The United Statesvsthe Netherlands
アメリカとオランダUSNL
Seen from the United States: each line below describes the Netherlands relative to the United States.
Culture Map: eight scales
Erin Meyer's eight scales, sorted by how far apart the United States and the Netherlands sit, largest gap first.
Filled dot: the United States, where you are looking fromHollow ring: the Netherlands
Where you will notice the difference8 scales
Evaluating
The Netherlands gives negative feedback more directly than the United States (3 steps)
The United States 0, the Netherlands −3, on a line from −3 (Direct negative feedback) to +3 (Indirect negative feedback).
Deciding
The Netherlands decides by group agreement more than the United States (3 steps)
The United States +1, the Netherlands −2, on a line from −3 (Consensual) to +3 (Top-down).
Persuading
The Netherlands wants the theory before the conclusion more than the United States (2 steps)
The United States +3, the Netherlands +1, on a line from −3 (Principles-first) to +3 (Applications-first).
Leading
The Netherlands keeps less distance between boss and team than the United States (2 steps)
The United States −1, the Netherlands −3, on a line from −3 (Egalitarian) to +3 (Hierarchical).
Disagreeing
The Netherlands is more willing to disagree openly than the United States (2 steps)
The United States 0, the Netherlands −2, on a line from −3 (Confrontational) to +3 (Avoids confrontation).
Communicating
The Netherlands leaves more to be read between the lines than the United States (1 step)
The United States −3, the Netherlands −2, on a line from −3 (Low-context) to +3 (High-context).
Trusting
The Netherlands builds trust through personal relationships more than the United States (1 step)
The United States −3, the Netherlands −2, on a line from −3 (Task-based) to +3 (Relationship-based).
Scheduling
The Netherlands sticks to fixed plans and deadlines more than the United States (1 step)
The United States −1, the Netherlands −2, on a line from −3 (Linear time) to +3 (Flexible time).
Hofstede: six dimensions
Scores from 0 to 100, sorted by the gap between the United States and the Netherlands. They describe national averages, not either country's character.
Motivation towards achievement and success
The Netherlands scores 48 points lower than the United States (14 against 62)
The United States 62, the Netherlands 14, on a line from 0 (Consensus-oriented) to 100 (Decisive).
Individualism
The Netherlands scores 40 points higher than the United States (100 against 60)
The United States 60, the Netherlands 100, on a line from 0 (Collectivist) to 100 (Individualist).
Long-term orientation
The Netherlands scores 17 points higher than the United States (67 against 50)
The United States 50, the Netherlands 67, on a line from 0 (Short-term) to 100 (Long-term).
Uncertainty avoidance
The Netherlands scores 7 points higher than the United States (53 against 46)
The United States 46, the Netherlands 53, on a line from 0 (Tolerant of ambiguity) to 100 (Avoids ambiguity).
Power distance
The Netherlands scores 2 points lower than the United States (38 against 40)
The United States 40, the Netherlands 38, on a line from 0 (Low power distance) to 100 (High power distance).
Indulgence
The Netherlands and the United States both score 68
The United States 68, the Netherlands 68, on a line from 0 (Restrained) to 100 (Indulgent).
What the sources say, theme by theme
Entries for the United States and the Netherlands, side by side on wide screens. Each keeps its own confidence label and citations.
Design & quality
United States3 claims
At Google, engineers write a relatively informal design doc before writing code. According to Malte Ubl (2020), the point is not an exhaustive specification but a record of the trade-offs and alternatives considered.
Thin1 source2020us-design-1
Ubl says a design doc should be as long as necessary and as short as possible, and distinguishes it from a heavyweight waterfall-style specification.
Thin1 source2015Datedus-design-2
Meyer places the United States on the applications-first side of the Persuading scale. A book summary describes this as starting from conclusions and examples and favoring the practical how over the theoretical why.
Thin1 sourceus-design-3
Netherlands2 claims
Guido van Rossum created Python at CWI in Amsterdam. He names his frustration with ABC's lack of extensibility and the system administration needs of the Amoeba distributed OS group as motives. He started over the 1989 Christmas holidays and released 0.9.0 on 1991-02-20.
Well attested2 sources2009Datednl-design-1
According to Thomke (HBR, 2020), Booking.com runs more than 1,000 experiments at once and over 25,000 a year. Its internal rule is that anyone can test anything without management's permission.
Attested1 source2020nl-design-2
Failure & risk
United States2 claims
The Google SRE Book (2016) codifies the blameless postmortem. It identifies contributing causes without blaming individuals or teams and assumes that everyone involved acted with good intentions.
Well attested1 source2016us-failure-1
At F8 in 2014, Zuckerberg changed Facebook's motto from "Move fast and break things" to "Move fast with stable infra." His reason was that at Facebook's scale, the time spent fixing breakage outweighed the gain in speed.
Attested1 source2014Datedus-failure-2
Netherlands2 claims
ING moved to a Spotify-style structure of squads and tribes in 2015. In a McKinsey interview (2017), it described each tribe writing down its results and biggest learnings every quarter and celebrating both successes and failures.
Attested1 source2017nl-failure-1
According to Thomke (HBR, 2020), only about 10% of Booking.com's experiments produce positive results; the other 90% or so do not support the hypothesis. The company runs its experiments on that assumption.
Attested1 source2020nl-failure-2
Feedback & code review
United States3 claims
According to Meyer, Americans are often taught to wrap negative messages in positive ones (the feedback sandwich). For this reason she places the United States in the middle of the scale for delivering negative feedback.
Attested1 source2014Datedus-feedback-1
A blog explainer on Meyer's evaluating scale notes a common mismatch: Dutch and German colleagues take American praise at face value, while Americans find Dutch and German criticism too harsh.
