What Culture Actually Is: Rules, Risk, and the Unknown. Thursday's Edition
All People Are the Same: They Just Do Things Differently. Series 22 #4
Uncertainty Avoidance is one of the least understood (and awkwardly named) and most underestimated of Hofstede’s dimensions. It measures the extent to which members of a society feel threatened by ambiguous, unknown, or unstructured situations, as well as the resulting anxiety. Do people need rigid codes of belief and behavior, and formal rules, or maintain a more relaxed attitude where rules are relaxed, ambiguity is accepted, and they are generally more tolerant of diverse opinions and risk-taking?
This is what it looks like in real life:
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A German engineer and a Singaporean engineer both receive the same brief from a client: design a solution, but the specifications are incomplete, and the deadline is tight. The German engineer stops. She writes back to the client requesting the missing specifications before she begins. Without the specification, the project cannot begin. She must eliminate uncertainty so it is clear what is to be done.
The Singaporean engineer reads the same brief, makes reasonable assumptions about the missing specifications, and starts building. He’ll adjust when the client responds. Waiting for perfect information before acting wastes time and is inefficient.
The underlying issue is: how much uncertainty can you tolerate before you act? Is the unknown uncomfortable, even frightening, or is it an adventure to be played out? It is not the same as risk avoidance. A culture can be comfortable with uncertainty and still avoid reckless decisions. It measures something more fundamental: how the nervous system has been culturally calibrated toward the unknown.
In low uncertainty avoidance cultures, ambiguity is a normal condition, not a problem to solve before work can begin. Rules exist where they are genuinely necessary, but the rules should be bent when needed. Singapore scores 8 on this dimension, the lowest of any country Hofstede measured. Sweden scores 29. In both countries, a job brief with gaps in it is an invitation to use judgment and be creative; it’s a puzzle to solve, not a reason to stop.
In high uncertainty avoidance cultures, ambiguity is genuinely uncomfortable. Rules, procedures, and structures reduce uncertainty. Rules are what keep society functioning and should always be followed. Rules and traditions reduce uncertainty and provide comfort. Greece scores 112, the highest in Hofstede’s dataset. Japan scores 92. In both countries, a job brief with gaps means something is wrong before the work has even started.
This difference changes behaviors. In high uncertainty avoidance cultures, teachers are expected to have the answer to every question, contracts run long and cover every contingency, and career loyalty to a single employer is both normal and expected. In low uncertainty avoidance cultures, a teacher who says “I don’t know, let’s find out” is modeling good thinking rather than admitting failure, contracts cover the essentials and leave the rest to judgment, and changing employers is a sign of ambition not disloyalty.
Neither is superior nor inferior. High uncertainty avoidance cultures produce precision, reliability, and institutions that function consistently because the rules are clear and followed. Low uncertainty avoidance cultures produce adaptability, faster decision-making, and organizations that pivot quickly because individuals are trusted to use their judgment without waiting for a procedure to cover every situation. Each approach has built extraordinary things.
When a Swede and a Greek friend plan a trip together, the Swede outlines a general route. They will travel from point A to point B, with some possible stops in between, but the Swede wants the adventure of the unknown to drive the details. The Greek friend arrives with a clear travel plan from point A to point B, with each day’s stops planned, researched, and hotels confirmed. The Greek wants a complete plan to eliminate the unknown, so the trip does not become an adventure. They’re not having a travel disagreement. They’re having a cultural one.
We all know which side of this spectrum we sit on. The question is, are you flexible enough to function on the other side?
Friday’s Edition covers motivation towards achievement and success, the dimension that determines whether a culture measures a good life by how much money and possessions you have or by the quality of your life.
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