Does Our Cultural Type Define What Kind of Wellness We Want & Appreciate?
By Laszlo Puczko
The Cultural Dimensions of Behaviour model from R.D. Lewis is a very inspirational observation. It is widely accepted that different cultures on the linear-active - multi-active - reactive triangle have a significant impact on our lifestyles, preferences and behaviours. Does the guest’s cultural background have a bearing on the demand for wellness and hospitality? Is our behaviour predetermined? Do hospitality and wellness providers need to observe these cultural determinants when creating and providing services? Do guests prefer familiarity or novelty?
Cultural Types
In his original work, Richard D. Lewis (in When Cultures Collide, 1996) examined national cultures based on behavioural patterns. It is vital to understand the logic behind this, and to recognise that the human mind is culturally conditioned from an early age. This childhood training is almost irreversible. This results in a distinct set of values for each of us, which differ from those held by people in other parts of the world. The difference can be anything from slight variations to those of a fundamental nature.
It is important to understand, however, that cultural values are not based on logic or taste. The concept of what constitutes ’normal’ is both predefined and subjective. Other people’s behavioural patterns may represent an alternative to what is perceived to be ’normal’ to me. Furthermore, note that these behavioural patterns are not independent of the language(s) spoken, the routes of negotiation, the corporate culture and the decision-making processes.
Source: HTWWLife
The model employs a three-dimensional categorisation system to classify the world’s cultures as follows:
Linear-actives are individuals who demonstrate proficiency in planning, scheduling, organising, and pursuing action chains, demonstrating their ability to execute tasks sequentially. They tend to be task-oriented, organised, direct communicators, and focused on scheduling. It is anticipated that Germans and Swiss, for example, will be included in this group.
Multi-actives are characterised by their dynamic and communicative nature, engaging in multiple tasks simultaneously. Their scheduling is not dictated by a rigid time schedule, but rather by the relative appeal or significance of each activity. They are people-oriented, emotional, flexible and relationship-driven. This group includes Italians, Latin Americans and Arabs.
Reactives are those cultures that prioritise courtesy and respect, listening quietly and calmly to their interlocutors and reacting carefully to the other side’s proposals. They are respectful listeners, harmony-seeking, indirect communicators, and avoid confrontation. This group includes Chinese, Japanese, Korean and Finnish people.
Of course, there are other cultures that represent a combination of different cultural characteristics. In a globalised world, particularly in global urban settings, there is a complex mix of cultural styles, i.e. all three dominant ones, as well as all the intermediary ones, parallel.
Hospitality and Cultural Profiles
Each style has a distinct influence on how people communicate, make decisions and manage relationships. These characteristics are of particular importance in hospitality and wellness settings. However, it may prove challenging for hospitality and wellness professionals to incorporate these attributes into their product development and service delivery. What is the most effective approach when managing a multicultural team? What is the best way to optimise service offering for a multicultural client base? In the context of hotel management, a pertinent question to consider is how far a hotel should accommodate the dominant cultural type without alienating other guests.
The three dominant profiles can be defined by the several characteristics, which are relevant to hospitality and wellness.
Linear-Active Cultures
The Linear-Active Cultures represent behavioural traits such as:
- Adheres to time constraints and follows a systematic approach
- Prioritises structure and efficiency
- It is imperative that clear instructions and detailed information are provided in a professional manner.
All of the aforementioned points can be translated into a hotel context. For example, guests expect efficient check-ins, reliable Wi-Fi, clear signage and a prompt and responsive service approach. In terms of direct implementation, business guests may select a business hotel in London that offers express check-in and check-out kiosks, on-demand driver services, or punctual airport transfers.
In the context of wellness, the Linear-Active Culture-style guests appreciate structured programmes, including scheduled classes, measurable outcomes, such as fitness tracking and diet plans. It is not surprising that such structured (linear) programming is to be found in the wellness services offered by specialised German, Austrian and Swiss wellness hospitality properties. These services include precisely timed treatments (50-minute massages, 10-minute rest) and other personalised programmes, such as individual performance progress logs and follow-up plans.
This Linear-Active Culture-style guests prefer clear guest communication, sophisticated itineraries, complex guest journeys and rituals, as long as their time and attention are respected.
