An interview was conducted with a detainee caretaker at a facility that deals with Immigration Centreto gain insight into intercultural communication in immigration detention. The interview focused on daily interactions with detainees from diverse cultural backgrounds, highlighting challenges such as language barriers, differing perceptions of authority, and gender-role expectations. The findings provide practical context for the theoretical analysis in this report.

Overview

This report analyzes intercultural communication in Immigration Centrein the Netherlands, based on an interview with a detainee caretaker.  

Using Hofstede’s cultural dimensions as an analytical framework, it examines how differences in power distance, uncertainty avoidance, gender norms, and decision-making expectations shape interactions between detainees and staff. The report connects empirical findings to theory, evaluates institutional practices, and proposes recommendations to improve communication, trust-building, and conflict management in detention contexts.

Hofstede Dimensions

1. Power Distance Index

Hofstede’s power distance index is the amount of strength given to a society’s hierarchy and is very applicable to the content (Hofstede et al., 2010). The Netherlands scores somewhat low on power distance, meaning authority figures are generally expected to be approachable, and equality is emphasized. However, Iran scores higher on power distance index which shows a greater acceptance of an hierarchical structure and unequal power relations (Culture in the workplace, 2026).

This difference is visible in the interview where detainees display either extreme submissiveness or strong distrust toward authority figures. Tensions are evident when detainees struggle to accept instructions from female staff members, which shows culturally influenced expectations regarding authority and gender roles. These differences could possibly affect decision-making and communication, requiring staff to invest additional time in explaining procedures clearly and building trust while maintaining institutional authority (Interview, 2026).

2. Individualism vs. Collectivism

Individualism vs collectivism explains more of the intercultural differences (Hofstede et al., 2010). The Netherlands is a highly individualistic society, where someone’s personal autonomy and individual responsibility have more impact. Iran, on the other hand, is more collectivist and traditionally values family and community involvement in decision-making (Culture in the workplace, 2026).

However, the interview reveals that family involvement among detainees is rare. Many detainees make decisions independently due to shame, fear, or separation from family. This demonstrates that cultural values are not fixed and can be reshaped by situational factors such as migration, trauma, and legal vulnerability. As a result, professionals must avoid cultural assumptions and adapt their communication to the individual rather than relying solely on cultural background (Interview, 2026).

3. Uncertainty Avoidance Index

Hofstede’s uncertainty avoidance index helps in explaining the emotional reactions seen with detainees (Hofstede et al., 2010). Both the Netherlands and Iran show moderate to high uncertainty avoidance, but detainees (especially those with traumatic backgrounds) experience uncertainty far more intensely due to the lack of control over their legal situation (Culture in the workplace, 2026).

Uncertainty about detention length and case outcomes could lead to stress, anxiety, withdrawal, or aggressive behaviour. High uncertainty avoidance reduces detainees’ ability to process information rationally, which complicates communication and decision-making. The example of the Syrian detainee shows how calm communication, emotional reassurance, and the use of a detainee’s native language can reduce uncertainty and psychological noise, leading to de-escalation and more effective outcomes (Interview, 2026)

4. Masculinity vs. Femininity

Iran’s 43 is moderate, balancing achievement with relationships, but traditional gender roles persist, emphasizing modesty and care alongside some competitiveness. The Netherlands scores a very low 14 on masculinity, reflecting a highly feminine society that values cooperation, consensus, work-life balance, gender equality, and open emotional expression over aggression or status.

Gender-related tensions are common, per the interview, some detainees resist female authority or suppress emotions to appear “strong” (men more so), while women express sadness openly. These vary individually but stem from cultural norms clashing with Dutch equality. The feminine Dutch approach aids resolution through calm, respectful communication, as in the successful handling of a distressed Syrian detainee via empathetic listening and translation, ultimately locating his girlfriend and de-escalating a crisis.

5. Long-Term Orientation vs. Short-Term Orientation

Iran scores 14, indicating a strongly short-term normative orientation that emphasizes traditions, quick results, immediate social obligations, and respect for the past as well as present stability. The Netherlands scores 67 on long-term orientation, reflecting a pragmatic approach that emphasizes perseverance, future planning, thrift, and adaptability for sustained success.

Dutch legal processes, with their patient, procedural focus (e.g., appeals and integration planning), can frustrate short-term oriented detainees seeking rapid resolution, exacerbating uncertainty and anxiety. The interviewee’s emphasis on extra time for clear explanations aligns with bridging this gap, ensuring decisions aren’t rushed despite cultural impatience.

Figure 1: Hofstede’s Dimensions https://cultureinworkplace.com/country-comparison-dashboard/

Outcome

The interview with the detainee caretaker revealed that the Immigration Police operates within a complex intercultural environment in which Dutch cultural values strongly shape institutional practices, while continuous adaptation to detainees’ diverse cultural backgrounds is required. Core Dutch characteristics such as low power distance, direct communication, transparency, and rule-based decision-making are clearly reflected in daily interactions. At the same time, staff must adjust their approach when working with detainees from cultures that are more hierarchical, collectivist, or restrained. This combination results in a practice that blends formal institutional authority with situational cultural sensitivity, supporting both legal effectiveness and humane treatment (Interview, January 4, 2026).

