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    "display_name": "Hofstede's 6-D Model",
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    "short_definition": "Hofstede’s 6-D model compares cultures across six dimensions such as power distance and individualism.",
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    "definition": {
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      "title": "一言でいうと",
      "text": "Hofstede’s 6-D model compares cultures across six dimensions such as power distance and individualism.",
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      {
        "key": "meaning",
        "title": "意味",
        "text": "Hofstede’s model describes cultures using six dimensions: power distance, individualism vs collectivism, masculinity vs femininity, uncertainty avoidance, long-term orientation, and indulgence. It provides a structured way to anticipate cultural preferences in management and marketing. The dimensions reflect averages, so they should inform, not stereotype, individuals.",
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        "title": "役立つ場面",
        "text": "Informs leadership and communication approaches in global teams. Guides market entry messaging and product positioning. Helps predict where cultural friction may arise.",
        "items": [
          "Informs leadership and communication approaches in global teams.",
          "Guides market entry messaging and product positioning.",
          "Helps predict where cultural friction may arise."
        ]
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        "items": [
          "Use the dimensions as a starting point, not a label.",
          "High power distance cultures often expect clear hierarchy.",
          "High uncertainty avoidance favors rules and predictability.",
          "Long-term orientation influences investment and planning horizons.",
          "Combine the model with local research and dialogue."
        ]
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          "Nationality fully determines individual behavior.",
          "The model eliminates cultural conflict by itself.",
          "Dimension scores imply better or worse cultures."
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        "text": "A multinational team used Hofstede’s dimensions to explain why some members wanted formal approvals while others preferred rapid iteration. They built a process that balanced documentation with quick feedback loops. Collaboration improved and rework decreased. The team reviews outcomes with stakeholders and updates the plan, which stabilizes results over time.",
        "items": []
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      {
        "key": "comparisons",
        "title": "似ている言葉との違い",
        "text": "Compare Hofstede's 6-D Model with adjacent concepts before deciding. Hofstede's 6-D Model | Current concept | Use when the team needs the primary decision lens Adjacent metric or framework | Supporting lens | Use when the team needs evidence or process detail General vocabulary | Broad explanation | Use only for orientation, not final decision-making",
        "items": [
          "Hofstede's 6-D Model | Current concept | Use when the team needs the primary decision lens",
          "Adjacent metric or framework | Supporting lens | Use when the team needs evidence or process detail",
          "General vocabulary | Broad explanation | Use only for orientation, not final decision-making"
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        "question": "When should I use Hofstede's 6-D Model?",
        "answer": "Use it when the team needs to decide scope, priority, owner, or trade-off, not when it only needs a short definition."
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        "question": "What makes Hofstede's 6-D Model useful in practice?",
        "answer": "It becomes useful when it is tied to evidence, a decision owner, and a concrete next operating choice."
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        "question": "What should I avoid?",
        "answer": "Avoid using the term as a label without clarifying assumptions, boundaries, and how success will be judged."
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