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Article by Judith A. Starkey

Personal Styles vs. Cultural Norms
 

As far back as Greek mythology there are references to the thesis that all humans have four different styles or personality types.  An early scientific documentation occurred in 450 B.C., when the physician Hippocrates wrote of four basic temperaments in people.  More recently, beginning with Carl Jung’s work (among others) in the 1920’s, behavioral scientists have refined these concepts through extensive research.  Today many learning tools exist to help people understand themselves—and others—more clearly.

Studies to date indicate each of us has a unique combination of styles, with one or two preferred in most situations.  Self-assessment instruments from the marketplace reveal our own preferences, explain those of others, and give us options to manage our own behavior when interacting with others.  If managed appropriately a more constructive social and work environment can ensue.

Some Background

Since most societies throughout history have been regulated by males, it follows that cultural norms have also been male-dominated.  This does not mean that all individuals within any cultural group—male or female—necessarily adhere to, or feel comfortable with, that norm.  What has resulted is a societal pressure to conform to the predominant cultural norm out of regard for the group as a whole.  In fact, there may well be conflict between the personal style of an individual and the cultural norm to which he or she feels duty-bound to conform.  Scientists have concluded that our personal style preferences are a result of our gender and genes combined with our environment, particularly during our early formative years.  As societies evolve (particularly in these days of instant communication worldwide) and individual rights of both genders become valued by the culture, changes in norms are also evolving.

Historical Norms

To gain perspective let’s examine the historical norms which still dominate most societies:

►  North Americans and Northern Europeans are primarily task-oriented, focusing on data to provide the answers to living well.  Progress is measured in tangibles.  Goals are action-oriented and geared to produce short-term material profits.  These societies are structured to honor individuals who succeed financially.  The driving force of the culture is work which, therefore, is the usual context in which a person is honored; this explains why self-esteem is often linked to one’s position in the workplace.  Emotional displays are suspect and considered inappropriate in most of these social and work settings.

These cultural norms correlate with two of the primary personal styles having such characteristics as:

(1)  Highly individualistic, assertive, directive, dominating, results-oriented, independent, strong-willed, competitive, formal, quick decision maker, impatient, time-conscious, authoritative, problem-solving, control-seeking and well-organized.

(2)  Highly analytical, indirect, non-emotional, perfectionistic, self-directed, long attention span, objective, serious, persistent, structured, diplomatic, formal, time-disciplined, follow directions well, problem-solving, self-contained, and have high need to be recognized for his/her individual performance.   

Noted anthropologist Edward T. Hall might have called these two “low context,” in that they prefer to see matters in absolutes, such as “black or white” with no grey areas and taking matters at face value.

►  Most other societies of the world, however, are primarily group-oriented, honoring relationships within their cultural group before that of an “outgroup,” such as another company or country.  Family and community ties are strong; feelings and emotions are valued and encouraged to be expressed; religious and spiritual beliefs are deep.  In one were to imagine a cultural quadrant, most Asians’ orientation would place them midway between data and relationships, with an indirect style in most cases.  The American Indian’s indirect but highly loyal link to the cultural group (high task achievement) would place it a little closer to data.  The values of the East Indian, Middle Eastern, Hispanic and Black cultures would place them in rising intensity of assertion toward group orientation.  Note, however, that in all cultural groups variations occur, just as with personal styles.  And, in today’s communicative global village, extremities diminish as all peoples of the world recognize commonalities.

Referring again to Hall’s definitions, these cultural styles would be “high context,” in that behavior is viewed in a complex way.  They look beyond the obvious to note nuances in meaning, nonverbal communication cues and the status of others in context.

These cultural characteristics correspond closely with many of those in the other two personal styles:

(3)   Indirect, highly affiliative, team-oriented, systematic, steady, quiet, patient, loyal, dependable, informal, servicing, predictable, sharing, like staying in one place, slow decision-makers, respectful and good listeners.

(4)   Assertive, spontaneous, talkative, gregarious, leading, fast-paced, stimulating, creative, risk-taking, enthusiastic, friendly, playful, like the spotlight, thrive on dynamics of relationships, unstructured, open and direct.

                                                         *     *     * 

With these correlations in mind we are equipped to understand the “why’s” behind people’s behaviors and, consequently, are better-prepared  to use an appropriate personal style with others—which is usually the one they use.  Since each of us has some component of all these characteristics (to varying degrees), we are empowered to manage our own style preferences to maximum development and effectiveness toward mutual resolution of common goals.

Judith A. Starkey is president of The Starkey Group, Inc., providing multicultural strategies, skills and learning tools.  She is a speaker, trainer, consultant, coach and author, and can be reached at www.StarkeyGrp.com.

For permission to reproduce this article contact StarkeyGrp@aol.com or the address below.

Contact Us:
Judith A. Starkey, President
The Starkey Group, Inc.
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Phone:  773 348 0421
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E-Mail:  jas@StarkeyGrp.com or StarkeyGrp@aol.com
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