By acknowledging cultural differences in perceptions of authority, gender roles, and uncertainty, the Organisation demonstrate how public institutions can navigate intercultural challenges effectively. Detainees from high power-distance cultures may either strongly distrust authority or display extreme submissiveness, which contrasts with the Dutch expectation of open communication and equality. Staff respond to these differences by remaining calm, providing repeated and clear explanations, and allowing extra time for trust-building. This approach aligns with Hofstede’s dimensions and helps reduce misunderstandings during interviews and hearings (Hofstede et al., 2010)

Moreover, the organization’s emphasis on clear and respectful communication reflects the Dutch low-context communication style, where transparency and explicit explanations are considered essential. However, language barriers frequently complicate this process. The consistent use of professional interpreters is therefore a key best practice, ensuring that detainees fully understand procedures and can accurately express their situation. This was particularly evident in the case of a Syrian detainee in severe emotional distress, where calm communication and accurate translation helped de-escalate a life-threatening situation and allowed the organization to respond appropriately (Interview, January 4, 2025). Such examples highlight how intercultural competence directly contributes to safety, trust, and ethical decision-making.

In addition, the interview revealed tensions related to gender roles and authority, especially when detainees from traditional or high-masculinity cultures interact with female staff members. While Dutch institutional norms emphasize equality and professionalism, these interactions sometimes create friction. Staff training in intercultural communication equips employees to manage such situations respectfully while maintaining Dutch legal standards (Interview, January 4, 2026). This reflects an institutional culture that values inclusivity and professionalism without compromising authority or legal obligations.

Furthermore, the Organisation operates within a structured, top-down legal framework, where decisions are ultimately guided by Dutch law and formal procedures. While this limits flexibility for both staff and detainees, it provides clarity and consistency in a high-stakes environment. At the same time, staff is encouraged to act proactively within their role by communicating transparently, showing empathy, and identifying risks such as trauma or self-harm. This balance between institutional hierarchy and interpersonal sensitivity is crucial in managing stress, uncertainty, and emotional responses among detainees (Interview, January 4, 2026).

In conclusion, the Organisation serves as a strong example of how an organization can integrate cultural awareness into a formal, authority-driven context. By combining Dutch cultural values of low power distance and direct communication with intercultural training, interpreter use, and emotional sensitivity, the organization enhances trust, fairness, and operational effectiveness. This approach not only improves outcomes for detainees but also strengthens the legitimacy, sustainability, and ethical standing of the institution within society.

Possible solutions

Based on interview findings and theory several solutions are proposed to enhance communication and decision-making within organisational settings.

1. Strengthening Training Through Scenario-Based Learning

While staff currently receive general intercultural training, their training should evolve to scenario-based learning to address behavioral challenges identified in the field. Training should be more in depth and transition away from abstract concepts to focus on realistic simulations like managing interactions with detainees who exhibit deep distrust of authority, extreme submissiveness, or resistance to female staff. This training allows personnel to practice de-escalation and trust-building strategies.

2. Institutionalizing Professional Interpretation

To reduce delays and emotional escalation, the Organisation should always use professional interpreter into the detention process. Language barriers are a primary driver of confusion and frustration during intake and legal briefings. As demonstrated by the case of the Syrian detainee, accurate translation is not only a logistical tool but a critical de-escalation mechanism that enhances safety and the perceived fairness of the decision-making process (Interview, 2026).

3. Gender-Sensitive Authority Protocols

To address tensions arising from differing cultural norms about gender and power, the immigrant police should implement role-based authority protocols. In cultures characterized with a high-power distance that support traditional gender hierarchies, detainees may struggle to abide the instructions from a female police officer. Clear guidelines should emphasize to the detainees that authority is derived from the professional role rather than the individual. In sensitive cases where the detainee refuses to follow instructions from a female officer, the immigration police should use a joint-staff presence. This means that there is both a male and female officers present to handle the situation with the detainee. Using this approach, the immigration police keep the Dutch equality standards without unnecessarily escalating conflicts with the detainees.

4. Structured Expectation Management

Many detainees experience anxiety due to unfamiliar legal procedures, unclear timelines, and the setting they are in. This is particularly the case among individuals from cultures with a short-term orientation or high uncertainty avoidance. To ease the tension of the detainees, staff should provide repeated, simplified explanations of procedural steps and timelines. Staff should provide visual aids where possible to clearly communicate the message. Allowing extra time for explanations helps prevent misunderstandings that could otherwise evolve into outbursts.

