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Model of Freedom
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Model of Freedom The Model of Freedom is a culture model, developed by Mijnd Huijser. The Model of Freedom helps to visualise the differences and similarities between cultures. Mijnd Huijser Mijnd Huijser is an intercultural management consultant, specialised in challenges arising from the cooperation between European and Asian companies. The Model of Freedom is a cultural model that is rooted in the professional practice of people in international organisations. Huijser developed this pragmatic model that visualises differences between cultures in over ten years of international consultancy and training intercultural teams. The model offers a synthesis of Hofstede’s and Trompenaars’ work, two Dutch researchers of cultural differences with partly contradictory visions. Why the Model of Freedom? The Model of Freedom consists of four dimensions in which all national and organisational cultures can be categorized. The value of the model does not draw on the categorization itself, but the visualisation of differences between cultures. Images represent cultural orientation based on individual scores. Comparing cultural orientations, for example of team members with different nationalities, indicates how to enhance effectiveness. The model has proven to be an effective learning tool. The name Model of Freedom was chosen because of the model’s ability to visualise the culturally determined limitation of individual freedom. It shows to what extent limitation of freedom is accepted based on power relations, rules or laws. Total freedom does not exist: it is useless to insist on driving on the left side of the road if all other traffic drives on the right. It is therefore effective to accept this limitation of freedom. But the acceptance of a certain limitation of personal freedom differs per culture. Four cultural orientations The four cultural orientations in the Model of Freedom are Action-orientation, Process-orientation, Task-orientation and Role-orientation. In summary, this is what it means: action-oriented cultures (mainly Anglo-Saxon countries, like Great Britain) focus on tangible action, speed and measurable results; process-oriented cultures (mainly Latin countries, like Italy) focus on thinking, reflecting on decisions, analysing context; task-oriented cultures (mainly in Northern European countries, like the Netherlands) focus on individuality, personal responsibility and accomplishing a common task; role-oriented cultures (mainly Asian and African countries) emphasize the community aspect, cooperating through formal relationships and responsibilities. Action-orientation These people combine acceptance of achieved authority (someone has a certain status because of his or her achievement) with the need for simple rule systems (decisions are made based on existing rules and laws, the answer is always yes or no, exceptions are not possible). We find these cultures mainly in Anglo-Saxon countries, like the United States of America, Great Britain, Australia, but also in parts of South-Africa. These are the fast decision makers. They are not very interested in how things work, but that they work, produce results and are visible. They are strongly goal oriented in their teamwork. Rather a fast decision with a chance of failure, than a slow decision that might be too late. They shoot from the hip, do not expect to always hit target and are able to deal with failure. Process-orientation These people combine the acceptance of ascribed authority (someone has a certain status which is fixed, for example because of someone’s age or origin) with complex rule systems (decisions are made contemplating context, exceptions to rules and laws are possible). These cultures are mainly found in Latin countries and parts of Asia. People with a process-orientation are used to argument and take decisions after careful consideration. In organisations, these are the people that prepare thoroughly and draw lessons from the past, in order to have intelligent arguments at hand. They feel decision making should be a careful process; one may safely take some time to do so. The how and why comes first, then the result follows. Mistakes must carefully be avoided. They take a long time aiming before shooting; failure is considered stupid. Task-orientation These people are strongly individualistic. These cultures are mainly found in Northern European countries, like the Netherlands. They see the task as a reference point to determine their relationship with others. Therefore, they prefer a direct communication style. They are connected through the task; they feel that courtesies that do not help complete the task can be omitted. They feel strongly about personal responsibility in teamwork and connect this with certain rights, like the right to receive information or to express negative feedback. Role-orientation These people have a strong need for clear role definitions in a group. These cultures are mainly found in Asia and some African countries. In organisations these people are constantly aware of the role they fulfil and the duties that follow from that. They are not motivated by individual power, but by team power. Within that team, relations are clearly defined and deviating from that role is not desirable. They conform to their role and with that they sacrifice individual responsibility. This leads to disciplined behaviour and the desire to outshine in that role. Conflicts jeopardise the task and should therefore be avoided. This is combined with a formal, indirect communication style, polite and without harsh ‘no’s’ Publications * The Cultural Advantage, Intercultural Press, Boston, Spring 2006 
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