Individualism
Definition
Expresses the extent to which the loyalty of individuals lies with themselves first, or whether their individual loyalty lies first with the group they belong to. For collectivistic cultures (low scoring on Individualism) the loyalty of the individual lies with the group they belong to first (So-called tribal behaviour). People in collectivistic cultures have extended families that stretch vertically: grandparents, parents, children, grandchildren, as well as horizontally: brothers, sisters, aunts, uncles, nephews, cousins, etc. Even bloodline unrelated people are often referred to as family members. For Individualistic cultures the loyalty of the individual lies with him or herself first. Families are so called nuclear families, which usually consist of parents, the individual and his or her children. It doesn't necessarily stretch further.
Characteristics
Low
The loyalty of the individual lies with his group first. This could be the department (e.g. marketing people) or functional (e.g. secretaries) or management.
Relationships are important to get things done. Tasks are relatively less important. Collective cultures can “be” with each other.
Loss of face is seen as very negative, and therefore keeping up appearances is very important.
Group decisions are seen as being better than the decision of one individual.
There is plenty of room for preferential treatment for the people within one group.
Employees of an organisation expect the organisation to take good care of them.
Any promotion is usually based on the relationship you have in your group and with the decision maker.
High
People are primarily loyal to themselves first and the group they belong to second. There is a lot of “Me, Myself & I” thinking.
There is a strong task orientation. Not doing something is often seen as a waste of time.
Although Individualistic cultures use the words “loss of face”, it is more guilt and the loss of self-respect that is avoided or that can make the individual feel bad.
Individual decisions are seen as better than group decisions.
Everyone is equal, and sudden preferential treatment is seen as suspicious.
Employees of organisations will defend their own interest and don’t expect the organisation to do so.
Your promotion is based on what you can do and what you’re worth to the organisation.
Implications
Low
There is a lot of importance put on the mutual relationship. You can’t just walk in, present your proposal and expect to get to do business. Developing these relationships takes time and must be genuine. They cannot be rushed like most Individualistic cultures would like. A lot of actual business is done , between or after office hours.
The execution of policies and practices depends a lot on what kind of relationships there are. This can lead to preferential treatment of the person that belongs to the same group versus someone that doesn’t belong to that group. The appointment of a family member in a certain position in the organisation is generally accepted.
Singling out an individual (e.g. during a meeting) should be avoided. This could lead to potential loss of face for the individual. This could lead to socially desirable answers or indirect ways of trying to avoid the question. It is better to address a group, and ask for a spokesperson. Explicit things that were said during a private meeting should not be publicly shared with the other members of that group.
High
Getting things done is important. Doing is more important than being. It is often seen as a waste to go out for long business lunches and/or dinners. When the deal is closed you could go and celebrate with a drink or dinner, but not . Most business is done during the actual office hours.
Whatever the rule or policy is, it is equal for everyone. No one gets a better deal. Not even if they are closely related. Nepotism is frowned upon and should be avoided or really well explained.
It is OK, and expected, to communicate directly with individuals. It’s not seen as confronting. Expect a direct form of communication, whereby a “No” is meant to be a “No”. Explicit things that were said during a private meeting can be repeated if applicable during public meetings.
