Cultural Intelligence is essential for leaders to function effectively in multicultural contexts. There are four capabilities of cultural intelligence (CQ):
CQ Drive involves motivation to adapt cross-culturally; CQ Knowledge involves understanding cultural differences; CQ Strategy involves strategizing when crossing cultures; and CQ Action involves changing verbal and nonverbal behaviors appropriately. Leaders high in cultural intelligence can adapt their leadership style to different cultural situations involving customers, suppliers, and associates from diverse backgrounds. While cultural knowledge is important, cultural intelligence emphasizes developing capabilities to apply knowledge in real-world contexts.
This document summarizes a literature review on evaluation studies of cross-cultural training from 1988 to 2000. It finds that some studies confirm the effect of cross-cultural training on skills, adjustment, and performance, while others doubt the quality of evidence. In general, the effectiveness of different training methods remains unclear. Most evaluated U.S. student trainees using lectures and discussions. Training duration varied from half a day to 8 months. Expected outcomes included knowledge, behavior, attitudes, adjustment, and performance. Critical issues in the studies included lack of control groups and long-term evaluation.
This document discusses developing cultural training programs to optimize global work teams. It begins by explaining the difference between cross-cultural training, which focuses on differences between cultural groups, and intercultural training, which focuses on interactions between cultural groups. It then outlines three steps to developing an effective cultural training program: 1) create cultural awareness within the organization, 2) promote cultural self-awareness among employees, and 3) develop a framework for cross-cultural team interactions. The document provides examples of how companies can implement cultural training programs.
The International Air Transport Association developed an intercultural leadership program called I-Lead to help their culturally diverse teams learn to work together across different markets. The program paired junior employees from East Asia with those from Western regions to co-lead project teams. This allowed the leaders to overcome cultural barriers and adapt their styles to different cultures. Participants gained valuable experience managing cross-cultural teams and reported improved leadership skills and greater cultural awareness, even of their own cultures from other perspectives. The program helped build bridges across cultures within the organization.
ndia produces roughly Rs. 250 crores worth of firecrackers annually. Despite the erratic fluctuation in the market prices this commodity sells liker hot-cake during almost all national festivities including marriages, victory celebrations and other occasions of revelry. Of these, Diwali is one festival which accounts for the highest consumption in our country.
Fireworks produce light, sound, and smoke through oxidation and reduction chemical reactions. Common oxidizers like nitrates, chlorates and perchlorates react with fuels like sulfur, aluminum and magnesium to generate heat and gases. Specific elemental compounds like strontium and barium are used to produce different colors. While fireworks displays are enjoyable, their residues and emissions pollute the air and environment. Improper disposal of unused fireworks can also pose dangers. Alternatives like laser light shows provide entertainment without negative impacts. Safety should always be the top priority with fireworks.
A heavy smog hangs low in the air on Diwali night and a few days after that, resulting in the increased level of sulphur nitrates, magnesium, nitrogen dioxide which are injurious to our respiratory passages.
Cultural intelligence (CQ) is the ability to work effectively in different cultural contexts. It has become increasingly important for organizations as workforces have become more diverse in terms of skills, education, generations, and cultural values. CQ involves understanding how one's own cultural values influence behavior and adapting one's communication style, leadership approach, and other behaviors to different cultural contexts. It can be developed through self-awareness, cultural training, coaching, and continuous learning from intercultural interactions. Organizations can build CQ by hiring people with growth mindsets open to diversity, providing CQ training and coaching, and fostering ongoing reflection on intercultural experiences.
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Print this page
8.4 Building Cultural Intelligence
LEARNING OBJECTIVE
Discuss how to adapt to different cultures.
Managing cultural differences in the workplace is key to a company's survival, but it is also key to an
individual's ability to contribute to society. To operate effectively in a global world requires the use of cultural
intelligence, or the knowledge to function effectively across cultural contexts. Cultural intelligence is measured
by a person's cultural intelligence quotient (CQ). A person with high CQ can differentiate features of a
behavior that relate to culture, features that are universal, and features that are specific to an individual. For
example, if you attended a meeting in Finland and your Finnish colleague didn't do a lot of talking but then
summarized what you said, would that be a common cultural communication pattern found among Finns or is it
unique to that individual? If it is not unique to the individual but is a behavior common in Finnish culture, then
it can give you a clue about how you might want to structure your own conversations with other Finnish
colleagues.
