Understanding how a resolution is made across cultures is essential for any leader working in global or multicultural environments. Previously, I’ve explored this topic through the lens of Hofstede’s dimensions. It highlighted how power distance and individualism influence decision-making styles.
In this new post, I expand the conversation by looking at the Deciding dimension from The Culture Map. Meyer’s offers a complementary perspective on how cultures approach decision-making. Whether through top-down authority or group consensus. Both models provide valuable insight for leaders seeking to navigate intercultural dynamics with clarity and confidence.
Last month, I talked about the Leading dimension and how leadership can be more equal or more top-down. This connects closely to how choices are made—some cultures decide as a group, others expect the leader to decide. Knowing this helps you lead better across cultures.
The Difference between Deciding vs. Leading
Erin Meyer’s Deciding dimension describes how cultures approach decision-making, ranging from Consensual (group-driven, collective agreement) to Top-down (leader-driven, hierarchical authority).
This closely ties to the Leading dimension, which categorizes leadership styles from Egalitarian (flat hierarchy, accessible leaders) to Hierarchical (clear authority, respect for seniority).
It’s important to understand how these dimensions interact, as this can help leaders adapt their decision-making and leadership styles when managing international teams.
- Hierarchical + Top-Down (such as in Mexico, China, France)
- Leaders decide, and subordinates follow instructions
- Authority is respected, and decisions may be less openly debated
- Egalitarian + Consensual (such as in Netherlands, Sweden, Japan)
- Teams collaborate, and leaders act as facilitators rather than decision-makers
- Resolutions take longer but are more final once reached
- Egalitarian + Top-Down (such as in US, UK)
The US and the UK are uniquely in the middle, positioned between Consensual and Top-Down- Leaders encourage input but decide quickly
- Employees expect clarity and autonomy to execute
- Hierarchical + Consensual (such as in Germany, South Korea):
- Structured decision-making with input from multiple levels
- Authority is respected, but the final resolutions involve rigorous discussion
Managing The Deciding Dimension in Different Cultures
Here are some strategies to navigate the main differences exposed by The Culture Map and its Deciding dimension. These will enhance your leadership and your team’s overall effectiveness.
- In Mexico: Build strong relationships and respect hierarchy when seeking buy-in – expect decisions to be revisited
- In the US: Be decisive, move quickly, and be prepared to adjust as needed – encourage independent thinking – be open if they decide to go back on their choice or wish to revisit a subject
- In Western Europe: Align with the local approach, which tends to seek full consensus like in Germany or the Netherlands, but expect top-down decision-making in France or Spain
As I shared in a previous article, the World Economic Forum notes that, as global digital jobs grow, cultural awareness is becoming as crucial as technical skills. Understanding how decisions are made across cultures helps leaders build stronger, more effective teams and lasting professional relationships.
As a final tip: when unsure, let the local culture guide you. Pay close attention to how your counterpart communicates and adjust your style to match. Even small shifts in how you engage can go a long way in building trust and improving collaboration across cultures.
