Cultural Dispositions: Cultural Frameworks

Acheivement vs. Ascription

This dimension refers to how people achieve and maintain status and respect within a culture. Achievement orientated cultures base one's status and respect on his or her competence and performance. It is the description of the American dream that if you have enough talent, skill and hard work you can accomplish anything you want. Titles and positions of hierarchy have limited or no meaning within themselves.

In Ascription orientated cultures titles, rank and hierarchy are important in and of themselves. Often these titles are bestowed upon individuals not because of any achievement of their own, but because of a family's rank and status in the society. These people have a high degree of tradition and organization that allows them to access resources and influence others that is founded on their position in society. This dimension may be important in determining effectiveness and dynamics of team leadership.

In Hofstede's work this is known as Power Distance. Cultures with low power distance (Achievement) attempt to minimize inequalities and easily allow people in subordinate positions to access people in superior positions. In high Power Distance cultures power holders are accepted as a part of society. Those from lower status do not have as many rights or the ability to access or address those from higher cultures. The story is told of this influence being so strong that a co-pilot from a lower status would not address the pilot from a higher status to warn of an impending problem during a flight.

A good GV team leans strongly toward the Achievement side of the scale. Since all work on a GV team is more difficult than a co-located team, there is little time for someone who, because of his or her ascription status, feels entitled to take certain tasks. The team must examine who has the best skills to perform the task and lead when required. It becomes very much what you can do on the team rather than who you are.