Imagine a world where fostering effective global leadership, communication, and collaboration across diverse cultures has become vital for thriving global businesses and individuals alike. Yep, we are precisely in this world now. This article will explore the renowned “Lewis Model Of Dimensions of Behavior” and how it can illuminate the path to successful intercultural interactions, especially in global corporations. We will unlock the insights and practical strategies the Lewis Model offers, empowering you to confidently navigate cultural leadership diversity and create meaningful connections across borders.
As the world shrinks with the internet, cultural differences can either be a barrier or a bridge. With the Lewis Model as one powerful resource, we aim to transform these differences into opportunities for growth and collaboration. By understanding the intricacies of cross-cultural behaviors and preferences, we can foster inclusive environments, nurture strong relationships, and make informed decisions that embrace diversity.
So, if you find yourself asking, “How can I effectively engage with individuals from different cultural backgrounds? What communication styles and social norms should I consider?” — worry not! The Lewis Model is here to guide you on this inspiring journey of cross-cultural exploration to broaden your horizons, embrace diversity, and tap into the power of cultural understanding.
Let’s dive into the rich, intriguing tapestry of the Lewis Model and equip ourselves with the knowledge to navigate the ever-changing landscape of global interconnectedness!
Why Do We Need Cross-Cultural Understanding As Leaders
For several compelling reasons, understanding cross-cultural behaviors and preferences is crucial in today’s globalized world. The globalization of business interactions over the past few decades, as one main change driver, has created a global environment where understanding cultural differences has become paramount for leaders, managers, and executives in international and multinational companies.
The complexities arising from merging corporate cultures, as well as issues related to leadership, planning, decision-making, recruitment, and task assignment, are all significantly influenced by the cultural traits of the individuals involved. It is essential to make appropriate allowances and adaptations when defining and aligning organizational culture.
But where can one find reliable guidelines to navigate this intricate terrain? Hopefully, let’s shed some light for you today since the need to understand cross-cultural behaviors and preferences becomes evident in this context.
The 3 Top Reasons For Cultural Understanding:
Business Innovation: Effective cross-cultural understanding fosters successful business collaborations, which leads to innovation leveraged by cultural diversity and creativity. When leaders and managers are equipped with knowledge about cultural nuances, communication styles, and social norms, they can build stronger relationships with partners, clients, and employees from different cultural backgrounds. This understanding enables them to navigate potential misunderstandings, adapt their communication approaches, and cultivate a respectful and inclusive work environment that values diversity.
Decision-Making: Understanding cross-cultural behaviors and preferences enhances decision-making processes. Cultural factors significantly influence how individuals perceive and evaluate information, make judgments, and approach problem-solving. By comprehending these cultural variations, leaders and managers can make informed decisions considering diverse perspectives and avoiding biases. This not only leads to more effective decision-making but also promotes a sense of inclusivity and fairness within the organization.
Talent Management: Understanding cross-cultural behaviors and preferences is crucial for talent management and recruitment strategies. Different cultures have distinct expectations, values, and approaches to work. By recognizing and appreciating these differences, organizations can attract and retain top talent from diverse backgrounds. Additionally, this understanding allows for the creation of inclusive policies and practices that accommodate the needs and aspirations of a multicultural workforce, fostering employee engagement, satisfaction, and productivity.
To navigate the complexities of cross-cultural dynamics, leaders, and organizations can rely on various resources and guidelines. These include academic research, cultural training programs, intercultural consultants, and frameworks developed by cross-cultural experts, such as Geert Hofstede’s Cultural Dimensions, Edward T. Hall’s Cultural Iceberg, and Richard D. Lewis’s Dimensions of Behavior. By leveraging these resources, leaders can gain valuable insights and practical strategies to effectively manage and leverage cultural differences in their organizations, ultimately driving success in the global business landscape.
The 6 Best-Known Models Of Cross-Cultural Understanding
Before detailing the Lewis Model, let’s quickly learn what other theories were developed by renowned cross-cultural communication experts in the cross-cultural understanding field. These theories provide valuable insights and frameworks for comprehending the complexities of cultural diversity and navigating intercultural interactions.
1. Geert Hofstede:
- Theory: Hofstede’s Cultural Dimensions (developed in the 1970s)
- Description: Hofstede identified six cultural dimensions that help understand and compare national cultures. These dimensions are Power Distance, Individualism vs. Collectivism, Masculinity vs. Femininity, Uncertainty Avoidance, Long-Term vs. Short-Term Orientation, and Indulgence vs. Restraint.
