Operating in a Global Environment brings cultural models into Inclusive Mindset. The numbers matter: which authors are named, how many dimensions each framework has, and which dimension belongs to which.
The named models
The BASK names cultural norms, values and dimensions models from Hall, Hofstede, Schein, and Trompenaars.
Lewin, Kotter, Prosci and Bridges are change-management authors. Maslow, Herzberg, Vroom and Adams are motivation theorists. Porter, Kaplan, Norton and Carroll are strategy and CSR authors. None of those sets belongs here.
The counts
- Hofstede: six dimensions — individualism, power distance, masculinity, uncertainty avoidance, long-term orientation, and indulgence. Four was the original count, before long-term orientation and indulgence were added.
- GLOBE: nine dimensions — performance orientation, assertiveness, future orientation, humane orientation, institutional collectivism, in-group collectivism, gender egalitarianism, power distance, and uncertainty avoidance.
- Seven is the count associated with Trompenaars.
Six, nine, seven. Mixing a correct count with the wrong framework's dimension is how these items are built.
Power distance
Hofstede defines it as the extent to which the less powerful members of organizations and institutions, like the family, accept and expect that power is distributed unequally.
- "Independent rather than interdependent as members of larger wholes" is Hofstede's individualism.
- "Relies on social norms and rules to alleviate unpredictability" is uncertainty avoidance as framed in GLOBE.
- "Rewards group members for performance improvement and excellence" is GLOBE's performance orientation.
What overlaps
Power distance and uncertainty avoidance appear in both Hofstede's six and GLOBE's nine. Indulgence and long-term orientation are Hofstede's only. Assertiveness is GLOBE's only.
Using the models
Standardizing a feedback process across four countries where local managers warn that direct public critique will land very differently: apply a recognized cultural dimensions framework to adapt delivery to each location while keeping the standards consistent. Uniform delivery is not fairness, letting every site invent its own process abandons the standard, and postponing until a single global culture exists treats difference as something to erase rather than navigate.