Take, for example, a U.S. manager who was serving on a design team that included two German engineers. As
other team members offered ideas, the two Germans shot the ideas down—even describing them as not
applicable or too immature. After a fair amount of interaction with these engineers, the U.S. manager concluded
that Germans, in general, were rude and aggressive people. Had she possessed a higher level of cultural
intelligence, however, the U.S. manager might have realized that she was conflating the merit of ideas and the
merit of the people offering them—two factors the Germans were able to make a sharp distinction between.
Many managers would probably empathize with the team members whose ideas were being criticized and
propose a new style of discussion for the team that would protect people's feelings while allowing for candor.
However, without being able to distinguish how much of the engineers' behavior was culturally determined and
how much was unique to them as individuals, the manager couldn't know how to influence their actions or how
easy or difficult it might be to do so.
Assessing Cultural Intelligence
Cultural intelligence is rooted in research across many different countries and profoundly affects the way
businesses work and the success of cross-border leadership. Three factors determine a person's level of CQ.
It's not enough to be good at just one or two—all three are necessary to effectively and appropriately adjust
behaviors in a foreign culture. These three factors, which we discuss next, are cognitive CQ, behavioral CQ,
and motivational CQ.
Cognitive CQ .
Cognitive CQ is our level of understanding about how cultures are similar and different. Most corporate t.
This document summarizes a literature review on evaluation studies of cross-cultural training from 1988 to 2000. It finds that some studies confirm the effect of cross-cultural training on skills, adjustment, and performance, while others doubt the quality of evidence. In general, the effectiveness of different training methods remains unclear. Most evaluated U.S. student trainees using lectures and discussions. Training duration varied from half a day to 8 months. Expected outcomes included knowledge, behavior, attitudes, adjustment, and performance. Critical issues in the studies included lack of control groups and long-term evaluation.
This document discusses developing cultural training programs to optimize global work teams. It begins by explaining the difference between cross-cultural training, which focuses on differences between cultural groups, and intercultural training, which focuses on interactions between cultural groups. It then outlines three steps to developing an effective cultural training program: 1) create cultural awareness within the organization, 2) promote cultural self-awareness among employees, and 3) develop a framework for cross-cultural team interactions. The document provides examples of how companies can implement cultural training programs.
The International Air Transport Association developed an intercultural leadership program called I-Lead to help their culturally diverse teams learn to work together across different markets. The program paired junior employees from East Asia with those from Western regions to co-lead project teams. This allowed the leaders to overcome cultural barriers and adapt their styles to different cultures. Participants gained valuable experience managing cross-cultural teams and reported improved leadership skills and greater cultural awareness, even of their own cultures from other perspectives. The program helped build bridges across cultures within the organization.
ndia produces roughly Rs. 250 crores worth of firecrackers annually. Despite the erratic fluctuation in the market prices this commodity sells liker hot-cake during almost all national festivities including marriages, victory celebrations and other occasions of revelry. Of these, Diwali is one festival which accounts for the highest consumption in our country.
Fireworks produce light, sound, and smoke through oxidation and reduction chemical reactions. Common oxidizers like nitrates, chlorates and perchlorates react with fuels like sulfur, aluminum and magnesium to generate heat and gases. Specific elemental compounds like strontium and barium are used to produce different colors. While fireworks displays are enjoyable, their residues and emissions pollute the air and environment. Improper disposal of unused fireworks can also pose dangers. Alternatives like laser light shows provide entertainment without negative impacts. Safety should always be the top priority with fireworks.
A heavy smog hangs low in the air on Diwali night and a few days after that, resulting in the increased level of sulphur nitrates, magnesium, nitrogen dioxide which are injurious to our respiratory passages.