The bootcamp-style, performance-oriented, pre-packaged stays on offer satisfy the needs of the Liner-Active guest. They value an organised approach and are willing to adhere to the established rules. Who are interested in achieving clear goals, such as optimum weight, better physical and/or mental performance, younger-looking skin, peace of mind, etc., will find structure and order superior to other service approaches.
To many, however, structured programming and rigour are too limiting, even regimented. Some people may find this excessive, while others may find it insufficient. Such guests,
Operators should be aware that delivering the same programme to guests who do not share the same cultural characteristics may prove challenging. Those who value flexibility and autonomy will find this approach very limiting. In such cases, it is imperative that hotels, retreats and all other operations pay special attention to expectation management. It is vital to inform and educate guests not only before their arrival, but also before they make a booking. What sounds appealing online may prove to be overbearing for example after only 2 days in a 7-day Silent Retreat. Stress and tension, disappointment, complaints, negative reviews, early drop-up, etc., can all be linked to the different cultural styles.
Multi-Active Cultures
The Multi-Active Cultures represent behavioural traits such as:
- Individuals who are sociable, spontaneous and emotionally intelligent.
- Preference is given to flexibility and human warmth.
In a hotel setting, this behaviour is characterised by the enjoyment of lively interactions and conversations. It is important to remember that guests expect staff also to demonstrate qualities such as warmth, humour and empathy, as well as efficiency. Such service standards would be highly anticipated at a resort for example in Colombia, where staff would engage guests by name, participate in music and dance evenings, and demonstrate flexibility with schedules.
In a wellness scenario, Multi-Active Guests may be interested in group experiences, emotional connection and personalised attention. They would be a perfect fit for a wellness retreat in Costa Rica, offering activities such as group dancing, storytelling circles, and late meals, all of which contribute to a vibrant social atmosphere.
In order to successfully cater to this type of guest, it is essential for hotels to establish rapport with them from the outset. They must also demonstrate flexibility and personalise experiences through conversation. However, the pertinent question is which hotels and brands are prepared and/or capable to do so. Hotels with a limited number of rooms, retreats, guesthouses and campsites can relatively easily accommodate these guests and the programmes offered.
It has been suggested that guests of the Linear-Active variety may find these properties too loud, and that they consider the experience to be disorganised and chaotic. The ‘results’ of these wellness programmes may seem to be vague and uncertain, with strong emphasis on the emotional aspects and interpersonal links.
Destinations at a Multi-Active Cultural environment face challenges in convincing the Linear-Active travellers that they can also offer result-oriented wellness programming. Due to cultural stereotyping the potential guests simply find it difficult to believe that the programme could achieve the results they look for. Unless the brand offering the programming carries over its Linear-Active brand identity to the Multi-Active location. In such cases the destination plays little more role than a (film)set, i.e. pretty backdrop to the important wellness and hospitality DNA.
Reactive Cultures
The Reactive Cultures represent behavioural traits such as:
- Being courteous listeners who value harmony and avoid confrontation.
- In their communication, they adopt an indirect approach and are dependent on the context.
In the context of a hotel, guests have expectations regarding courtesy and discretion. They prioritise anticipating customer needs over direct questioning. It is imperative that staff possess a certain level of empathy and cultural awareness in order to provide a satisfactory service to reactive guests. At a luxury hotel in Kyoto, for example, guests expect a high level of service that is both attentive and unobtrusive. Staff members are trained to refill teacups quietly, unless guests give them specific instructions to the contrary. In some cases, guests may prefer not to disclose their personal preferences and may not instruct the serving staff accordingly.
Service providers should be patient and observant, and avoid being overly direct. It is essential to show respect for non-verbal cues and rituals.
In accordance with the wellness provision, reactive guests value tranquillity, respect and subtle guidance. It is important to be aware of and respect these cultural characteristics. A proper Japanese onsen (hot spring bath) experience emphasises quietness, ritual immersion, and respectful silence. Staff guide with gestures rather than verbal instructions. Fellow patrons expect the same from each other, regardless of the guests’ cultural characteristics. To avoid any potential issues, onsen provide informative training videos to guests pre- and upon arrival to ensure they understand how to behave respectfully in an onsen.