2. Edward T. Hall:
- Theory: Hall’s Cultural Iceberg (developed in the 1970s)
- Description: Hall introduced the concept of high-context and low-context cultures, emphasizing the importance of non-verbal communication, context, and understanding cultural differences in communication styles and personal space.
3. Fons Trompenaars:
- Theory: Trompenaars’ Cultural Dimensions (developed in the 1990s)
- Description: Trompenaars identified seven cultural dimensions that help analyze cultural diversity and dilemmas in business settings. These dimensions include Universalism vs. Particularism, Individualism vs. Communitarianism, Achievement vs. Ascription, Neutral vs. Affective, Specific vs. Diffuse, Inner-directed vs. Outer-directed, and Sequential vs. Synchronic.
4. Erin Meyer:
- Theory: The Culture Map (developed in the 2010s)
- Description: Erin Meyer’s “The Culture Map” provides a framework for understanding how cultural differences impact business interactions. It explores various dimensions such as communication styles, leadership approach, feedback, persuasion, trust, disagreements, decision-making, and time orientation in different cultural contexts.
5. Shalom H. Schwartz:
- Theory: Schwartz’s Theory of Basic Human Values (developed in the 1990s)
- Description: Schwartz proposed a theory of basic human values that identifies ten cross-culturally universal values. These values are grouped into four higher-order dimensions: Conservation vs. Openness to Change, Self-Enhancement vs. Self-Transcendence, Self-Direction vs. Other-Direction, and Hierarchy vs. Egalitarianism.
6. Richard D. Lewis:
- Theory: The Lewis Model of Dimensions of Behavior (developed in the 1990s)
- Description: Lewis introduced a framework that categorizes cultures into three main types: Linear-Active, Multi-Active, and Reactive. These categories explain different cultural preferences in communication styles, time orientation, and social interactions.
Why Should Global Execs Listen To Mr. Lewis?
Global executives would greatly benefit from paying attention to the Lewis Model of Dimensions of Behavior, as it offers a fresh and comprehensive perspective on cross-cultural dynamics. It’s sort of a blueprint of cultural understanding that helps leaders navigate interactions.
Developed in the 1990s by Richard D. Lewis, a renowned British expert in the field, the Lewis Model has gained worldwide recognition for its practicality and effectiveness.
In his influential book, “When Cultures Collide” (1996), Lewis introduced a groundbreaking concept that divides humans into three distinct behavioral categories: Linear-active, Multi-active, and Reactive. This categorization transcends nationality and religion, focusing instead on behavior patterns that have significant implications for cross-cultural interactions.
One compelling reason why global executives should embrace the Lewis Model is its ability to provide clarity and succinctness. Lewis recognized that the accumulation of numerous dimensions and dichotomies by previous cross-culturalists often led to confusion rather than enlightenment. By simplifying the complexities of cultural differences into three distinct categories, the Lewis Model offers a straightforward framework that executives can easily grasp and apply in their global business endeavors. This clear understanding of behavioral tendencies allows leaders to adapt their communication styles, decision-making approaches, and leadership strategies to effectively engage with individuals from diverse cultural backgrounds.
Another significant advantage of the Lewis Model is its emphasis on the powerful Asian mindset, which had often been overlooked or ignored by previous cross-cultural theories. Lewis’s extensive experience, having visited 135 countries and worked in more than 20 of them, led him to recognize the need to account for the unique cultural perspectives and behavioral patterns within Asian cultures. With Asia comprising a substantial portion of the global population, understanding and successfully navigating the Asian mindset is essential for global executives seeking to establish fruitful business relationships and tap into this dynamic market.
It is worth noting that the strength of the Lewis Model lies in its empirical foundation. This model is not merely a theoretical construct but is grounded in extensive data collected from a diverse range of sources. Richard Lewis’s research drew upon the actual experiences of 50,000 executives participating in residential courses and over 150,000 online questionnaires representing 68 different nationalities. This robust data collection process has resulted in a tripartite comparison of behavioral tendencies across various countries, providing global executives with valuable insights into cultural differences and preferences.
By analyzing such a vast pool of data, the Lewis Model offers executives a reliable framework for understanding and navigating cross-cultural complexities. It moves beyond generalizations and stereotypes, providing a nuanced understanding of how behaviors differ across national boundaries. This data-driven approach ensures that global executives can make informed decisions, adapt their strategies, and engage effectively with individuals from different cultural backgrounds.
