Attitude Toward Uncertainty & The Unknown-
High & Low Uncertainty Avoidance

The second of the three dimensions of culture that particularly affects the workplace is how people respond to the inherent uncertainty of life. This uncertainty creates anxiety in all cultures, with characteristic responses-- technology to control uncertainty in the natural world; laws, regulations, and procedures to control the uncertainty in human behavior; and religion to address the question of transcendental uncertainty.

While all societies feel threatened by uncertainty, some feel more threatened by it than others do. Depending on their attitudes, different cultures have devised different norms and systems for dealing with it. The two extremes, called high uncertainty avoidance and low uncertainty avoidance, are described below

HIGH UNCERTAINTY AVOIDANCE: Cultures characterized by high uncertainty avoidance feel especially anxious about the uncertainty in life and try to limit and control it as much as possible. They have more laws, regulations, policies, and procedures and a greater emphasis on obeying them. They also have a strong tendency toward conformity, hence predictability. People take comfort in structure, systems, and expertise-anything that can blunt or even neutralize the impact of the unexpected. The unknown is frightening.

LOW UNCERTAINTY AVOIDANCE: People in these cultures do not feel quite so threatened nor anxious about uncertainty, and therefore do not have such a strong need to limit or control it. They seek to legislate fewer areas of human interaction and tolerate differences better. They feel boxed in by too much structure or too many systems. They are curious rather than frightened by the unknown and are not uncomfortable leaving things to chance. Life is interesting but not especially daunting.

As you read the statements that follow, put an "H" in the space preceding those you think relate to high uncertainty avoidance and an "L" where you think low uncertainty avoidance applies.

	Punctuality is highly valued.
	People should keep their emotions under control.
	Different is dangerous.
	People change jobs with more frequency.
	People expect more formality in interactions.
	People more readily accept dissent.
	Take things one day at a time.
	People should let their emotions out.
	The chain of command should never be bypassed.
	Conflict in organizations is natural, nothing to be afraid of.
	People believe less in common sense.
	Conflict in organizations should be eliminated.
	Differences are curious.
	People change jobs infrequently.
	A general sense of anxiety prevails.
	A general sense of well-being prevails.
	People accept authority more readily; authority is comforting.
	People accept authority less readily; authority is limiting.
	Rules should not be broken.
	Rules can be broken if it makes sense, for pragmatic reasons.
	Risks should be avoided.
	Risks are opportunities.