Thin1 source2016us-feedback-2
A study of more than 70,000 GitHub pull requests from 17 countries (Rastogi et al., 2018) found that pull requests were more likely to be accepted when the reviewer and the submitter were in the same country.
Well attested1 source2018us-feedback-3
Netherlands2 claims
Erin Meyer cites the Netherlands as an example of giving negative feedback directly on her Evaluating scale, and of open disagreement on her Disagreeing scale. Her book says "the Dutch manager learns always to be honest and to give the message straight."
Attested1 sourcenl-feedback-1
Some expat guides link Dutch directness to polder-model consensus building, explaining that speaking your mind freely is a precondition for reaching agreement.
Thin1 sourcenl-feedback-2
Hierarchy & decisions
United States2 claims
Meyer classifies the United States as egalitarian but top-down (HBR, 2017). People use first names and are encouraged to speak up, but the boss decides quickly, and the decision can be revisited when new arguments appear.
Attested1 source2017us-hierarchy-1
In the same article, Meyer reports that to Japanese managers an American boss can look flat on the surface yet highly autocratic in how decisions are made.
Attested1 source2017us-hierarchy-2
Netherlands3 claims
Meyer cites the Netherlands, along with Denmark and Sweden, as an example of an egalitarian culture on her Leading scale. A study guide to The Culture Map places it on the consensual side of the Deciding scale, alongside Sweden and Japan.
Attested2 sourcesnl-hierarchy-1
A study in Contemporary Management Research (2018) analyzed data from 808 managers using structural equation modeling. It found that polder values, reaching pragmatic agreement through consultation and debate, strongly shape the leadership styles Dutch managers prefer.
Well attested1 source2018nl-hierarchy-2
Woldendorp and Keman (2007) reviewed Dutch corporatism from 1965 to 2000 and argue that the polder model has been overrated. Bargaining between the social partners was tough, and the rate of central agreements was low.
Attested1 source2007Datednl-hierarchy-3
Communication & docs
United States4 claims
Meyer places the United States at the most low-context end of the Communicating scale. A book summary describes a preference for saying things explicitly and for repeating and summarizing key points.
Thin1 sourceus-communication-1
According to Bezos's 2017 shareholder letter, Amazon does not use PowerPoint. Meetings start with everyone silently reading a six-page narrative memo, and memos carry no author's name because they come from the whole team.
Well attested1 source2018us-communication-2
According to CNBC (2018), the practice began with a 2004 email from Bezos. He explained that a good four-page memo is harder to write than a 20-page slide deck because the narrative structure forces better thinking.
Attested1 source2018us-communication-3
According to a blog post by Slab, Stripe also rarely uses slides. Meetings begin with silent reading of a memo, followed by comments on the document.
Thin1 sourceus-communication-4
Netherlands2 claims
On her Communicating scale, Meyer lists the Netherlands with the United States, Canada and Australia as examples of low-context (explicit) cultures.
Attested1 sourcenl-communication-1
The practical guide NL Compass says that Dutch workplaces take meeting agendas seriously and that fixing schedules in advance is the norm.
Thin1 source2026nl-communication-2
Work & careers
United States5 claims
According to the BLS, median employee tenure in January 2024 was 3.9 years overall, the lowest since January 2002. In the private sector it was 3.5 years.
Well attested1 source2024us-work-1
- BLS: Employee Tenure in 2024 (2024)
At-will employment is the default in every state except Montana. Unless the reason is illegal, either the employer or the employee can end the employment relationship at any time.
Well attested1 sourceus-work-2
According to layoffs.fyi figures cited by TechCrunch, tech layoffs in 2024 exceeded 150,000 people at 549 companies. The peak was 2023, with about 260,000.
Attested1 source2024us-work-3
In the Stack Overflow Developer Survey 2025, 45% of US respondents work fully remote, the highest share among the top responding countries. Median salaries were $200k for engineering managers, $175k for back-end developers, and $138k for full-stack developers.
Well attested1 source2025us-work-4
In Staff Engineer (2021), Will Larson sorts Staff+ individual-contributor roles, which do not require becoming a manager, into four archetypes: Tech Lead, Architect, Solver, and Right Hand.
Attested1 source2021us-work-5
- Will Larson: Staff Engineer (2021)
Netherlands2 claims
Eurostat reports that actual weekly hours in the main job were 32.1 in 2024, the shortest in the EU (EU average 36.0). The main reason is the high share of part-time work; men in full-time work averaged 38.4 hours (2025).
Well attested2 sources2026nl-work-1
CBS reports that 52% of employed people worked from home at least sometimes in 2023. In the 2022 EU comparison, 12.7% worked from home most of the time, lower than in Finland (23.1%) or Ireland (25.3%).
Well attested1 source2024nl-work-2
Open source & community
United States2 claims
According to Octoverse 2025, the number of US developers on GitHub grew from 10.2 million in 2020 to 28 million in 2025, the most of any country. The US ranks second to India in open source contributors and first in total contributions.
Well attested1 source2025us-oss-1
- GitHub Octoverse 2025 (2025)
The same Octoverse 2025 report says the US, UK, and Canada more than doubled their developer counts from 2020 to 2025, while India and Brazil more than quadrupled. Its 2030 projection puts India ahead of the United States.
Well attested1 source2025us-oss-2
- GitHub Octoverse 2025 (2025)
Netherlands2 claims
On 2018-07-12, Guido van Rossum stepped down as Python's BDFL in a python-committers post titled "Transfer of power." He named no successor and left it to the core developers to decide how the project would be governed.
Well attested1 source2018nl-oss-1
ING brought the Spotify model to a large bank, organizing about 350 squads into 13 tribes (McKinsey, 2017).
Attested1 source2017nl-oss-2