Trompenaars’ Seven Dimensions of Culture

Trompenaars’ Seven Dimensions of Culture: Concise Overview

1. Universalism vs. Particularism
This dimension contrasts cultures that prioritize rules and standards (universalism) with those that emphasize relationships and exceptional circumstances (particularism). In universalist cultures, like the US or UK, people tend to follow rules rigidly and expect equal treatment. Particularist cultures, such as China or Russia, often make exceptions based on personal relationships or specific situations. In the workplace, this can affect how contracts are viewed, how policies are implemented, and how exceptions to rules are handled.

2. Individualism vs. Communitarianism
This dimension examines whether a culture prioritizes individual needs and achievements (individualism) or the needs of the group and social cohesion (communitarianism). Individualist cultures, like the US or Netherlands, tend to reward personal initiative and expect individual decision-making. Communitarian cultures, such as Japan or many African countries, emphasize group consensus and collective responsibility. In business, this affects team dynamics, decision-making processes, and how credit or blame is attributed.

3. Specific vs. Diffuse
This dimension explores how separate people keep their personal and professional lives. In specific cultures, like the US or UK, there’s a clear separation between work and personal life, and relationships are compartmentalized. In diffuse cultures, such as many Latin American or Arab countries, there’s more overlap between personal and professional spheres. This affects how business relationships are built, the importance of after-work socializing, and the approach to work-life balance.

4. Neutral vs. Emotional
This dimension looks at how openly cultures express emotions. Neutral cultures, like Japan or the UK, value emotional control and reason-driven behavior in professional settings. Emotional cultures, such as Italy or Mexico, are more expressive and see emotion as a natural part of work life. In the workplace, this influences communication styles, conflict resolution approaches, and how passion or enthusiasm is expressed and interpreted in professional contexts.

5. Achievement vs. Ascription
This dimension considers how status is accorded. In achievement-oriented cultures, like the US or Australia, status is based on individual accomplishments and performance. In ascription-oriented cultures, such as France or Japan, status might be based on age, class, gender, or education. This affects how authority is perceived, how teams are structured, and how promotions or important assignments are decided in the workplace.

6. Sequential vs. Synchronic Time
This dimension examines attitudes towards time and its importance. Sequential cultures, like Germany or the US, see time as linear, value punctuality, and prefer to do one thing at a time. Synchronic cultures, such as Japan or Argentina, view time as flexible, are comfortable multitasking, and see schedules as subordinate to relationships. In business, this influences project management styles, meeting structures, and the perception of deadlines and time-based commitments.

7. Internal vs. External Control
This final dimension looks at how people relate to their environment. Cultures with internal control, like the US or Australia, believe they can control nature and their environment, leading to a more dominating attitude. Cultures with external control, such as many East Asian countries, see themselves as part of nature, leading to a more adaptive approach. In business, this affects attitudes towards risk, change management strategies, and approaches to problem-solving and innovation.