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The Paradox of Individualism and Hierarchy

The Paradox of Individualism and Hierarchy

In the early 1970s, Geert Hofstede discovered something interesting. While analyzing a work-attitude survey that had been given to thousands of IBM employees around the world, Hofstede found that responses clustered by country. In some countries, for instance, employees tended to prefer an autocratic style of leadership. But in other countries, employees preferred a democratic approach. These differences, Hofstede proposed, were caused by culture.

Today, Hofstede’s work has blossomed into the field of ‘cross-cultural analysis’. It’s a vibrant discipline that looks at how attitudes and beliefs vary between societies. The tools of the trade are simple surveys and questionnaires. But the goal of cross-cultural analysis is ambitious. It aims, as Hofstede puts it, to understand the ‘software of the mind’.

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Geert Hofstede didn’t invent the idea that culture varies between societies. (That idea is probably as old as culture itself.) But he did pioneer the quantification of culture. Before Hofstede, there was much grand theory, but little measurement. Theories of culture date at least to the Greeks, who were perhaps the first to give culture a name. (They called it the nomos.)1 The modern theorization of culture, however, probably began with sociologist Max Weber.

Like many social scientists, Weber wanted to understand the origin of capitalism. Why, he asked, did capitalism arise in Western Europe? His answer was that Westerners had adopted a peculiar attitude towards work — what Weber called the protestant work ethic. Rather than see work as a chore, protestants (especially Calvinists) saw industriousness as a virtue. This culture shift, Weber argued, was key to understanding the emergence of capitalism. Without the idea that work was a virtue, people would meet their basic needs and then relax. But when work became a goal in itself, the wheels of capitalist accumulation were set in motion.

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