This article provides the main points and summary of his work, but I highly recommend reading his book for in-depth details on how each country frames the different aspects of his 3 categories. He even provides fun examples of how certain language barriers can contribute to funny misunderstandings. It’s not exactly a light read, but you’ll catch yourself smiling several times.
The Lewis Model: Dimensions Of Behaviour
It’s easy to see that global executives should prioritize the Lewis Model Of Dimensions of Behavior due to its practicality, clarity, and recognition of the powerful Asian mindset. By embracing this comprehensive model, executives can enhance their cross-cultural competence, foster stronger connections with individuals from diverse backgrounds, and capitalize on global business opportunities. The Lewis Model offers a valuable lens through which leaders can navigate the complexities of cultural diversity and bridge the gaps that may arise when cultures “collide” in the global arena, and it divides cultures into 3 main categories.
Cultural Categories Of Behavior
The Linear-Active Category
In the Lewis Model, the Linear-active group represents individuals with a task-oriented, highly organized approach to goals and their work. They are natural planners who prefer tackling tasks methodically, focusing on one task at a time in a planned sequence. These individuals thrive on structure and efficiency, ensuring that objectives are achieved in a systematic and organized manner. When engaging in discussions or making decisions, the Linear-active group relies on logical arguments and reasoning. Moreover, they value and adhere to established rules, understanding the importance of following guidelines to maintain order and consistency in their work. With their detail-oriented and sequential mindset, the Linear-active group contributes to the achievement of goals with precision and effectiveness. Broadly speaking, the Linear-active category is frequently seen in Northern Europe, North America, and related countries.
The Multi-Active Category
The Multi-active group embodies individuals who possess an emotional, expressive nature and prioritize relationships, feelings, and family above strictly following an agenda or plan. Multi – actives are known for their loquaciousness and are comfortable engaging in multiple activities simultaneously. They thrive in environments that encourage lively conversations, personal connections, and the expression of emotions. The Multi-active group embraces spontaneity and may display impulsive tendencies, allowing their emotions and intuition to guide their actions. Their ability to juggle various tasks and interactions at once showcases their adaptability and capacity for multitasking. By valuing personal connections and prioritizing emotional aspects, the Multi-active group adds warmth and liveliness to social interactions and contributes to the creation of vibrant and dynamic environments. The Multi-active category is frequently seen in tropical countries and the Mediterranean region.
The Reactive Category
The Reactive group is characterized by individuals who display a polite and attentive demeanor, often assuming a listener role rather than actively initiating action or discussion. They are inclined to react and respond to situations rather than taking the lead. Within social interactions, the Reactive group emphasizes the importance of maintaining harmony and avoiding any form of embarrassment or discomfort for themselves or others. “Saving face” is of extreme importance for this group. Conflict situations are highly undesired and avoided by this category of people. They carefully consider different perspectives before forming their own opinions, prioritizing collective well-being over individual assertiveness. By fostering a harmonious atmosphere and showing respect for others’ viewpoints, the Reactive group contributes to a balanced and inclusive environment where diverse opinions are valued, but final conclusions or decisions might take a very long time to be achieved. The category reactive is often seen in East Asian countries.
Lewis Cultural Types Compared
| LINEAR ACTIVE | MULTI-ACTIVE | REACTIVE |
|---|---|---|
|
Structured, well-organized, task-oriented planners who prefer getting things done in a sequential manner. Arguments are made with logic. Rules are important and to be followed. |
More emotional and viewed as loquacious and impulsive. Family, feelings, and relationships are at the forefront versus following an agenda. They are good at doing many things at the same time. |
Viewed as polite and attentive listeners. They rarely initiate action or discussion. Instead, they tend to wait to react to it and form their own opinion. Opinions of others impact their own, as promoting harmony and avoiding embarrassment are imperatives. |
|
Linear Characteristics
|
Multi-Active Characteristics
|
Reactive Characteristics
|
Dimensions of Behavior: Research-Based Of Behavioural Elements
The fascinating Lewis Cultural Model is built upon an incredible wealth of data gathered from a whopping 50,000 executives who participated in residential courses. But that’s not all! More than 150,000 online questionnaires were also filled out by individuals representing a diverse range of 68 different nationalities. With this vast and diverse dataset, the Lewis Model has been able to unveil an intriguing tripartite comparison that sheds light on behavioral patterns across countries.