Cultural intelligence (CQ) is the ability to work effectively in different cultural contexts. It has become increasingly important for organizations as workforces have become more diverse in terms of skills, education, generations, and cultural values. CQ involves understanding how one's own cultural values influence behavior and adapting one's communication style, leadership approach, and other behaviors to different cultural contexts. It can be developed through self-awareness, cultural training, coaching, and continuous learning from intercultural interactions. Organizations can build CQ by hiring people with growth mindsets open to diversity, providing CQ training and coaching, and fostering ongoing reflection on intercultural experiences.
6820, 147 PMCulturePage 1 of 4httpsedugen.wileyplus..docxfredharris32
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Print this page
8.4 Building Cultural Intelligence
LEARNING OBJECTIVE
Discuss how to adapt to different cultures.
Managing cultural differences in the workplace is key to a company's survival, but it is also key to an
individual's ability to contribute to society. To operate effectively in a global world requires the use of cultural
intelligence, or the knowledge to function effectively across cultural contexts. Cultural intelligence is measured
by a person's cultural intelligence quotient (CQ). A person with high CQ can differentiate features of a
behavior that relate to culture, features that are universal, and features that are specific to an individual. For
example, if you attended a meeting in Finland and your Finnish colleague didn't do a lot of talking but then
summarized what you said, would that be a common cultural communication pattern found among Finns or is it
unique to that individual? If it is not unique to the individual but is a behavior common in Finnish culture, then
it can give you a clue about how you might want to structure your own conversations with other Finnish
colleagues.
Take, for example, a U.S. manager who was serving on a design team that included two German engineers. As
other team members offered ideas, the two Germans shot the ideas down—even describing them as not
applicable or too immature. After a fair amount of interaction with these engineers, the U.S. manager concluded
that Germans, in general, were rude and aggressive people. Had she possessed a higher level of cultural
intelligence, however, the U.S. manager might have realized that she was conflating the merit of ideas and the
merit of the people offering them—two factors the Germans were able to make a sharp distinction between.
Many managers would probably empathize with the team members whose ideas were being criticized and
propose a new style of discussion for the team that would protect people's feelings while allowing for candor.
However, without being able to distinguish how much of the engineers' behavior was culturally determined and
how much was unique to them as individuals, the manager couldn't know how to influence their actions or how
easy or difficult it might be to do so.
Assessing Cultural Intelligence
Cultural intelligence is rooted in research across many different countries and profoundly affects the way
businesses work and the success of cross-border leadership. Three factors determine a person's level of CQ.
It's not enough to be good at just one or two—all three are necessary to effectively and appropriately adjust
behaviors in a foreign culture. These three factors, which we discuss next, are cognitive CQ, behavioral CQ,
and motivational CQ.
Cognitive CQ .
Cognitive CQ is our level of understanding about how cultures are similar and different. Most corporate t.
In a world where professional services firms are increasingly opting for regional and global reach, the need to be responsive to cultural differences has skyrocketed. Whilst being culturally savvy has always been critical to local and cross-border business success, there is enormous room for improvement in this area. In an era where global mobility of talent is at an all time high, there is significant pressure on firms to respond to cultural nuance.
learn what cultural intelligence means
Demonstrate that Cultural Intelligence is often learned and improved upon according to person maturity
learn cultural intelligence’s function at work
Understand the meanings of motivation and perseverance within multi-ethnic contexts
Cultural Intelligence (CQ) refers to a set of four competencies that help individuals effectively navigate cultural differences: CQ Drive involves a willingness to engage with diverse others; CQ Knowledge is understanding cultural differences in values, assumptions, and beliefs; CQ Strategy is the ability to adapt one's perspective; and CQ Action is adapting verbal and non-verbal behavior. CQ helps organizations attract talent, innovate through diverse perspectives, and succeed in global markets by building relationships across cultures. Cultural Intelligence workshops teach CQ skills through interactive activities and real-world examples to improve intercultural effectiveness.
