Coming soon · Book Profile
Cultures and Organizations_ Software of the Mind, Third Edition
A research-grounded account of how national, organizational, and occupational cultures differ along measurable dimensions, why those differences persist, and what they mean for cooperation in an interdependent world.
A profile of this book is on the way.
What it’s about
Drawing on one of the largest cross-national values databases ever assembled (originally IBM employees in more than fifty countries) plus replications and the World Values Survey, this book argues that culture is the 'software of the mind'—collective mental programming acquired early in life that distinguishes groups of people. It introduces six dimensions of national culture (power distance, individualism-collectivism, masculinity-femininity, uncertainty avoidance, long- versus short-term orientation, and indulgence versus restraint), shows how each shapes families, schools, workplaces, states, religions, and ideas, and distinguishes these value-based national differences from the practice-based differences that define organizational cultures. It demonstrates that management theories, economic models, and political axioms are themselves culturally bound, that cultural differences have deep historical roots and resist convergence, and that intercultural cooperation skills are now essential for surviving global challenges. The book closes with an evolutionary perspective casting culture as a group-level adaptation that helps humans build and maintain expanding moral circles.
The through-line
- Who it’s for
- A manager, professional, student, educator, or global citizen who must cooperate with people from other cultures and wants to understand and navigate those differences effectively.
- The problem
- Cross-cultural misunderstandings cause failed ventures, ineffective management, stalled negotiations, and conflict between groups and nations. The reader feels confused, frustrated, or embarrassed when interactions go wrong and assumes their own way is the normal, correct one.
- The plan
- Recognize that you carry culturally specific mental programming, just as others do.
- Learn the six dimensions of national culture and where your own country falls.
- Distinguish national values from organizational and occupational practices.
- Suspend judgment, gather knowledge about other cultures' roots and consequences, and practice intercultural skills.
- Match activities, strategies, and institutions to the cultural strengths involved rather than importing foreign models wholesale.
- The payoff
- Fewer unintended conflicts and more productive intercultural cooperation. · Management, negotiation, and policy choices adapted to the cultures involved. · Organizations whose cultures are diagnosed and aligned with strategy.
See our guide
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Additional reading
- The Organism · Kurt Goldstein
Maslow sources the term 'self-actualization' from Goldstein and builds upon his holistic view of the organism.
- Explorations in Personality · H. A. Murray, et al.
Cited as providing an 'excellent discussion' on the basic principle of centering motivation theory on goals rather than instigation or behavior.
- Social Interest · Alfred Adler
Maslow credits Adler and his followers for stressing the importance of the 'esteem needs,' which he felt were neglected by Freudian psychoanalysts.
- Wisdom of the Body · W. B. Cannon
Provides the foundational concept of 'homeostasis,' which Maslow uses as the starting point for his discussion of physiological needs.
- Multipliers · Liz Wiseman
Explores how leaders can either amplify ('multiply') or diminish ('diminish') the intelligence and capabilities of their teams, a key concept for creating a positive, low-anxiety environment.
- The Fearless Organization · Amy Edmondson
Provides the foundational research and practical steps for creating psychological safety, which the book identifies as crucial for reducing interpersonal anxiety and encouraging people to speak up.
- Mindset · Carol Dweck
Explains the difference between a 'growth mindset' and a 'fixed mindset,' which is presented as a key tool for helping employees manage perfectionism and see failures as learning opportunities.
- Crucial Conversations · Kerry Patterson, Joseph Grenny, et al.
Recommended as a resource for employees to learn how to navigate difficult, high-stakes conversations, directly addressing the book's theme of moving from conflict avoidance to healthy debate.
- Better Allies · Karen Catlin
The author is quoted on specific, actionable steps for allyship, making her book a practical guide for implementing the principles in Chapter 7.
- Blindspot: Hidden Biases of Good People · Mahzarin R. Banaji and Anthony G. Greenwald
Explains the science of implicit bias, which is central to the book's argument that leaders need to be proactive allies because 'not being racist/sexist' isn't enough.