5. Proactive Management of Psychological Distress

Early identification of emotional and psychological distress must be a core priority for the officers. Detainees who experienced war or trauma may have heavy reactions, such as aggression or mental breakdowns, which could lead to escalated situations. Training staff to recognize warning signs and respond with calming but clear communication or immediate referral to support services, like physiatrist and/or therapists allows the organization to balance their legal responsibilities with ethical and humane treatment.

Authors

Achaira Suares (www.linkedin.com/in/achairasuares)
Student: International Business University of Amsterdam Applied Sciences
Block 2, Semester 1, 2026

Oriana Rivero (linkedin.com/in/oriana-rivero-196086298)
Student: International Business University of Amsterdam Applied Sciences
Block 2, Semester 1, 2026

Kristína Chalupková (www.linkedin.com/in/kristína-chalupková-443930332)
Student: International Business University of Amsterdam Applied Sciences
Block 2, Semester 1, 2026

Wonderful Owusu-Ansah (www.linkedin.com/in/wonderful-owusu-ansah-2b0bb0303)
Student: International Business University of Amsterdam Applied Sciences
Block 2, Semester 1, 2026

Amisha Chhibber  (www.linkedin.com/in/amisha-c-70b98b250 )
Student: International Business University of Amsterdam Applied Sciences
Block 2, Semester 1, 2026

Jamil El Bahraoui (linkedin.com/in/jamil-mohammed-el-bahraoui-5a225838a)
Student: International Business University of Amsterdam Applied Sciences
Block 2, Semester 1, 2026

July 2th, 2025

Categories

Intercultural Communication, Public Service and Governance, Business Culture, Communication Strategies

Key words

Culture, communication, Hofstede, workplace, cultural differences

Excerpt

This report examines intercultural communication in the workplace, utilizing Hofstede’s dimensions to compare cultural differences and provide strategies for enhancing communication effectiveness.

Overview

Intercultural communication is crucial for fostering equitable and productive interactions in today’s globalized society, particularly in multicultural cities like Amsterdam. This study explores how cultural frameworks influence barriers, expectations, and communication styles. It focuses on the Netherlands and Morocco, two cultures that often intersect in public service and urban policy contexts, using Hofstede’s Cultural Dimensions as a framework. The study also includes practical insights from an interview with a public sector employee involved in intercultural outreach, highlighting how these cultural differences manifest in actual governance.

Culture influences not only behavior but also how that behavior is interpreted. As Weaver (2013) explains, making assumptions based solely on surface observations can result in miscommunication. Similarly, Hofstede et al. (2002) emphasize the importance of distinguishing between observation and interpretation. Behaviors that may appear straightforward in one culture can hold entirely different meanings in another.

Hofstede Dimensions

Bridging cultural divides necessitates an understanding of how values shape behavior. Hofstede’s framework allows us to compare national cultures using measurable dimensions. His six dimensions provide a valuable lens through which to examine the cultural influences on authority, communication, and everyday conduct, particularly in the contexts of the Netherlands and Morocco.

The Netherlands has a significantly higher individualism score of 80, indicating a culture that values independence, self-reliance, and unrestricted self-expression. In contrast, Morocco, with a score of 46, is more collectivist, prioritizing harmony within the group and loyalty to family or community. This cultural difference may explain why Moroccan contexts, which favor diplomacy and indirect communication, may perceive the Dutch directness as blunt.

Another important contrast is in Power Distance. The Netherlands, with a score of 38, promotes equality and flat hierarchies, while Morocco, with a score of 70, shows a greater acceptance of hierarchical structures and formal respect for authority figures. Different expectations regarding status and interaction, based on cultural norms, were highlighted during an interview when a Dutch civil servant’s handshake was considered inappropriate.

In terms of certainty, Moroccan culture (68) tends to avoid uncertainty more than Dutch culture (53). This suggests that while Dutch culture is more open to ambiguity and creativity, Moroccans often prefer structure, clarity, and formal rules to minimize confusion. To prevent misunderstandings in official communication, the interviewee illustrated this point by using visual aids and simplified language.

Figure 1: Hofstede’s Dimensions: https://cultureinworkplace.com/country-comparison-dashboard/?ode-country-selected=NL,MA

The Netherlands has a low achievement score (14), reflecting a feminine culture that prioritizes quality of life, cooperation, and modesty. In contrast, Morocco’s moderate score of 53 indicates a more masculine orientation, emphasizing competition, ambition, and visible success. While the Dutch may place a higher value on work-life balance and emotional transparency, Moroccan norms tend to emphasize formality and strength. These cultural orientations influence how individuals express their emotions and what is expected of them in the workplace.

In terms of time orientation, the Netherlands (score: 67) places a high value on sustainability and long-term planning. People there are focused on future goals and long-range objectives. In contrast, Morocco (score: 14) tends to prioritize the present, balancing traditional values with contemporary demands. This difference influences how citizens respond to new initiatives or policy changes.

