We know as CM practitioners that there is no one-size-fits-all approach to CM for all types of change projects.
Same applies to using CM methodologies – we cannot use them without making adjustments to fit the culture. Attached report shows how large power distance, tendency to avoid uncertainty among other factors impact communication.
Same factors impact the effectiveness of change management. For example high power distance and avoiding uncertainty results in the change sponsors preferring to be managers maintaining the status quo rather than being change leaders who visibly support the change, remove barriers and take calculated risks.
Here is what the Hofstede research shows for 2 GCC countries:
Saudi Arabia: https://geert-hofstede.com/saudi-arabia.html