Guests from other cultural backgrounds may find such wellness provisions intimidating and stressful. Anxiety can be caused by a lack of knowledge about how to behave in such setting. Guests who do not adhere to the expected standards of behaviour may be perceived as obtrusive and may face disciplinary action. Showing tattoos in an onsen is strongly discourages since it has a special reference to local patrons. As a solution guests with tattoos are expected to use waterproof body make up to cover their tattoos. Or, in certain cases onsens designate periods for guests who prefer to wear bathing suites.
Informed Decisions
What should a wellness facility offer to guests of Indian heritage who are supposed to be halfway between the Multi-Active and Reactive Type? Or to guests from Canada who are assumed be indicating behavioural patterns both from the Reactive and the Linear-Active Types? What is the right mix? And are opposite ends really attracted to each other, i.e. can Reactive Guests find services created following the characteristics of the Linear-Active Cultural style attractive?
It is very rare for a hotel to serve only one cultural type, unless it is focused on the local market only.
Most properties cannot afford and do not want to be very focused in their wellness provision. They offer range of options from light wellness services to curated journeys. To most being very focused would appear as limitations and exclusion of potentially significant segments.
Wellness-focused properties, however, adopt a rather different approach. Properties such as Lanserhof, Kamalaya, Rancho La Puerta and SHA attract guests with their specialised wellness products. It is evident that these highly specialised properties tend to be imbued with the cultural environment in which they are situated.
A successful global brand in both the hospitality and wellness sectors often integrates these approaches across its operations.
Source: HTWWLife
Focusing on the wellness provision and looking at the spa, medical wellness and preventive longevity offers as well, Cultural Types do come with very specific characteristics.
Source: HTWWLife
All this said, however, we can contradict ourselves a little.
In which category should the circus-style entertainment and hardcore sauna sessions offered by German Sauna World be placed? The successful blending of different cultural styles is evident in this product.
- Linear-Active
o Structured
o Precise
- Multi-Active
o Social
o Loud and
o Fun
This is a unique offering that combines the comfortable, well-known characteristics of Linear-Active with just enough elements of Multi-Active cultural type to provide a blend that has become very popular.
In which category should trauma-focused holistic retreats or medical wellness programmes targeting cancer patients in remission be placed?
- Liner-Active: Liner-Active
o Task oriented
- Multi-Active
o Emotional
o Warm and caring
o Social – this is elective, but surely offered, e.g. by the fire
- Reactive
o Respectful
o Harmony seeking
o Tranquil
A meticulously coordinated blend that caters to most guests, irrespective of their cultural backgrounds. There is a wide range of options available to suit most requirements, including the angle and the service component.
Culture has a defining impact on us all. Some of these are subtle, while others become fundamental. We are regularly exposed to both the challenges and opportunities that life presents. Some leave a lasting impression, some pass by without notice, some we don’t recognise, and some we choose to ignore or reject.
In the current era of hyper-personalisation, it is essential for hospitality and wellness properties to be cognisant of cultural differences when engaging with their clientele. It is possible that there is a discrepancy between the cultural styles represented by the current and target markets. In other cases, the emphasis should be placed on the cultural phenomenon rather than on the hospitality or wellness aspects. Sometimes, it may be necessary to relinquish certain segments. Imagine the experience of mixed and nude bathing in German or Austrian bathing establishments and sauna worlds. To certain cultures this is a definite ‘no-go’. It is not possible for these establishments to exempt a small number of guests, i.e. allow bathing in swimming clothes, as this would cause embarrassment to both segments.
It is important to examine the Cultural Types in more detail and identify the most significant segments for your property. You are at liberty to draw upon components and approaches from other Cultural Types as you see fit. It is not tech that makes you really smart and intelligent. A careful blend ensures that your property and service offering appears professional, comfortable and superior.
In the context of a wellness-focused property, there is considerable flexibility in terms of boundaries, provided that a robust wellness DNA had been established, the storytelling around it is compelling, and tangible results can be demonstrated.
Improving the conversion rates of those who opt for a wellness (spa, longevity, etc.) service in a hotel partially depends on the guests’ Cultural Types. Curiosity, result orientation, brand associations, interest in health-tech, the location, lifestyle choices, etc. all play a role in guests’ decision about wellness during their stay. Some may have a transformational experience, others look for confirmation. Being more aware of the Cultural Types, the anticipated traits and application options not only strengthens the personalisation of hospitality services but also makes hotel management more equipped in the negotiations with both in-house and third-party spa and wellness operators.
Mr. Puczko
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