When it comes to indulgence, the two countries also differ significantly. The Netherlands (score: 68) embraces indulgent values, prioritizing leisure, individual fulfillment, and self-expression as important aspects of life. Conversely, Morocco (score: 25) adopts a more restrained approach, where social and religious expectations may limit personal gratification. These contrasting attitudes toward enjoyment and self-control can impact social interactions, public gatherings, and workplace behavior.

Understanding the various dimensions of communication helps explain how a single gesture or choice can be interpreted differently across cultures. For instance, in Moroccan contexts, what might be considered assertive or transparent in Dutch communication could be seen as improper or disrespectful. By recognizing these differing frameworks, professionals can navigate cultural differences more effectively, avoid unintentional offenses, and foster more respectful and inclusive interactions.

Cultural norms are often deeply ingrained, as explained by Hofstede et al. (2002) in their synthetic culture exercises. Professionals benefit from modeling cross-cultural interactions, which helps them become more aware of these norms. This highlights the need for public institutions to develop advanced, experience-based intercultural skills, in addition to possessing general cultural knowledge.

Figure 2: Hofstede’s Dimensions: https://cultureinworkplace.com/country-comparison-dashboard/?ode-country-selected=NL,MA

Outcome

During the interview, clear examples of how intercultural communication is managed in public service were provided. One significant incident involved a civil servant who shook hands with a resident. This gesture was considered inappropriate due to cultural and gender norms. However, this situation became a valuable teaching moment that reinforced the importance of cultural sensitivity and led to team discussions (Interview, 2025).

The interviewee highlighted the frequent use of interpreters, especially in the legal, medical, and educational sectors. To ensure that residents understand important information, they emphasized the municipality’s policy of providing information in multiple languages and, when necessary, simplifying the Dutch language (Interview, 2025). This approach aligns with Hofstede et al.’s (2002) warning that words may carry culturally specific meanings unless culturally adjusted, potentially leading to misunderstandings even after translation.

Regular staff training focuses on addressing unconscious bias and promoting polite communication. The municipality prioritizes collaboration with NGOs and neighborhood associations to assist all citizens, including those without documentation. To foster dignity and trust, the interviewee highlighted the importance of using neutral language, such as referring to individuals as “undocumented” instead of “illegal” (Interview, 2025).

Lastly, initiatives like “Taal voor Thuis” were emphasized as effective inclusion efforts that support parents who do not speak Dutch in their children’s education. These results demonstrate how cultural sensitivity and real-time feedback can influence institutional practices (Interview, 2025).

Possible solutions

The handshake, while considered a polite gesture in Dutch culture, can be inappropriate in other cultures. This difference led to a misunderstanding during the interview. This situation highlighted how assumptions based on one’s cultural standards can unintentionally harm cross-cultural interactions.

The municipality could improve its interactions with the public by assigning a cultural liaison or mediator to teams that engage with residents. These liaisons would help facilitate initial interactions with culturally diverse individuals by interpreting not only spoken language but also subtle cultural cues that affect trust, such as body language, formality, and social boundaries. This approach aligns with current initiatives to enhance communication channels and prevent disputes before they arise.

Furthermore, if scenario-based intercultural training—based on real situations—were expanded, staff would be better equipped to understand how minor actions might be perceived through different cultural perspectives. By ensuring that all citizens feel valued and understood, these measures would support the municipality’s shift from a model of formal equality to one of practical equity.

These suggestions align with the strategy outlined by Hofstede et al. (2002) for promoting intercultural competency through synthetic dialogue and cultural simulations. By employing these techniques, public employees can engage in empathy-driven communication that reflects real experiences and can practice interactions in safe environments.

Biography/references

Hofstede, G. J., Pedersen, P. B., & Hofstede, G. (2002). Exploring culture: Exercises, stories, and synthetic cultures. Intercultural Press.

Interview. (2025). Personal communication, conducted as part of the Intercultural Communication course project. Amsterdam University of Applied Sciences.

ITAP International. (n.d.). Country comparison dashboard: Netherlands vs. Morocco. Culture in the Workplace™. https://cultureinworkplace.com/country-comparison-dashboard/?ode-country-selected=NL,MA

Weaver, G. (2013). Intercultural relations: Communication, identity, and conflict. Pearson Learning Solutions.

Authors

Stundent: Indy Kaandorp. (Bedrijfskunde -Voltijd)

Block 4,Semester 2,2025

https://www.linkedin.com/in/indy-faye-kaandorp-2359b0345

Student: Kaoutar Zadou. (International Business – Full Time)
Block 4, Semester 2, 2025

https://www.linkedin.com/in/kaoutar-zadou-258a1b115

Student: Karmen Hiis (International Business – Fast Track)
Block 4, Semester 2, 2025

www.linkedin.com/in/karmen-hiis-31325329a

Student: Mustafa Orhan Gedik. (International Business – Full Time)

Block 4, Semester 2, 2025

www.linkedin.com/in/mustafa-orhan-gedik-68b054253

Categories: Local Government, Multiculturalism

Key words: Dutch local government agency, Afghan refugee, Debt counseling program, Moral and financial obligations

Excerpt A group of three students from Amsterdam University of Applied Sciences interviewed a local government worker in the Netherlands to explore how cultural values and communication styles impact professional interactions. Using theories like Hofstede’s cultural dimensions and Weaver’s concept of moral circles, the group examined how intercultural differences may lead to misunderstandings, and how cultural awareness and sensitivity can improve collaboration and communication in diverse work environments.

