals feel secure. Members of the culture are uncertainty
avoidance are
expected to behave in accordance with the standards of behavior, and dissent is not comfortable without
appreciated. People from such cultures often have a strong internalized work ethic. guidelines.
The United States is a fairly low uncertainty- avoidance culture.

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