Based on that, the Lewis Model presents cultures in a 3-dimensional format, using the 3 categories as drivers.
For example, although Japan and North Korea are both in Asia and share many cultural similarities, they are very different. You can quickly grasp that if you are a J-Pop follower and K-drama watcher. You can see that while Japan is part of the Reactive group, it’s sitting in the reactive-linear-active dimension, while South Korea, which is also Reactive, is sitting in the reactive-multiactive dimension. If you get to know Japanese and Koreans, you will notice that indeed Japanese are less expressive and use more logic and structure than Koreans, who are a lot more expressive and spontaneous.
Putting cultures in the dimensions helps us understand a little bit more about which of the cultural behavior categories each has more of, which is helpful when interacting with and engaging them. In other words, the geographical proximity of different cultures is reflected in their behavior and affinity when plotted in the model. It’s like looking into cultures as a device with 3 dials; each culture’s dials combination must be adjusted to more accurately represent them.
How To Lead And Engage Each Cultural Behavioral Type
In a work setting or business situation, it’s important to remember that many individuals may not perfectly fit into their “national type.” You may expect Latinos to be multi-active but find some behaving in a reserved way due to the nature of their work or their background. It’s all part of our wonderfully diverse human tapestry! For example, you might find that engineers and accountants lean towards a more Linear approach, while salespeople thrive in their Multi-active style. On the other hand, you might come across lawyers and doctors who exhibit more Reactive tendencies.
Specific industries also may play some role in the behavioral composition. For example, food production or health industries adhere to very strict rules and requirements, possibly pulling from the labor market people with profiles that are heavily aligned with the Linear-Active category in their behavioral compositions, even when recruiting from an Asian environment, which is primarily a Reactive category.
So it’s important to understand that when dealing with different cultures, we also have to consider an individual’s personal and professional preferences and the specific cultural and behavioral demands of an organization and culture.
Leading And Engaging Linear-Active Individuals:
Recruiting: When recruiting individuals from the Linear-active group, it is important to emphasize the need for a structured and organized work environment. Highlight the availability of clear objectives, well-defined tasks, and a systematic approach to accomplishing them. During interviews, assess their ability to prioritize tasks, manage time effectively, and follow established guidelines. Provide them with a well-defined job description that outlines the sequential nature of their responsibilities and emphasizes the importance of attention to detail.
Deciding: When making decisions or collaborating with individuals from the Linear-active group, present logical arguments supported by data and facts. Avoid ambiguity and provide a clear rationale for any proposed course of action. Engage in discussions that allow them to contribute their analytical thinking and problem-solving skills. Provide them with a well-defined framework and guidelines to ensure they feel comfortable and confident in their decision-making process.
Collaborating: In collaborative settings, foster an environment that values structure and efficiency. Assign tasks with clear deadlines and provide a well-defined plan or roadmap to guide their work. Encourage open communication and regular progress updates to ensure alignment and minimize potential misunderstandings. Recognize and appreciate their attention to detail and precision in their contributions. Offer constructive feedback when necessary to maintain focus and adherence to established rules.
Overall, when dealing with the Linear-active group, emphasize structure, clarity, and logical reasoning in recruitment, decision-making, and collaboration processes. Providing them with a well-defined and organized framework will allow them to excel and contribute effectively to achieving organizational goals with precision and effectiveness.
Leading And Engaging Multi-Active Individuals:
Recruiting: When recruiting individuals from the Multi-active group, focus on creating a warm and engaging work environment that values personal connections and allows for open expression of emotions. Emphasize the importance of relationships and teamwork during the hiring process. Look for candidates who demonstrate strong interpersonal skills and the ability to connect with others on an emotional level. Assess their adaptability and multitasking abilities by presenting scenarios that require handling multiple tasks and interactions simultaneously.
Deciding: When making decisions or collaborating with individuals from the Multi-active group, create opportunities for lively discussions and brainstorming sessions. Encourage them to freely express their ideas and emotions, as this group thrives in environments that value their input and recognize the significance of personal connections. Allow for flexibility and spontaneity in the decision-making process, considering their intuitive and impulsive nature. Maintain an open-minded approach and be receptive to their creative and innovative contributions.
Collaborating: In collaborative settings, foster a dynamic and energetic atmosphere that supports multitasking and juggling various activities. Assign projects that allow for personal connections and collaborative efforts. Encourage regular communication and team-building activities to strengthen interpersonal bonds. Recognize and appreciate their ability to add warmth and liveliness to the work environment. Provide opportunities for personal growth and encourage them to take leadership roles in team-oriented projects.