Overview

This intercultural communication project was conducted by a group of three students from the Amsterdam University of Applied Sciences. The project is based on an interview with a Dutch civil servant employed by a local municipality. Her role involves supporting residents who face a range of personal and financial challenges. In her daily work, she often interacts with individuals from diverse cultural backgrounds, including refugees and newcomers. These encounters frequently involve differences in cultural values, expectations, and communication styles, which can sometimes lead to misunderstandings.

The goal of the interview was to explore the impact of cultural diversity within a government workplace. Public institutions in the Netherlands serve people from many different backgrounds and often employ staff from varied cultural origins as well. While this diversity brings many benefits, it can also result in communication challenges, especially when there are language barriers or differing cultural norms and moral frameworks. The interview focused on how civil servants manage these situations and what tools and strategies they use to ensure effective communication and support. The interviewee explained that she has access to interpreters and other resources that help her engage with clients in a respectful and solution-oriented way.

Interview and Case Description

During the interview, the government employee emphasized the importance of aligning perspectives within teams to avoid miscommunication, especially in situations where cultural norms differ. For example, differing views on women’s roles in society can lead to clashes in expectations around independence and responsibility. To support inclusive practices, the organization implements various diversity and inclusion measures such as fair hiring policies, cultural sensitivity training, and regular case reviews to prevent discrimination. To overcome communication barriers, the civil servant has access to a range of tools and support systems. These include multilingual colleagues, professional interpreters, translation services, and informational materials available in multiple languages, including formats suitable for individuals with low literacy. Flexible policies are also in place to accommodate religious or cultural holidays. The interview further highlighted that decision-making within the organization involves a balance between individual responsibility and team-based input, particularly in complex cases. While decisions are grounded in law, there is room for flexibility depending on the context, experience level, and team support.

The case described in this project is based on the experiences shared during the interview. The civil servant regularly works with residents from refugee and immigrant backgrounds. She emphasized that differences in cultural expectations and communication styles can affect how services are both offered and received. One of the key challenges she highlighted is the presence of language barriers, which can make it difficult to understand a client’s perspective or explain official procedures clearly. One example she gave was about an Afghan refugee family. The family had gone through a lot and had to flee the country. They lived in Turkey for some time before they arrived in the Netherlands. Even though the man was receiving welfare support, he also worked as an informal delivery driver to earn extra money to be able to his help his mother and sister, who were still in Afghanistan and not allowed to work under the regime there. The family was struggling with debt, and the agency wanted to help them through a debt counseling program. But the man continuously refused to join, not being able to properly communicate and explain his reasons for doing so.

Hofstede Dimensions

To better understand the cultural challenges that arise when Dutch professionals work with Afghan clients, we used Hofstede’s six value dimensions. Figure 1 presents Hofstede’s six value dimensions and shows the clear cultural differences between the Netherlands (blue bars) and Afghanistan (orange bars), based on estimated and published scores (Hofstede Insights, 2023). These visual distinctions help contextualize the practical communication challenges faced by Dutch professionals. Each of these dimensions plays a role in shaping how people communicate, make decisions, and respond to authority or support services (Hofstede et al., 2002).

Power Distance (PDI)

The Netherlands scores relatively low (38) on power distance, reflecting a culture that values flat hierarchies, open dialogue, and equality between authority figures and subordinates (Hofstede Insights, 2023). In contrast, Afghanistan scores very high (80), indicating a strong respect for hierarchy and centralized decision-making (Eriksen, 2021). In Afghan culture, it is considered inappropriate to question or challenge authority. This difference can be seen in how Afghan clients may hesitate to express disagreement or concerns, while Dutch professionals might expect more transparency and assertiveness.

Individualism vs. Collectivism (IDV)

With a high individualism score of 80, Dutch culture emphasizes autonomy, self-expression, and personal achievement (Hofstede Insights, 2023). Afghanistan, on the other hand, scores just 20, highlighting a collectivist orientation where family, loyalty, and group obligations are central (Eriksen, 2021). This was clearly reflected in the case where the Afghan man refused to join the debt counseling program because of his moral obligation to financially support his mother and sister back home. While Dutch professionals may focus on individual financial recovery, Afghan clients may see such priorities as conflicting with their duty to the collective.

