Leading with Cultural Intelligence, 2012a

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4.1 What is Cognition? Cognition is generally thought of as your ability to process information. As related to culture, you can think about it as the complete knowledge and experience you have gained about cultural situations and your interactions within those situations. Additionally, how you have thought or processed this information is stored in your memory. Your ability to retrieve this stored information is defined as cognitive ability. For example, I was conducting a workshop on cultural intelligence for educators, and one of the senior managers raised a question about proper etiquette in Southeast Asian cultures, particularly Lao and Hmong, that were present in her school district. She said, “I heard from one of my colleagues that it’s considered rude if you touched or patted a child’s head; that it’s sacred. I tell my staff never to do this. Am I telling them the right cultural information?” I replied that, yes, in some Southeast Asian cultures, touching or patting someone on the head is considered rude. “But, you have to realize that cultural information may not be true for every Southeast Asian child or parent you meet. Your awareness of this fact and your experiences related to this fact is a good thing to recall, but what if your new situation doesn’t fit into your past experiences and what you know? What do you do?” What I pointed out to her was that her awareness of this cultural fact was not enough. Earley and Peterson [1] stated that providing training in specific cognitive knowledge for multiple cultures is impractical. What is critical is equipping a manager with metacognitive skills so that, with time and experience, he or she can acquire new information concerning the cultural issues present in his or her team. With cultural intelligence, when the information you have does not fit a new situation, you have to be able to take in new information and reformulate it. Given this new information, you need to be flexible enough to reorganize how you think about the situation and the cultural fact(s) you have stored in your memory. Throughout my educational and consulting sessions, I meet with people who are most concerned about “getting cultural facts and information correct.” By this I mean they are interested in “what they can and can’t do,” or “making sure they act within the boundaries of proper behaviors.” Some Saylor URL: http://www.saylor.org/books Saylor.org 85
even want a “10 commandments of cultural etiquette.” As a result, most people end up with cultural facts and information that help them understand the culture, but not the ability to work with, and adapt to, the culture. The reality is, when you are working on a multinational team or supervising and leading a multinational staff, you need to have a higher level of thinking (cognition). This is where cultural strategic thinking really matters and where metacognition becomes important. [1] Earley & Peterson (2004), p. 104. Saylor URL: http://www.saylor.org/books Saylor.org 86
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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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Page 38 and 39: 2.3 Culture is Learned Geert Hofste
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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
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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
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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 88 and 89: 4.2 What is Metacognition? Metacogn
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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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Page 116 and 117: you have the abilities to master th
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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
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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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Leading with Cultural Intelligence, 2012a

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