Leading with Cultural Intelligence, 2012a

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Cultural intelligence is like tuning into different stations, being able to adapt to one’s new environment, and, in this case, to the style of music in this region of the United States. Like my colleague, we all have particular stations that we like. Music that is familiar provides us with comfort. Tuning in to the same stations over and over again breeds familiarity with the songs and the types of programming broadcast by the stations. We even program the stations into our car radio so as to know exactly what buttons to push if we want to hear a specific music genre. When you are in a different city or state, you begin to lose the signals of your favorite stations. Try as you might, the stations often do not come through. What might you do? You could find another station in that state that offers the same music or information that you like. Upon finding it, you might program it so as to not lose the station. However, what if the radio frequencies you encounter pick up limited stations? Like my colleague, you might turn off the radio or change the station back to one that is familiar. Or, like her, you could bring your own MP3 player with your own music. Similarly, when you are in unfamiliar cultural settings, you realize that the signals you are receiving are vastly different from your own. You are not familiar with what your new surroundings are communicating to you. Your first reaction is to find something familiar, and you look for cues and signs to help you adjust. However, you cannot always rely on what you know and what you can bring with you. Like my co-worker, bringing equipment, like an MP3 player, does not always guarantee successful integration. After many tries, she found out her MP3 player did not work in the rental car; she opted for turning off the radio altogether. In intercultural interactions, the equipment—that is, our skill sets and our knowledge—may not be enough to cope in a new cultural environment. We need to be able to learn how to turn off or reset ourselves to better adapt to the new situation. [1] Earley & Mosakowski (2004), p. 140. [2] Earley, Ang, & Tan (2006), p. 6. [3] Thomas & Inkson, (2003), p. 14. [4] Darlington (1996), p. 53. Saylor URL: http://www.saylor.org/books Saylor.org 73
3.2 Cultural Intelligence Model Cultural intelligence is a framework to help you learn to turn off your “cruise control.” Like a computer that has been on too long, is working too hard, or has too many programs running that cause it to freeze, we have to learn to reset our mental programming. Sometimes, resetting it once or twice does not work; you will need to turn it off completely by taking a pause and then returning to it at a later time. Cultural intelligence emphasizes three areas: metacognition and cognition, motivation, and behavior. Metacognition and cognition represent your ability to think, learn, and strategize. In CI, the principle of motivation refers to your self-efficacy and confidence, your ability to be persistent, and the alignment to your personal values. Behavior, in CI, is about your ability to have a repertoire of skills and your ability to adapt your behavior. The framework for cultural intelligence consists of the following parts: knowledge, strategic thinking, motivation, and behaviors. It may be helpful to think about these as the ABCs of CI: Acquire, Build, Contemplate, and Do. Saylor URL: http://www.saylor.org/books Saylor.org 74
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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
Page 24 and 25: Culturally intelligent leaders must
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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
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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
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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
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
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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
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Page 112 and 113: 5.5 Mindlessness and Self-Efficacy
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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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