Masculinity vs. Femininity (MAS)

Dutch culture is one of the most feminine in Hofstede’s model, with a low score of 14. It prioritizes care, quality of life, and consensus (Smith, 2015). Afghanistan scores 45, placing it in a moderately masculine zone, where traditional gender roles, assertiveness, and responsibility are more emphasized (Eriksen, 2021). In the case, the man’s strong sense of responsibility as the only male provider in his family aligns with this cultural expectation. For Dutch professionals, this gender-based role may not be immediately understood, as Dutch society tends to value equal and flexible roles regardless of gender.

Uncertainty Avoidance (UAI)

Afghanistan scores extremely high on uncertainty avoidance (92), showing a cultural preference for structure, tradition, and clear rules (Eriksen, 2021). The Netherlands, with a moderate score of 53, is more tolerant of ambiguity and open to flexibility (Hofstede Insights, 2023). This means Afghan clients may struggle with loosely structured systems or services that require independent decision-making. The use of a cultural mediator or interpreter can help bring clarity and stability in such situations, reducing anxiety and resistance.

Long-Term Orientation (LTO)

The Netherlands scores relatively high (67), reflecting a pragmatic approach that values planning and investment in the future (Hofstede Insights, 2023). Afghanistan, with a score of 25, is more short-term oriented and focused on tradition and fulfilling immediate obligations (Eriksen, 2021). In the case, this was evident in the man’s prioritization of supporting his family over engaging in a program designed for long-term financial recovery. His sense of urgency came from cultural and moral expectations rooted in the present, not the distant future.

Indulgence vs. Restraint (IVR)

The Netherlands is considered an indulgent society, where people are free to express themselves and enjoy life (Hofstede Insights, 2023). Afghanistan is more restrained, shaped by modesty, religious discipline, and social norms (Barfield, 2010). This influences how emotions are expressed and how openly clients speak about their needs. Dutch workers may expect open communication, while Afghan clients may view restraint as more appropriate and respectful.

In summary, the Hofstede dimensions show significant cultural contrasts between Dutch and Afghan perspectives. These differences affect how people interpret support, express needs, and build trust. By using this model, Dutch professionals can better understand the “why” behind behavior and create more empathetic, culturally sensitive solutions.

Outcome

The local government agency eventually involved an interpreter to communicate with the Afghanistan man in his native language. This step helped build trust and allowed him to explain his situation fully. The local government agency team learned that his refusal was not based on misunderstanding or unwillingness to cooperate, but it was because of a deeply rooted moral obligation. In the moral circle of the Afghan refugee, it was prohibitive to stop sending money to his family abroad. He believed it was his duty, as the only male left in the family, to take care of his mother and sister. He was afraid that if he joined the program, he wouldn’t be allowed to send them money anymore, which is against his cultural and familial responsibilities.

Once the team understood this deeper cultural context of the man’s story, they were able to come up with the solution of involving his Mosque community. Through this network, a fundraising campaign was organized to support his family back home. As a result, the refugee was freed from his financial obligation to his family and felt comfortable entering the local debt counseling program.

The story of the Afghanistan refugee highlights how important it is to move beyond surface-level solutions and take the time to understand a person’s values, responsibilities, and cultural context. Most importantly, using culturally sensitive communication opened the door to mutual understanding and a practical outcome for all parties involved.

Possible solution

In addition to interpreters, local government agencies could use cultural mediators which are professionals that understand both the host country’s system and the cultural background of the client. In this way, the mediators can identify when a conflict is not just a financial or administrative issue but deeply rooted in values and moral obligations. In addition, local staff and workers who personally interact and converse with their clients should be culturally informed and trained to recognize these kinds of situations to prevent delays in service and build more effective communication.  Regular intercultural training based on Hofstede’s cultural dimensions (Hofstede, Pedersen, & Hofstede, 2002) could help local government workers better understand their clients, and to be able to provide service in a way that the clients want and need while being culturally sensitive.

In this case, the local government worker can better understand why someone from a certain culture might prioritize family obligations over personal financial recovery. According to Weaver (2013), identity and group loyalty are often more important in collectivist cultures, and these cultural values directly influence how decisions are made. In the moral circle of the government worker, it may initially be inhibitive to see someone refusing help through a debt counseling program, as it goes against the commonly accepted goal of financial independence and stability. However, with proper intercultural training, the worker may become more aware of her own unconscious biases and develop a deeper understanding of the client’s cultural background. This allows her to respond with empathy and flexibility. This case shows that without cultural sensitivity, even well-meaning help can be misunderstood or rejected, but with the right awareness and tools, support can be adapted to meet people’s real needs.