7LIBERTY UNIVERSITY SCHOOL OF DIVINITYResearch Paper P.docxalinainglis
7
LIBERTY UNIVERSITY SCHOOL OF DIVINITY
Research Paper Part 1
Professor Dr. Kenneth Nehrbass
in partial fulfillment of the requirements for the completion of
GLST 650 – D04 LUO
Intercultural Communication and Engagement
by
Avery Clementin
July 29, 2018
TABLE OF CONTENTS
INTRODUCTION 3
DEVELOPMENT PLAN 3
Present challenges 3
Future opportunities 4
Your CQ 4-5
Your strongest CQ capability 5
Your weakest CQ capability 5
ACTION PLAN 5
Strength; CQ action 6
Area for improvement; CQ knowledge 6
Accountability 6
BIBLIOGRAPHY 6
INTRODUCTION
Cultural intelligence (CQ) is a person’s ability to function effectively in a diversity of cultural circumstance whether domestically or intentionally. In all our cultures we have the idea of what is going on around us since we have a wealth of information most of which is in our subconscious minds thus helping us make sense of what we observe and experience. When we interact with people from different cultural background, the same prompts may have an entirely different meaning. Personal cultural intelligence has helped me to handle cultural diversity: the set of skills, abilities and knowledge needed to understand, recognize and adjust to changes in the culture. Through personal cultural intelligence training I can now critically scrutinize the meaning of my culture system and how it has influenced my assumptions, expectations and interpretations. This has helped a great deal in coming to acceptance that of the validity of the different world views. With high cultural intelligence we get a more comprehensive and inclusive manner of looking at the world. One becomes more accepting and less defensive to new ideas. We become more open to new ideas, relationships and perspectives. When we get released from the restrains of a particular worldview we open up to new contingencies and our lives are enriched.
DEVELOPMENT PL.
The world is becoming more inter-connected. Are managers prepared to lead a more culturally diverse work force? Cross Cultural Leadership skills are necessary to address both opportunities and challenges. But what type of training and development do managers need? Here, what outline criteria for developing competency in Cross Cultural Leadership.
The document provides an overview of the Intercultural Management Institute (IMI) at American University. IMI consults with organizations and trains personnel to manage cultural differences and leverage diversity for competitive advantage. They offer customized training in areas like cross-cultural communication, negotiation, and leadership. Trainers include intercultural experts and American University faculty. Training methods are grounded in research and tailored to each client's needs. Services aim to develop global leaders and support international growth. IMI is located at American University in Washington, D.C. and can deliver programs onsite or at the client's location.
Cultural intelligence inclusion_competency_training_sydney_melbourne_brisbaneFelicity Menzies
Cultural intelligence involves four main competencies that enable individuals to effectively interact with those from different cultures. These competencies are cultural intelligence drive, knowledge, strategy, and action. Having cultural intelligence is positively associated with better work group performance, cohesion, and inclusion in diverse settings. It also reduces workplace harassment and stress by enhancing intercultural understanding. Workshops on cultural intelligence provide assessments and development plans to help participants improve in these competencies.
Intercultural Competence Assessment and Development process (ICAD)directionforward
The document describes the Intercultural Competence Assessment and Development Process (ICAD) which is a service that assesses and enhances the intercultural skills of leaders. It includes online assessments, workshops, follow up development, and coaching. The process uses the Intercultural Competence Profiler (ICP) which is an online assessment tool that measures four aspects of intercultural competence: recognition of differences, respect, reconciliation, and realization. The ICP provides personalized profiles and feedback to help individuals improve their intercultural skills.
This interactive Masterclass introduces the CQ model and research. It will dive into a thorough understanding of ‘culture’.
This session will touch upon the relevance of cultural values, using activities to better understand team dynamics. The
content of this session is rooted in peer-reviewed research and successful practice among leading global organisations
Dr. David Edward Marcinko outlines his administrative leadership philosophy. He distinguishes between managers, who focus on coordinating tasks, and leaders, who focus on change recognition and continual improvement. The best training for leadership comes from the military, which teaches communicating missions, respect, trust, and challenging employees. Dr. Marcinko also emphasizes cultural sensitivity, self-development, leading by example through transparency and collaboration, and managing by walking around and using metrics.
Education 2.0 Conference Highlights The Role Of Cultural Intelligence To Prep...Education 2Conf
In this presentation by the Education 2.0 Conference, we will discover the world of Cultural Intelligence (CQ) in this engaging presentation. Learn what CQ is and why it's crucial for students in our globalized world. Explore practical strategies for developing cultural intelligence and understand the real-time benefits it offers, from enhanced employability to improved problem-solving skills. Prepare students for success in a diverse and interconnected global landscape.
