According to cross-cultural expert, Individuals and interactions over processes and toolshad signs of low power distance because in this kind of cultures individuals and their relationship have importance regardless of individual’s status. Higher power distance cultures would not have this kind of equal approach. Word individuals also referred to individuality although interactions referred to groups, which can be seen as a sign of collectivism. However, this agile value was still slightly more individual according to her. Also relationship with low uncertainty avoidance was evident as high uncertainty avoidance cultures would prefer detailed processes. It is also worth to mention that already in this point of the interview (first value to be analysed) she said: “These values sound very Anglo-Saxon”. This was an
society, it rules and norms represent underlying beliefs. In other words, values in agile manifesto represent underlying values of those authors, who are from Anglo-Saxon culture.
In theWorking software over comprehensive documentation cross-cultural expert could very easily identify the same low uncertainty avoidance that was also identified based on literature review. But relationship with low power distance was something that we could not have recognized earlier. The rationale with this relationship was that in countries with high power distance, employees should cover their back in case something unfortunate happens and for that documentation provides a convenient way. Customer collaboration over contract negotiation was the first value that she identified relationship with masculinity dimension or to be more specific, the feminine side of that dimension. Collaboration is an activity that is highlighted in feminine countries such as Nordic countries. Also favouring relationship over written contracts points to low uncertainty avoidance. This value had also slight indication of long-term orientation because collaboration is usually a longer process compared to negotiating single contract.
Responding to change over following a plan expressed possibility of uncertainty and change, which again points towards low uncertainty avoidance as cross-cultural expert explained.
High uncertainty avoidance cultures try lower this uncertainty by detailed planning but this value was proposing exactly opposite. Moving goals and targets refers also to femininity as masculine cultures would prefer clearer goals. Continuing with agile principles behind agile manifesto, she could identify masculinity in the first principle stating: Our highest priority is to satisfy the customer through early and continuous delivery of valuable software because of the principle focusing on concrete results. Early delivery refers also to short-term orientation.
The relationship between low uncertainty avoidance and Welcome changing requirements -principle was evident for cross-cultural expert and author because of expecting and accepting the change as in similar agile value. In addition, cross-cultural expert identified masculinity related to competitive advantage -phrase in the sentence. She continued that Deliver working software frequently... -principle refers to low uncertainty avoidance mostly because of with a preference to the shorter timescale -phrase. According to cross-cultural expert high uncertainty avoidance cultures would plan more in the beginning, which was in conflict with preference of quick deliveries. Also shorter timescale has clear indication of short-term orientation.
“This is exciting” was the multi-cultural expert first reaction when she looked at Business people and developers must work together... -principle. The reason for her spontaneous reaction was word must in this principle. As she explained: “Working together is something that does not happen naturally for masculine and individual cultures, in which people have individual goals and their priority is to achieve those even if team goals would be risked.”
When we remember that these principles come from USA, which is a masculine and individual culture, this could be taken as another example of underlying national values presented indirectly in agile manifesto. Business people and developers are typically in different level in organizational hierarchy and therefore working together hints also about low power distance. Build projects around motivated individuals...-principle was also “sooo low power distance” according to cross-cultural expert. Role of the manager in this principle is reversed to supporting role, not managing team, and therefore this kind of statement could not be presented by people from high power distance culture. Phrase motivated individuals has also little bit of masculinity in it.
Comparing to earlier assumptions withThe most efficient and effective method of conveying information...-principle, it was surprising to hear that cross-cultural expert could find collectivism in this principle. Her rationale was that relationships are important in collective cultures and best way to have a relationship is to have face-to-face conversation. In addition to this dimension, she could identify low uncertainty avoidance as author but also additionally low power distance. In high power distance countries also source of information is important, which is completely ignored in this principle.
Working software... -principle expresses masculinity according to cross-cultural expert because of very concrete goals. This principle has also some low uncertainty avoidance if we take into account written formal status and measurement reports traditionally done in the software industry. Agile processes promote sustainable development -principle was again interesting for cross-cultural expert. She was able to identify higher uncertainty avoidance in this principle because it needs some systematic approach and planning in order to get into constant page indefinitely. Sustainability itself is also a feminine, tender value.
Cross-cultural expert explained Continuous attention...-principle to be close medium-high uncertainty avoidance, detail-oriented culture such as Germany. But she was also able to
to be more modest in their goals. Simplicity principle referred to optimizing, which again is result-oriented thus masculine principle. On the other hand, maximizing work not done can refer to lack of over engineering, which is a typical pitfall for high uncertainty avoidance cultures.
The best architectures...-principle was very low power distance and high individualism according to multi-cultural expert. She continued that “High power distance cultures can’t understand what a self-organizing team is.” Being able to define own way of working corresponds also with individualism. Similarly also principle about reflection (At regular intervals...) was closely related with low power distance and individualism since decision power about working methods has been given for the team