Best Practice
 

Navigating a diverse workplace can lead to misunderstandings, often erupting from key cultural differences furthermore, language barriers are a major hurdle, as not everyone speaks fluent Dutch, leading to missed information and feelings of exclusion. Differences in gender roles can also cause friction; for instance, the Dutch emphasis on women’s financial independence might clash with more traditional expectations in other cultures, especiallyregarding family life. Varied work ethics are another point of contention; some colleagues might adhere strictly to a 9-to-5 schedule, while others, due to cultural or religious practices like fasting during Ramadan, may have different working rhythms, which can be misconstrued as a lack of commitment. Finally, different interpretations of problems mean what one person sees as a serious issue might not be viewed the same way by someone from another background, leading to team disagreements. Ultimately, these examples given above can highlight the critical need for open communication and cultural awareness to bridge gaps and foster a more inclusive and productive working environment.

It is a major point to foster cultural awareness and sensitivity in any organization because it leads to better understanding, respect, and much smoother communication. From what the government employee has shared, her workplace does a great job of promoting this in a few keyways. First, they provide training on cultural values and norms. This helps employees learn about different customs and perspectives, so they can avoid making assumptions and approach situations with more thoughtfulness. It’s all about understanding where others come from. Then there’s a focus on clear communication and constant alignment. Because cultural backgrounds can really shape how people see problems, it’s crucial to regularly check in and make sure everyone is on the same page. This prevents misunderstandings from festering.

To tackle language barriers, the organization makes excellent use of language tools and translators. They have multilingual staff and bring in external interpreters, whether from asylum centers or through phone services. Plus, they make sure important information is available in multiple languages, like Arabic and English, which is a huge help. They also offer flexible systems. A great example is allowing employees to swap public holidays like Christmas for holidays that are more significant in their own culture, like Eid. This simple act goes a long way in making people feel truly included and respected. Finally, for more complex situations, they rely on team-based decision making. This means different perspectives are brought to the table, and they’re not afraid to bring in outside experts when needed. It ensures that solutions are fair and well-rounded, considering all angles (Bloznails, 2025).

Authors

Jewelle Anne Reyes (International Business – Fast Track)
Student: Faculty of Business and Economics Amsterdam University of Applied Sciences, The Netherlands
Block 4, Semester 2, 2025

www.linkedin.com/in/jewelle-anne-reyes-115184358

Matijs Benjamin Beijer (Business Administration)
Student: Amsterdam University of Applied sciences, The Netherlands
Block 4, Semester 2, 2025

https://www.linkedin.com/in/tijs-beijer-735b28290

Marouan Babou (Internationa Business – Full-Time)
Student: Faculty of Business and Economics Amsterdam University of Applied Sciences, The Netherlands  
Block 4, Semester 2, 2025

https://nl.linkedin.com/in/marouan-b-33101b223?trk=people-guest_people_search-card

A group of four students, three from Amsterdam University of Applied Sciences and one student from Kozminski University in Warsaw Poland conducted an interview with a male Dutch civil. The interviewee works with people who apply for social benefits. Particularly, he only works with people under the age of 27. The organisation not only decides if people have the right to receive social benefits but they also try to help people get a job if they are able/allowed to work.

The interview was investigating the impact of culture within the employment sector. People with many different cultural backgrounds apply for social benefits and this can be cause for cultural barriers. Potentially, five kinds of barriers can occur: language, nonverbal, stereotypes, judging behaviour and a high level of stress. The civil servants can have conversations in Dutch, English or German and for any other language interpreters will be called through the telephone.

In the interview questions were aimed at establishing how these civil servants deal with situations in which there can be, or actually is, a cultural barrier. It quickly became clear only few problems had occurred and that our interviewee did not have much trouble handling these situations. He was able to give a good example.

Case

A Turkish woman had an appointment with a male Dutch civil servant, the conversation was in Dutch. The interaction started with the civil servant reaching out for a handshake which she kindly declined. Her beliefs prohibit her to interact with a male in such a way. The civil servant felt inhibited not giving a handshake but went on with the conversation. He talked her through several job suggestions she was offered by the organisation, but she had declined or stopped working at those instances after a short while. Some she declined because it was already stated that she would not be able to wear her hijab. The civil servant was surprised though that the other jobs, where she could wear the hijab, did not work out for her. Employers had said she was excellent. The woman however argued that at all those places there were mostly men working. Even though her beliefs do not specifically prohibit her to work with men, she felt very uneasy working in such an environment. She requested the organisation would look for a job where she could work beside other women with preferably an Islamic cultural background. The civil servant understood the situation, but told her those requirements would make it noticeably more difficult to find her a fitting job. Furthermore, because she technically is able to work, social benefits were not exactly applicable. The civil servant decided that for now he would just look for jobs where she could wear her hijab and where mostly women are employed. In the following weeks very few job offerings meeting the requirements were found. The woman however called the organisation and said she had found a new job herself within her own social circle, no further assistance was needed.

The civil servant understood the woman and her situation and tried to help her in the best possible way. The woman had felt uneasy at previous jobs because of her cultural background. In Turkey it is less likely for women to work beside men, whereas in Holland it is quite normal. Although the woman found a job in the end the civil servant felt that the organisation had lacked in providing her the service she needed.

