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You’re in a car with your close friend who is speeding, they hit a pedestrian. You are the only witness.

In court, what right does your friend have to expect you to help and say that they weren't speeding?

Your friend has…

  • No Right
  • Some Right
  • Every Right

Your orientation, like people from Switzerland, gives much less prominence to the relationship with your friend than the competing demands of the law. But other cultures might want to help your friend.

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Your orientation, similar to people from Germany, gives relatively less prominence to the relationship with your friend than the competing demands of the law. But other cultures might want to help your friend.

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Your orientation, gives similar prominence to the competing demands of the law at the same time as the relationship with your friend similar to people from France. People from other cultures might have a stronger preference for one extreme.

×

Your orientation, similar to people from Japan, gives relatively less prominence to the demands of the law than the relationship with your friend. But other cultures might be concerned to adhere to the law.

×

Your orientation, like people from South Korea, gives much less prominence to the demands of the law than the relationship with your friend. But other cultures might be concerned to adhere to the law.

×

We help clients to recognize the relative demands of consistency and the need to respond to particular circumstances and secure the best of each extreme by reconciling the dilemmas.

At work, someone in your team makes a mistake which results in significant increased operating costs.

Who should take the blame? The person responsible or the whole team.

Take the blame…

  • Person responsible
  • The whole team

Your orientation, like people from Singapore, gives much less significance to the role of the group as a whole than the competing demand of the responsibility of individuals In other cultures the group would want to share the blame.

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Your orientation, similar to people from Brazil, gives relatively less significance to the role of the group as a whole than the competing demand of the responsibility of individuals. In other cultures the group would want to share the blame.

×

Your orientation gives similar prominence to the group as a whole than the competing demand of the responsibility of individuals similar to people from Belgium. People from other cultures might have a stronger preference for one extreme.

×

Your orientation, similar to people from Canada, gives relatively less significance to the responsibility of the individual than the competing demand of the role of the group. In other cultures the individual would be expected to take the blame.

×

Your orientation, like people from Nigeria, gives much less significance to the responsibility of the individual than the competing demand of the role of the group. In other cultures the individual would be expected to take the blame.

×

We help clients to recognize the relative demands of individual and group allegiance and respect individuals right to self-determination and secure the best of each extreme by reconciling the dilemmas.

At work, you are having a bad day and feel very upset.

Would you show your emotions openly, so others know how you are feeling?

I would…

  • Hide emotions
  • Show emotions

Your orientation, like people from Hong Kong, gives much less prominence to openly displaying emotions than the opposite extreme of concealing emotions. In other cultures, it is much more normal and acceptable to openly reveal your emotions.

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Your orientation, similar to people from India, gives relatively less prominence to openly displaying emotions than the opposite extreme of concealing emotions. In other cultures, it is much more normal and acceptable to openly reveal your emotions.

×

Your orientation, similar gives similar prominence to openly displaying emotions and the opposite extreme of concealing emotions like people from Norway. In some cultures, it is much more normal and acceptable to openly reveal your emotions whilst in other cultures it is less acceptable and so hide their emotions.

×

Your orientation, similar to people from Ireland, gives relatively less prominence to concealing emotions than openly displaying emotions. In other cultures, it is much more normal and acceptable to conceal your emotions.

×

Your orientation, similar to people from Kuwait, gives much less prominence to concealing emotions than openly displaying emotions. In other cultures, it is much more normal and acceptable to conceal your emotions.

×

We help clients to recognize the relative demands of ‘overt display’ or ‘not to display’ and this extends not just to emotions, but the display of wealth, clothing, product design etc. The challenge is to secure the best of each extreme by reconciling the dilemmas.

You are seeking to create the opportunity to do business with a new client/customer.

What do you need to do first?

I need to develop a…

  • Business proposition
  • Relationship

Your orientation, like people from the USA, gives much less prominence to building any relationships with the client than the basic task of securing any business deal. In other cultures, it is necessary to develop a relationship first from which you can do business.

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Your orientation, similar to people from Australia, gives relatively less prominence to building any relationships with the client than the basic task of securing any business deal. In other cultures, it is necessary to develop a relationship first from which you can do business.

×

Your orientation gives similar prominence to getting to know the customer and at the same time as securing the business deal similar to people from Greece.

×

Your orientation, similar to people from Pakistan, gives relatively less prominence to the basic task of securing a quick business deal than building a relationship with the client first. In other cultures, it is not essential to develop a relationship before you can do business.

×

Your orientation, like people from Russia, gives relatively less prominence to the basic task of securing a quick business deal than building a relationship with the client first. In other cultures, it is not essential to develop a relationship before you can do business.

×

We help clients to recognize how status is accorded varies across cultures and the role of status in business relationships. The challenge is to secure the best of each extreme by reconciling the dilemmas.

What is the origin of status of parties in a business relationship?

Does the status and respect of a business partner originate from their competence to deliver or from their family background?

Status and respect originate from…

  • What they do
  • Who they are

Your orientation, like people from Finland, gives much less significance to people’s background in according them any status rather than their acquired reputation on what they achieve and deliver. In other cultures, family background and their social position has a greater influence on business relationships.

