Leading with Cultural Intelligence, 2012a

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I once had a manager describe and define culture as “a monster.” After some laughter from the group, he clarified his statement: “It’s so messy and sometimes it’s too big to handle. And, it’s scary because you don’t know what you’re dealing <strong>with</strong>.” What he said rings true for many people and businesses that work in multicultural settings. It is certainly not fun to clean up cultural messes, bloopers, or misunderstandings, and when not addressed right away, they can result in large cultural conflicts. The ability to acknowledge one’s cultural mistakes, and having a commitment to learning what culture brings, is a skill that one must have in cultural intelligence work. This definition of culture as a “monster” is one that looks at culture and its manifestations. Some may even say it is negative and does not paint culture in a positive light. From my experiences working <strong>with</strong> leaders, defining culture is not about positives or negatives—culture just is, and that is why it can be a challenge to describe it. Definitions of culture usually incorporate an expression of values and beliefs of groups, the learning that occurs in groups, and the expressions of those cultural norms. The following is a definition of culture that is used in this book and that will be useful in your work: [1] Culture consists of the shared beliefs, values, and assumptions of a group of people who learn from one another and teach to others that their behaviors, attitudes, and perspectives are the correct ways to think, act, and feel. It is helpful if you can think about culture in the following five ways: Culture is learned. Culture is shared. Culture is dynamic. Culture is systemic. Culture is symbolic. Saylor URL: http://www.saylor.org/books Saylor.org 35
Figure 2.2 Elements of Culture [1] This definition of culture has been adapted from Edgar Schein’s definition of culture. Saylor URL: http://www.saylor.org/books Saylor.org 36
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 12 and 13: online collaborative communities, a
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 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
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Page 82 and 83: 3.4 The Labyrinth of Cultural Intel
Page 84 and 85: 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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deal with the ambiguities of cultur
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Two politicians from opposing parti
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5.5 Mindlessness and Self-Efficacy
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5.6 Developing Your Self-Efficacy T
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you have the abilities to master th
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ethics saying, “They’re so unre
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machine. You need to be very still
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in the situation, she can shift her
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or feeling. If you cannot forgive,
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Chapter 6 Adapting and Performing E
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Thus, cultural intelligence require
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ecomes anxious and uncomfortable. S
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neighbors; what used to be a quiet
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[3] This exercise was found by The
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eventually contradicts their belief
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in intercultural interactions. It i
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Jose is from Costa Rica and Mary is
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6.3 Linguistic Relativity In The Sp
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I know how to use the Internet to f
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point my finger at him. I was just
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suspicious of the company. Whereas,
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Time is an important value dimensio
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6.5 Changing Behaviors, Changing Mi
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6.6 Changing Minds Through Storytel
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3. Think of one common story that h
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Chapter 7 Cultural Intelligence in
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3. How would you describe Victor’
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7.2 Case Study 2: Young, Confident,
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up such as Julia’s high expectati
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esponses to this next attempt. In f
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7.4 Case Study 4: A New Leadership
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efugee. As a leader practicing cult
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1. How can Diane and her employees
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7.6 Case Study 6: On Opposite Polit
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their judgments of other beliefs an
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now they don’t feel this is an is
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7.8 Case Study 8: No Dogs Allowed A
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who they are based on their expecta
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CI Model in Action Acquire: It is
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Reflection Pattie works in a male-d
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Chapter 8 The Future of Cultural In
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8.1 Reframing Leaders must be able
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8.2 Adaptive Work It is clear that
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8.4 Consciousness As we progress in
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Chapter 9 References Adams, M. G. (
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Goldsmith, M. (2006). Leading new a
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Pink, D. H. (2006). A Whole New Min
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