Outcome/Religion

During the interview we asked how our interviewee  what he thinks about a situation that is directly linked to someone’s beliefs. He answered the organisation should be aware of cultural barriers at all times. He is now used to not giving a hand to Muslim women, although it still feels inhibitive.
Understanding that someone’s belief could prohibit them from certain actions, like not wearing a hijab,  is necessary when trying to help them get a job. Trying not to see it as a barrier, but as something that can work. From the case  this becomes very clear. Connecting it to Hofstede we can see a sizeable difference between the Netherlands and Turkey in uncertainty avoidance. The Netherlands scores 53, whereas Turkey scores 85. Turkish people make use of a lot of rules and rituals to minimize anxiety. As some customs seem religious in nature, often they are just traditional social patterns. In the case we see this as the woman feels uneasy working with other men, as it is uncommon in Turkey. All these cultural barriers can be linked to Weaver’s Iceberg: the feeling of unease is a result of the invisible ‘deep culture’.

Achievement

Achievement can be linked to the masculinity or femininity of a culture. A high score would mean a masculine culture, a low score would indicate a feminine one. In Hofstede we see that Turkey, with a score of 45, is leaning more towards the feminine side. Compared to the Netherlands however, which have a score of 14, Turkey is more masculine. Turkish and Dutch culture both characterize themselves with avoiding conflicts and ending with an agreement. In the case we see this as the woman, even though she already had some trouble, still finds consensus with the civil servant. When we actually do look at gender roles within both countries we can say that Turkish culture values these roles more. Certain behaviour is expected from both men and women, and some of this behaviour does derive from the Islamic culture. In the Netherlands gender roles of course exist as well, but are less valued, frequently opposed and lack a religious drive.

Identity

We see another massive culture difference when we look at the level of individualism. The Netherlands scores very high with 80 and is an individualistic society. Turkey however scores 37 and is a collectivistic society, the culture being characterized by taking care of one another. We could state from this that the Turkish woman would like to find a job where she feels like she belongs. A job where she does not feel at unease. People in the Netherlands however have less of a tendency of wanting to belong to a group. There is a preference for a loose social framework in which they deal with individuals as individuals. This contrasts the difference in power distance. Whereas the Dutch scores a low 38, the Turkish score decently high at 66. This lack of hierarchy expresses itself in the workplace in quite some ways. According to Hofstede in Holland there is considered to be an ‘extremely’ low power distance. A culture in which inequalities among people is minimized and anyone can take the lead in the conversation at any time. In the Netherlands it is not uncommon for a woman lower ranked within the organisation to speak up to her male manager. In Turkey this would be prohibitive. A Turkish woman in Holland could feel very inhibited to act as a Dutch female employee, because of this cultural barrier. In the case we can see the woman actively trying to find a job that recreates the Turkish work experience. Avoiding men and trying to work amongst other women who share parts of her cultural background. In the end even finding a job within her own social circle, being helped by someone who probably shares the same (collectivistic) cultural background.

Best Practice

Within the governmental environment it is of utmost importance to follow the rules and procedures. However, in some cases civil servants can make judgements they see fit for situations at hand.

Our interviewee believes that the current procedures and rules are sophisticated enough to be considered best practice. Civil servants try and help every ‘client’ as best as they possibly can. Each and every client handling with care and respect. Sometimes trying to figure out a clients current situation without diving to deep into personal life can be tricky, but is not impossible. Approaching clients in a way so that they can feel safe and being taken seriously is key. Not only for citizens with a Dutch cultural background, but for people from all backgrounds imaginable. Examples of this are the languages required to speak for the job and the interpreters that will be called whenever there still is a language barrier.

One thing that could be improved upon however is the level of cultural awareness whenever an interpreter is not involved. This means improving the cultural knowledge of civil servants for the job, so they are aware of cultural barriers that can occur. Making it so they can anticipate, properly approach and successfully overcome cultural barriers. This way instances that share similarities with the case at hand can be prevented. The Turkish woman finding a job is not a failure, but the organisation however not being able to successfully find a good fit for her is a failure. If the needed requirements would have been taken into account from the start, the organisation could have better helped the young lady. This case truly shows the importance of cultural knowledge needed for effective communication and procedures.

Student Authors

Remco Komen (LinkedIn)
Student Faculty of Business and Economics, Amsterdam University of Applied Sciences, The Netherlands
Block 4, Semester 2, 2021

Kevin Rivera (LinkedIn)
Student Faculty of Business and Economics, Amsterdam University of Applied Sciences, The Netherlands
Block 4, Semester 2, 2021

Tom Kürble (LinkedIn)
Student Faculty of Business and Economics, Amsterdam University of Applied Sciences, The Netherlands
Block 4, Semester 2, 2021

Lucie Sanne (LinkedIn)
University of Kozminski, Erasmus Exchange KEDGE Business School , Warsaw Poland
Block 4, Semester 2, 2021