×

Your orientation, similar to people from Spain, gives relatively less significance to people’s background in according them any status rather than their acquired reputation on what they achieve and deliver. In other cultures, family background and their social position has a greater influence on business relationships.

×

Your orientation gives similar prominence to people’s background and their reputation based on what they achieve in determining their status - similar to people from Bulgaria.

×

Your orientation, similar to people from Argentina, gives relatively less significance to people’s acquired reputation on what they achieve and deliver in according them any status rather than their family background. In other cultures, reputation to deliver results has a greater influence on according status.

×

Your orientation, similar to people from Saudi Arabia, gives much less significance to people’s acquired reputation on what they achieve and deliver in according them any status rather than their family background. In other cultures, reputation to deliver results has a greater influence on according status.

×

We help clients to recognize the relative demands of consistency and the need to respond to particular circumstances and secure the best of each extreme by reconciling the dilemmas.

When planning, making decisions and considering a course of action, what approach most governs your thinking?

Past
Learning from previous things you have done and completed successfully.

Present
The here and now of the current things you are facing.

Future
Anticipating the future and your career, from changes and consequences of actions taken now.

Most influenced by…

  • Past
  • Present
  • Future

Your orientation, similar to people from Venezuela, gives much more prominence to the Past rather than the Present (or Future). Other cultures lend more attention to the here and now and implications for the future.

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Your orientation, similar to people from the UK, gives relatively more prominence to the Past and Present rather than the Future. Other cultures lend more attention to the longer term implications for the future.

×

Your orientation, similar to people from the USA, gives more prominence to the here and now of the Present rather than the Past or Future. Other cultures lend less attention to the short term view of the here and now.

×

Your orientation, similar to people from Mexico, gives relatively more prominence to the Present and Future rather than the Past. Other cultures reflect more on their history and what has led them to where they are now.

×

Your orientation, similar to people from the South Korea, gives much more prominence to what can be achieved in the Future rather than Past, or even the Present. Other cultures lend more attention to what has led them to where they are now.

×

We help clients to recognize how different cultures structure time, which is a major dilemma for all businesses. The challenge is to integrate the dilemma between the short term (current profitability and cash flow) with the longer term (investment for sustainability).

How do you structure how you do your work?

How do you prefer to work on projects – one at a time or several in parallel?

I like to work on…

  • One
  • Several

Your orientation, like people from Hong Kong, gives much less prominence to multi-tasking rather than a linear approach to the way your work. Other cultures lend more attention to a synchronic approach to making progress on several tasks which they consider more effective.

×

Your orientation, similar to people from China, gives relatively less prominence to multi-tasking rather than a linear approach to the way your work. Other cultures lend more attention to a synchronic approach to making progress on several tasks which they consider more effective.

×

Your orientation, like people from France, gives similar emphasis on single and multi-tasking. Other cultures tend to adopt either a sequential view (one at a time) or the other synchronic extreme of multi-tasking.

×

Your orientation, similar to people from Japan, gives relatively less prominence to a linear approach rather than multi-tasking to the way your work. Other cultures lend more attention to a sequential - one at a time - orientation, which they consider more efficient.

×

Your orientation, like people from Malaysia, gives much less prominence to a linear approach rather than multi-tasking to the way your work. Other cultures lend more attention to a sequential - one at a time - orientation, which they consider more efficient.

×

We help clients to recognize the tension between the different advantages of both extremes. The challenge is to integrate the dilemma between the opposing viewpoints and exploit the benefits of each approach.

How do we determine our fate?

What causes people to be unsuccessful – the mistakes they make or bad luck?

It's down to…

  • Their mistakes
  • Bad luck

Your orientation like people from Israel, gives much less prominence to an external view of the world rather than your inner view that what happens to you is your own doing. Other cultures take the opposite extreme view that it is more difficult to control the environment.

×

Your orientation similar to people from Denmark, gives relatively less prominence to an external view of the world rather than your inner view that what happens to you is your own doing. Other cultures take the opposite extreme view that it is more difficult to control the environment.

×

Your orientation similar to people from Romania, gives similar prominence to an inner view that what happens to you is your own doing together with the demands of an uncontrollable external environment. People from other cultures may have a stronger preference for one extreme.

×

Your orientation similar to people from the UAE, gives relatively less prominence to an inner direct view that what happens to you is your own doing rather than an external view of the uncontrollable environment that determines their life. Other cultures take the opposite extreme view that they can control what happens to them as a result of their own actions.

×

Your orientation like people from Egypt, gives much less prominence to an inner direct view that what happens to you is your own doing rather than an external view of the uncontrollable environment that determines their life. Other cultures take the opposite extreme view that they can control what happens to them as a result of their own actions.

×

The extreme positions of selling what you know you can make (self-determined) versus making what you know you can sell (fate) don’t combine the advantages of each paradigm. Pushing too hard results in the ultimate niche market – no customers! – yet only following client desires leaves us at their mercy. The most effective organizations are those better at connecting their own push to the pull of the market, especially through feedback loops.