Leading with Cultural Intelligence, 2012a

More documents

Recommendations

Info

online collaborative communities, and offshoring and outsourcing, among others. These factors are changing our social environment and redefining the ways in which we interact with one another. We do not need to fly across the globe to experience national cultural shifts—they come to us, no matter where we live. This is a familiar picture across the United States, but it is not unique to U.S. citizens. Even in countries like India and China, which are experiencing phenomenal economic growth, globalization has altered their lifestyles. As an example, my colleague in China gets up either very early or stays up very late into the night for her business meetings with clients in the United States. Owning a business and working globally has limited her social life to business events and networking. She hardly has time for her family and she feels guilty that she is not the traditional Chinese daughter and mother. My colleague, like many others around the world doing business globally, is learning to cope with cultural shifts. A few years ago I attended a leadership conference where I met Betsy, who had lived and worked in the Midwest for all her life. At that time she worked for a U.S. company and was part of a management team supervising a customer service division in Bangalore. As we talked about the challenges of working in a multicultural, global team, Betsy shared with me that her employees in India were fascinated with Americans, especially that they wanted to learn how to speak more “American”. I asked her what she meant about “speaking more American” and she replied, “They want to know American slang and how we pronounce words. They are motivated to want to learn to speak better English without an accent.” “Why is it important for them to speak without an accent?” I asked. “It helps the customers.” She said. Betsy explained further, “Customers in the U.S. feel better if they speak to someone who doesn’t have an accent. They feel like they’re speaking to someone right here in the U.S. instead of thousands of miles away in a different part of the world.” Her comment made me ask, “Do you think that they could do their job well even with an accent?” Betsy’s response was, “Of course! It’s just that it’s easier if the customer can understand. It’s also true for our team members here in the U.S. They get frustrated when they don’t understand their Indian coworker. For some people the accent really is a distraction. They just give up.” Saylor URL: http://www.saylor.org/books Saylor.org 11
Then I said to her, “If you have a problem understanding them, don’t you think that your Indian work force in India also has problems understanding the way you talk? It seems to me that your staff in India is really motivated to adapt, and I wonder if you think your team here in the U.S. can be just as adaptable?” Betsy pondered that for a moment, and then said, “Sure. It’s easy to say that we can be adaptable but actually doing it is very hard.” I replied, “I think it’s hard for everyone.” I walked away from that conversation thinking that global changes will only increase, especially in countries like China and India, and that Betsy and her team would be better equipped for the future if they could learn to be more adaptable. James Canton, a social scientist and global futurist, predicts that global changes will create an “innovation economy.” He wrote, “Already, every economy—local, regional, national, or global—is deeply affected by innovation. Those effects will multiply a thousand fold over the next fifty years.” 2 This innovation economy includes the following characteristics and trends: Development of new manufacturing processes to enable faster, on-demand production New communication systems that connect people to information in real time Creation of information services that are translatable into software, games, and programs that provide greater customer value to consumers and businesses Development of materials that are smarter, safer, and cleaner to make into products A focus on developing renewable, clean, and affordable fuels Discovery of new methods to increase ability of individuals and companies to be more mobile and reach more customers 3 These changes demand that organizations create new skill sets and knowledge; it requires leaders and organizations to create work environments that support the new innovation economy. The trends in the innovation economy, like any system, have an effect on global demographic changes. The following are factors that will shape the work force: Saylor URL: http://www.saylor.org/books Saylor.org 12
Page 2 and 3: This text was adapted by The Saylor
Page 4 and 5: It is hard for human beings not to
Page 6 and 7: In this age of social transformatio
Page 8 and 9: Chapter 3 "Cultural Intelligence De
Page 10 and 11: Endnotes 1. Hubbard (2002), p. 1. 2
Page 14 and 15: Hispanics and women will dominate t
