Your orientation, like people from Switzerland, gives much less prominence to the relationship with your friend than the competing demands of the law. But other cultures might want to help your friend.

Your orientation, similar to people from Germany, gives relatively less prominence to the relationship with your friend than the competing demands of the law. But other cultures might want to help your friend.

Your orientation, gives similar prominence to the competing demands of the law at the same time as the relationship with your friend similar to people from France. People from other cultures might have a stronger preference for one extreme.

Your orientation, similar to people from Japan, gives relatively less prominence to the demands of the law than the relationship with your friend. But other cultures might be concerned to adhere to the law.

Your orientation, like people from South Korea, gives much less prominence to the demands of the law than the relationship with your friend. But other cultures might be concerned to adhere to the law.

Your orientation, like people from Singapore, gives much less significance to the role of the group as a whole than the competing demand of the responsibility of individuals In other cultures the group would want to share the blame.

Your orientation, similar to people from Brazil, gives relatively less significance to the role of the group as a whole than the competing demand of the responsibility of individuals. In other cultures the group would want to share the blame.

Your orientation gives similar prominence to the group as a whole than the competing demand of the responsibility of individuals similar to people from Belgium. People from other cultures might have a stronger preference for one extreme.

Your orientation, similar to people from Canada, gives relatively less significance to the responsibility of the individual than the competing demand of the role of the group. In other cultures the individual would be expected to take the blame.

Your orientation, like people from Nigeria, gives much less significance to the responsibility of the individual than the competing demand of the role of the group. In other cultures the individual would be expected to take the blame.

Your orientation, like people from Hong Kong, gives much less prominence to openly displaying emotions than the opposite extreme of concealing emotions. In other cultures, it is much more normal and acceptable to openly reveal your emotions.

Your orientation, similar to people from India, gives relatively less prominence to openly displaying emotions than the opposite extreme of concealing emotions. In other cultures, it is much more normal and acceptable to openly reveal your emotions.

Your orientation, similar gives similar prominence to openly displaying emotions and the opposite extreme of concealing emotions like people from Norway. In some cultures, it is much more normal and acceptable to openly reveal your emotions whilst in other cultures it is less acceptable and so hide their emotions.

Your orientation, similar to people from Ireland, gives relatively less prominence to concealing emotions than openly displaying emotions. In other cultures, it is much more normal and acceptable to conceal your emotions.

Your orientation, similar to people from Kuwait, gives much less prominence to concealing emotions than openly displaying emotions. In other cultures, it is much more normal and acceptable to conceal your emotions.

Your orientation, like people from the USA, gives much less prominence to building any relationships with the client than the basic task of securing any business deal. In other cultures, it is necessary to develop a relationship first from which you can do business.

Your orientation, similar to people from Australia, gives relatively less prominence to building any relationships with the client than the basic task of securing any business deal. In other cultures, it is necessary to develop a relationship first from which you can do business.

Your orientation gives similar prominence to getting to know the customer and at the same time as securing the business deal similar to people from Greece.

Your orientation, similar to people from Pakistan, gives relatively less prominence to the basic task of securing a quick business deal than building a relationship with the client first. In other cultures, it is not essential to develop a relationship before you can do business.

Your orientation, like people from Russia, gives relatively less prominence to the basic task of securing a quick business deal than building a relationship with the client first. In other cultures, it is not essential to develop a relationship before you can do business.

Your orientation, like people from Finland, gives much less significance to people’s background in according them any status rather than their acquired reputation on what they achieve and deliver. In other cultures, family background and their social position has a greater influence on business relationships.

Your orientation, similar to people from Spain, gives relatively less significance to people’s background in according them any status rather than their acquired reputation on what they achieve and deliver. In other cultures, family background and their social position has a greater influence on business relationships.

Your orientation gives similar prominence to people’s background and their reputation based on what they achieve in determining their status - similar to people from Bulgaria.

Your orientation, similar to people from Argentina, gives relatively less significance to people’s acquired reputation on what they achieve and deliver in according them any status rather than their family background. In other cultures, reputation to deliver results has a greater influence on according status.

Your orientation, similar to people from Saudi Arabia, gives much less significance to people’s acquired reputation on what they achieve and deliver in according them any status rather than their family background. In other cultures, reputation to deliver results has a greater influence on according status.

Your orientation, similar to people from Venezuela, gives much more prominence to the Past rather than the Present (or Future). Other cultures lend more attention to the here and now and implications for the future.

Your orientation, similar to people from the UK, gives relatively more prominence to the Past and Present rather than the Future. Other cultures lend more attention to the longer term implications for the future.

Your orientation, similar to people from the USA, gives more prominence to the here and now of the Present rather than the Past or Future. Other cultures lend less attention to the short term view of the here and now.

Your orientation, similar to people from Mexico, gives relatively more prominence to the Present and Future rather than the Past. Other cultures reflect more on their history and what has led them to where they are now.

Your orientation, similar to people from the South Korea, gives much more prominence to what can be achieved in the Future rather than Past, or even the Present. Other cultures lend more attention to what has led them to where they are now.

Your orientation, like people from Hong Kong, gives much less prominence to multi-tasking rather than a linear approach to the way your work. Other cultures lend more attention to a synchronic approach to making progress on several tasks which they consider more effective.

Your orientation, similar to people from China, gives relatively less prominence to multi-tasking rather than a linear approach to the way your work. Other cultures lend more attention to a synchronic approach to making progress on several tasks which they consider more effective.

Your orientation, like people from France, gives similar emphasis on single and multi-tasking. Other cultures tend to adopt either a sequential view (one at a time) or the other synchronic extreme of multi-tasking.

Your orientation, similar to people from Japan, gives relatively less prominence to a linear approach rather than multi-tasking to the way your work. Other cultures lend more attention to a sequential - one at a time - orientation, which they consider more efficient.

Your orientation, like people from Malaysia, gives much less prominence to a linear approach rather than multi-tasking to the way your work. Other cultures lend more attention to a sequential - one at a time - orientation, which they consider more efficient.

Your orientation like people from Israel, gives much less prominence to an external view of the world rather than your inner view that what happens to you is your own doing. Other cultures take the opposite extreme view that it is more difficult to control the environment.

Your orientation similar to people from Denmark, gives relatively less prominence to an external view of the world rather than your inner view that what happens to you is your own doing. Other cultures take the opposite extreme view that it is more difficult to control the environment.

Your orientation similar to people from Romania, gives similar prominence to an inner view that what happens to you is your own doing together with the demands of an uncontrollable external environment. People from other cultures may have a stronger preference for one extreme.

Your orientation similar to people from the UAE, gives relatively less prominence to an inner direct view that what happens to you is your own doing rather than an external view of the uncontrollable environment that determines their life. Other cultures take the opposite extreme view that they can control what happens to them as a result of their own actions.

Your orientation like people from Egypt, gives much less prominence to an inner direct view that what happens to you is your own doing rather than an external view of the uncontrollable environment that determines their life. Other cultures take the opposite extreme view that they can control what happens to them as a result of their own actions.