Cultures vary in how they view power and authority and how they perceive that it should be distributed within society.
This relates to power distance, or the size of the gap between people in a society in terms of how power and rights are distributed in that particular culture.
There are two types of power distance:
Typically in a high power distance culture, authority is concentrated among a few people rather than equally distributed throughout society. Thus, people in a culture like this would be less likely to question authority in the workplace or elsewhere.
People in these types of cultures are given rights, respect, and authority based on their perceived status. But this status is, or can be, contextually dependent in many cases.
EXAMPLE
Someone could gain status through wealth or education; however, this person might be a member of a discriminated-against minority in that particular culture, where a member of the majority would still consider them a lower status. These two status markers are at interplay, and the result will determine how rights and authority are distributed to this individual.When we look at the differences here between high power and low power distance in terms of culture, we may determine that the United States falls closer to the low-power distance end of the spectrum.
However, in the United States, you can see situations similar to the above example about status markers in a high power distance culture. There still is an interplay that can take place in some contexts and settings in a culture that is more low power distance.
When someone from a low power distance culture is interacting with someone from a high power distance culture, there can sometimes be miscommunication or even conflict.
IN CONTEXT
Raj is a manager in a low power distance culture. He is managing a team that comes from a culture that's more high power distance. Raj believes in being a team player and getting input from people on the team when moving ahead on a project or making decisions. This is because communication in low power distance cultures is more horizontal.
Now Raj is working with people from a high power distance culture where the chain of communication is more vertical or hierarchical. When managing in a culture like that, someone will typically make a decision without involving their subordinates. If Raj decides to involve his subordinates with the intention of being a team player, he could lose respect in terms of his ability to be an authority figure.
Remember that we're talking about a broad general perspective, and how it applies to cultures. Not everybody in a particular culture is going to behave or perceive things exactly the same way, so we need to be careful of stereotyping.
As a mediator in the conflict resolution process, you may encounter a situation in which one of the parties is from a high power distance culture and the other is from a low power distance culture.
It’s important to address the party that comes from a more high power distance culture in a more formal manner. Don't ignore status if it’s important to that person.
EXAMPLE
If the person introduces themself using a last name, you may want to be more formal and use your last name, and not immediately move onto a first-name basis, the way we might typically do here in parts of the United States.In terms of the party from the low power distance culture, you need to make sure that you reassure them that everyone in this process is seen as equals; in the conflict resolution process, people are given equal opportunities to speak and to be heard.
Source: Adapted from Sophia tutorial by Marlene Johnson.