Page 16 and 17: of culture. Because Joan is not awa
Page 18 and 19: looking for my help to implement di
Page 20 and 21: Chapter 1 Culturally Intelligent Le
Page 22 and 23: surroundings—you create a new pic
Page 24 and 25: Culturally intelligent leaders must
Page 26 and 27: stakeholder needs. Edgar Schein not
Page 28 and 29: When everyone is held accountable f
Page 30 and 31: 1.3 Chapter Summary Culturally int
Page 32 and 33: placing it on a heated surface for
Page 34 and 35: 2.1 Cultural Systems Imagine a tree
Page 36 and 37: I once had a manager describe and d
Page 38 and 39: 2.3 Culture is Learned Geert Hofste
Page 40 and 41: 2.5 Culture is Dynamic Culture is d
Page 42 and 43: Langley, Knox, and Cooper, a law fi
Page 44 and 45: 2.7 Culture is Symbolic Symbols are
Page 46 and 47: 2.9 Levels of Culture One of the ba
Page 48 and 49: Regional Culture Names Cultural Exp
Page 50 and 51: and aunts. Her father was not aroun
Page 52 and 53: family of three. She doesn’t want
Page 54 and 55: interpretation; it can give us cult
Page 56 and 57: The value dimension of identity ref
Page 58 and 59: toward laissez-faire leadership, on
Page 60 and 61: This dimension also speaks to a cul
Page 62 and 63:
[1] Hofstede (2001). [2] Hofstede (
Page 64 and 65:
The findings of the GLOBE study ser
Page 66 and 67:
Cultural Dimension High-Score Clust
Page 68 and 69:
Desirable Leadership Attributes Und
Page 70 and 71:
Chapter 3 Cultural Intelligence Def
Page 72 and 73:
each play-by-play action in cultura
Page 74 and 75:
Cultural intelligence is like tunin
Page 76 and 77:
Figure 3.1 Cultural Intelligence Mo
Page 78 and 79:
do we choose to adapt to our enviro
Page 80 and 81:
skills can make it easier for them
Page 82 and 83:
3.4 The Labyrinth of Cultural Intel
Page 84 and 85:
3.5 Chapter Summary Cultural inte
Page 86 and 87:
4.1 What is Cognition? Cognition is
Page 88 and 89:
4.2 What is Metacognition? Metacogn
Page 90 and 91:
willingness to continue. Critical t
Page 92 and 93:
4.3 Techniques for Developing Strat
Page 94 and 95:
asic information and Betty does not
Page 96 and 97:
opportunity to reread the picture t
Page 98 and 99:
Judger Learner How can I protect my
Page 100 and 101:
Chapter 5 I Think I Can and I Will
Page 102 and 103:
5.2 The Role of Self-Efficacy in Cu
Page 104 and 105:
Jerry to use CI principles on a dai
Page 106 and 107:
Build: Melissa can build her knowle
Page 108 and 109:
deal with the ambiguities of cultur
Page 110 and 111:
Two politicians from opposing parti
Page 112 and 113:
5.5 Mindlessness and Self-Efficacy
Page 114 and 115:
5.6 Developing Your Self-Efficacy T
Page 116 and 117:
you have the abilities to master th
Page 118 and 119:
ethics saying, “They’re so unre
Page 120 and 121:
machine. You need to be very still
Page 122 and 123:
in the situation, she can shift her
Page 124 and 125:
or feeling. If you cannot forgive,
Page 126 and 127:
Chapter 6 Adapting and Performing E
Page 128 and 129:
Thus, cultural intelligence require
Page 130 and 131:
ecomes anxious and uncomfortable. S
Page 132 and 133:
neighbors; what used to be a quiet
Page 134 and 135:
[3] This exercise was found by The
Page 136 and 137:
eventually contradicts their belief
Page 138 and 139:
in intercultural interactions. It i
Page 140 and 141:
Jose is from Costa Rica and Mary is
Page 142 and 143:
6.3 Linguistic Relativity In The Sp
Page 144 and 145:
I know how to use the Internet to f
Page 146 and 147:
point my finger at him. I was just
Page 148 and 149:
suspicious of the company. Whereas,
Page 150 and 151:
Time is an important value dimensio
Page 152 and 153:
6.5 Changing Behaviors, Changing Mi
Page 154 and 155:
6.6 Changing Minds Through Storytel
Page 156 and 157:
3. Think of one common story that h
Page 158 and 159:
Chapter 7 Cultural Intelligence in
Page 160 and 161:
3. How would you describe Victor’
Page 162 and 163:
7.2 Case Study 2: Young, Confident,
Page 164 and 165:
up such as Julia’s high expectati
Page 166 and 167:
esponses to this next attempt. In f
Page 168 and 169:
7.4 Case Study 4: A New Leadership
Page 170 and 171:
efugee. As a leader practicing cult
Page 172 and 173:
1. How can Diane and her employees
Page 174 and 175:
7.6 Case Study 6: On Opposite Polit
Page 176 and 177:
their judgments of other beliefs an
Page 178 and 179:
now they don’t feel this is an is
Page 180 and 181:
7.8 Case Study 8: No Dogs Allowed A
Page 182 and 183:
who they are based on their expecta
Page 184 and 185:
CI Model in Action Acquire: It is
Page 186 and 187:
Reflection Pattie works in a male-d
Page 188 and 189:
Chapter 8 The Future of Cultural In
Page 190 and 191:
8.1 Reframing Leaders must be able
Page 192 and 193:
8.2 Adaptive Work It is clear that
Page 194 and 195:
8.4 Consciousness As we progress in
Page 196 and 197:
Chapter 9 References Adams, M. G. (
Page 198 and 199:
Goldsmith, M. (2006). Leading new a
Page 200 and 201:
Pink, D. H. (2006). A Whole New Min
show all

Leading with Cultural Intelligence, 2012a

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?