Invisible Cultural Differences

Echoing Hofstede’s call to teach the “invisible cultural differences” that shape human behavior (Hofstede, xv), Alanazi and Leaver push the conversation further: they argue that cross‑cultural leaders must understand not only the cultural values of others, but also the transforming and conforming values of the people they are trying to influence. In other words, leaders need to know which values in a host culture are flexible—and which are sacred.

This is where cultural relativism becomes essential.

Seeing the Values Beneath the Behavior

Most leadership failures abroad happen not because leaders lack technical skill, but because they misread the moral logic of the people they are trying to lead. Cultural relativism trains leaders to look beneath the surface:

What values are people protecting
What norms are they willing to adapt
What beliefs are tied to identity, dignity, or faith
What behaviors are situational rather than moral

Without this lens, leaders interpret resistance as stubbornness, when it may actually be a defense of core identity.

Why Bilingual/Bicultural Leaders Especially Need This Training

Bilingual and bicultural leaders are often assumed to “already know” the culture. But linguistic fluency can mask cultural blind spots. These leaders may:

Overestimate their intuitive understanding
Default to home‑culture interpretations under stress
Misjudge which local values are negotiable
Assume similarity where difference still matters

Cultural relativism gives them a disciplined method for interpretation—not just a feeling of familiarity.

Transforming vs. Conforming Values: The Missing Distinction

Alanazi and Leaver highlight a crucial insight: every culture contains values that transform (adapt to new contexts) and values that conform (remain stable across contexts). Leaders who understand this distinction can:

Predict where resistance will occur
Avoid pushing on identity‑anchored values
Focus influence efforts on adaptable norms
Build trust by honoring what must remain intact

This is the difference between cultural competence and cultural wisdom.

Equipping Leaders to Become Global Change Agents

When leaders abroad understand invisible cultural differences—and the internal hierarchy of values within a host culture—they become far more effective change agents. They can:

Introduce new practices without triggering cultural defensiveness
Communicate in ways that resonate with local moral logic
Build alliances based on respect rather than assumption
Lead transformation that feels collaborative, not imposed

Cultural relativism is not about excusing harmful practices. It is about seeing clearly—so that influence is grounded in understanding rather than projection.

The Deeper Imperative

In a world where leaders are increasingly asked to operate outside their home cultures, cultural relativism is not optional. It is a leadership competency. It is a moral posture. And it is the only way to lead change without erasing the dignity of the people one hopes to serve.

post inspired by the article, "Transforming Values and Conforming Values of Arab and U.S. Leaders: An Exploratory Study in Cultural Relativism" (Mowafiq Alanazi and Betty Lou Leaver) on LREC in the Military (West Point Press)

Book Description

In today’s complex global security environment, military effectiveness depends not only on advanced technology and tactics but also on the ability to understand, communicate, and collaborate across cultures. This interdisciplinary volume examines the evolving role of language, regional expertise, and cultural competency (LREC) in U.S. military training, strategy, and leadership. Drawing on insights from both military and academic contributors, this collection offers a timely and authoritative overview of how LREC competencies support deterrence, interoperability, influence operations, and alliance-building for the warfighter.

Read more posts about foreign cultures HERE.

Read more posts about language learning HERE.

Read more LREC posts HERE.

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