Overall, when dealing with the Multi-active group, emphasize the importance of relationships, emotions, and personal connections in recruitment, decision-making, and collaboration. Create an inclusive and vibrant work environment that supports their multitasking abilities and allows them to express their ideas and emotions freely. By valuing their unique contributions, you can harness their energy and creativity to achieve collaborative success.
Leading And Engaging Reactive Individuals:
If my culture fell under this category, I might have been offended by being called “Reactive” by Mr. Lewis, as if I am defensive, or suspicious or something. Lewis, however, did not mean this category in any bad way. On the contrary. He actually meant to say they are cautious and caring people who usually wait before reacting. They are “Reactive” in a very conscious and deliberate way since they think and consider carefully before acting. So view them with this light. Actually, calling this category “Deliberate” would make much more sense then Reactive, in my humble opinion, but it wouldn’t be as catchy, right?
Recruiting: When recruiting individuals from the Reactive group, focus on their ability to maintain harmony and create a balanced environment. Look for candidates who exhibit strong listening skills, empathy, and a genuine interest in understanding different perspectives. During interviews, provide opportunities for them to demonstrate their attentiveness and ability to foster a harmonious atmosphere. Assess their ability to carefully consider multiple viewpoints before forming their own opinions, as this is a key characteristic of the Reactive group.
Deciding: When making decisions or collaborating with individuals from the Reactive group, create a safe and inclusive space that encourages open dialogue that respects diverse opinions. Take the lead in initiating discussions, but also provide ample time for them to reflect and contribute. Emphasize the importance of maintaining harmony and avoiding discomfort for all team members. Ensure that their input is valued and recognized, as they may be more reserved in sharing their opinions. Consider conducting one-on-one meetings to provide them with a comfortable platform for privately expressing their thoughts and concerns without the fear of embarrassing or putting someone with a diverse opinion on the spot. Because they are often so reserved, rarely will a leader immediately know about a polarizing opinion amongst a team. So probing individually before bringing together groups can be a good practice. Be prepared to have more than one or two rounds of private & group discussions before making any final decisions.
Collaborating: In collaborative settings, foster an atmosphere of respect and inclusivity. Encourage the Reactive group to actively contribute by seeking their input and creating opportunities for them to share their ideas. Be aware that they won’t often volunteer their ideas, so be prepared to ask individuals to contribute specifically. Recognize and appreciate their ability to create a balanced and harmonious environment within the team. Implement conflict resolution strategies that prioritize maintaining relationships and preserving harmony. Regularly check in on their well-being and encourage open communication to address any concerns or discomfort they may have.
Overall, when dealing with the Reactive group, create an environment that values harmony, inclusivity, and respect in recruitment, decision-making, and collaboration. Provide them with opportunities to contribute and make their voices heard, while ensuring a safe space for expressing diverse opinions. By fostering a balanced and inclusive environment, you can harness the strengths of the Reactive group and create a collaborative culture that values collective well-being.
Final Remarks
In conclusion, the Lewis Model of Dimensions of Behavior offers us a valuable lens through which we can navigate the intricate world of cross-cultural interactions. We have explored the distinct characteristics and preferences of the Linear-active, Multi-active, and Reactive groups, each contributing their unique strengths to the global tapestry. By understanding these behavioral patterns, we can adapt our recruitment strategies, decision-making processes, and collaboration efforts to create inclusive and thriving environments.
The Lewis Model’s foundation in extensive data collection and its recognition of the powerful Asian mindset demonstrate its credibility and relevance in today’s diverse global landscape. Whether you are a task-oriented planner, an expressive multitasker, or a polite and attentive listener, this model provides a framework for appreciating and leveraging the diverse perspectives that shape our world.
If you are looking for a leadership development partner and consultant to help you implement some of these ideas with your global teams, you can hire me as your executive and development coach. Have a Free Strategy Call with me. We will go over your cross-cultural understanding challenges and devise together the top actions to implement, with your goals and objectives in mind.
If you are interested in developing specific global leadership skills, personally or team-wise, check out our online Global Executive Leadership Program. We go over all The Global Leadership Pillars™ during 9 online modules, specially meant for global leadership development. It’s a unique leadership training methodology that will change the way you think, relate, and strategize as a global leader.
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