Leading with Cultural Intelligence, 2012a

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Chapter 7 Cultural Intelligence in Action In the previous chapters, you have been presented with the three principles of cultural intelligence: cultural strategic thinking, motivation, and behavior. This chapter provides case studies [1] of leaders and managers who must find solutions to working through intercultural problems and situations. Each case study is followed by an activity to help you apply your understanding of the cultural intelligence principles; then, it is followed by a list that outlines sample ideas related to the questions in the activity. The following are your instructions: Read the case studies. Answer the questions in the activity section. Review ideas. [1] These case studies are a combination of real life stories shared by clients and colleagues I have worked with over the last 7 years as well as cases from national and international newspapers. Names of organizations and individuals have been replaced and situations have been altered to conceal their identities. Saylor URL: http://www.saylor.org/books Saylor.org 157
7.1 Case Study 1: Resistance to Change Victor is the head of a division in a state agency. He has been in his management position for 15 years and has worked his way up to his current position. Throughout his career, he has seen many people leave and join the department. He has stayed because he enjoys public service and working with familiar faces in the agency. He also knows that he brings his many years of experiences in a public agency to the table when solving problems. His personality fits the working environment of a state agency; he likes working with the familiarity of rules and procedures. Victor is proud of his service, but he is really looking forward to his retirement, which, for him, is not coming soon enough. Within the last few years, lots of changes have occurred on a department level that is also changing much of the familiar procedures, rules, and norms that Victor has been accustomed to during his 25 years in the department. Some of these changes include hiring younger staff, reorganization of job responsibilities, performance plans to increase staff competencies and skills in new areas, and recent layoffs to help balance the budget. As part of his attempt to make his mark on the division, and to bring in past experiences that he thinks can be of value, Victor proposed numerous ideas for the division at a staff meeting. His staff— which, in recent years, has become increasingly more diverse in demographics and cultural backgrounds—suggests improvements and changes to his ideas. They are not so sure that his changes are the most appropriate given the overall strategic directions of the department. Furthermore, they are not sure how they can implement strategies when the ideas call for outdated resources and technology. Some of the younger staff members are more vocal and mention recent trends and practices in strategic thinking that could be more beneficial to accomplishing the division goals. Victor views these suggestions as attacks directed at him and as resistance on the part of the staff. He feels like every time he makes a suggestion, he is thrown a curveball from one of the younger staff members. Why is this happening to him now? He knows he has to manage this. He cannot let this type of dynamic go on for an additional five years—or could he? 1. What cultural assumptions fuel Victor’s perspective as a leader of a state agency? 2. Where does Victor’s motivation to lead come from? Saylor URL: http://www.saylor.org/books Saylor.org 158
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This text was adapted by The Saylor
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It is hard for human beings not to
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In this age of social transformatio
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Chapter 3 "Cultural Intelligence De
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Endnotes 1. Hubbard (2002), p. 1. 2
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online collaborative communities, a
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Hispanics and women will dominate t
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of culture. Because Joan is not awa
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looking for my help to implement di
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Chapter 1 Culturally Intelligent Le
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surroundings—you create a new pic
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Culturally intelligent leaders must
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stakeholder needs. Edgar Schein not
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When everyone is held accountable f
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1.3 Chapter Summary Culturally int
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placing it on a heated surface for
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2.1 Cultural Systems Imagine a tree
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I once had a manager describe and d
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2.3 Culture is Learned Geert Hofste
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2.5 Culture is Dynamic Culture is d
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Langley, Knox, and Cooper, a law fi
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2.7 Culture is Symbolic Symbols are
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2.9 Levels of Culture One of the ba
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Regional Culture Names Cultural Exp
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and aunts. Her father was not aroun
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family of three. She doesn’t want
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interpretation; it can give us cult
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The value dimension of identity ref
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toward laissez-faire leadership, on
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This dimension also speaks to a cul
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[1] Hofstede (2001). [2] Hofstede (
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The findings of the GLOBE study ser
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Cultural Dimension High-Score Clust
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Desirable Leadership Attributes Und
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Chapter 3 Cultural Intelligence Def
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each play-by-play action in cultura
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Cultural intelligence is like tunin
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Figure 3.1 Cultural Intelligence Mo
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do we choose to adapt to our enviro
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skills can make it easier for them
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3.4 The Labyrinth of Cultural Intel
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3.5 Chapter Summary Cultural inte
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4.1 What is Cognition? Cognition is
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4.2 What is Metacognition? Metacogn
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willingness to continue. Critical t
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4.3 Techniques for Developing Strat
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asic information and Betty does not
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opportunity to reread the picture t
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Judger Learner How can I protect my
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Chapter 5 I Think I Can and I Will
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5.2 The Role of Self-Efficacy in Cu
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Jerry to use CI principles on a dai
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Build: Melissa can build her knowle
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Page 198 and 199: Goldsmith, M. (2006). Leading new a
Page 200 and 201: Pink, D. H. (2006). A Whole New Min
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