1. The document discusses implementing the PEARL culture concept in Asia, outlining potential issues and solutions.
2. Some key issues discussed include major differences between Eastern and Western cultures that could impact PEARL's implementation in Asia, such as higher power distance and collectivism in Asian countries.
3. Potential solutions discussed include adapting the leadership development and culture transformation programs to better fit the Asian context through techniques like blended coaching approaches and action learning workshops.
This document summarizes articles from an HR e-bulletin published by ImaginativeHR in December 2015.
The first article discusses managing culture clashes during mergers and acquisitions, noting that differences in corporate cultures often lead to integration challenges. Honesty about cultural fit is important early on. Successful integrations require defining a future culture and implementing plans to encourage behaviors that support the new culture.
The second article discusses ensuring consistency in international outplacement services. While support has expanded globally at different rates, drawing on local expertise leads to the most effective outcomes. ImaginativeHR delivers career transition support internationally by working with local experts and providing centralized support.
The third article discusses developing coaching cultures in corporations to
The document summarizes the Streetwise MBA program, which aims to develop inclusive leaders who can work across cultural boundaries. The program takes place in cities and exposes participants to leaders working at points where cultures collide. Participants come from diverse backgrounds and sectors. Through experiential learning activities, assessments, and peer coaching, participants develop cultural intelligence skills to better lead diverse teams, make decisions, build networks, and drive innovation. Evaluations found the program improved participants' leadership, decision-making, network building, and ability to drive innovation. The program can be customized to meet organizations' talent, leadership, and diversity/inclusion goals.
The document discusses global diversity and developing a global mindset. It provides information on:
- The definition and importance of global diversity in multinational companies, and the issues organizations face in managing diversity globally.
- The benefits of diverse teams but also the challenges they present for global team leaders.
- The definition of a multicultural workforce and how diversity management can help draw out the benefits while addressing communication barriers.
- A five-step cycle for developing a global mindset, including recognizing your own cultural biases, learning about personality traits like curiosity, learning about workplace expectations in other countries, building intercultural relationships, and developing strategies to adjust your style across cultures.
This document discusses developing a global mindset. It outlines a 5-step cycle to improve cross-cultural interactions: 1) Recognize your own cultural values and biases, 2) Get to know your personality traits like curiosity, 3) Learn about workplace expectations in other countries, 4) Build strong intercultural relationships, 5) Develop strategies to adjust your style. Having a global mindset means leveraging self-awareness and what you know about different cultures to interact productively without losing your own identity.
A new leadership model called "Glocalised Leadership" is emerging that amalgamates local culture, organizational culture, and customer culture. Effective leadership requires flexibility and being fully context-based. Leaders must navigate cultural considerations to be effective across borders. Cultural context, organizational culture, industry, and customer needs all impact appropriate leadership styles. Glocalised leaders understand intent behind behaviors in different regions to connect in relevant ways.
Managing a diverse team is one of the biggest challenges project managers face. Teams are increasingly global and virtual, with members located in different countries and time zones. This introduces cultural and communication difficulties. Key issues include cultural differences in areas like communication styles, decision making, and views of time; lack of a unified project goal; absence of trust and rapport between geographically dispersed members; and insufficient training on how to work effectively as a diverse team. To overcome these challenges, project managers must help diverse teams establish trust, foster cross-cultural understanding, ensure clear goals and roles, and provide discipline and tools for collaboration across distances and cultures. With the right leadership approaches, diverse teams can leverage their varied strengths to achieve project success.
The document discusses the concept of leadership. It defines leadership as a social phenomenon necessary for achieving group objectives through initiatives and responses between people to achieve mutual goals and enrichment over time. Leadership involves influence relationships where leaders and followers intend real changes that reflect their shared purpose. Effective followership and developing followers is also important for organizations to adapt quickly to changes.
This document provides information about the Women in Leadership Western Australia Summit 2017, including the schedule, speakers, and registration details. The summit will take place from March 7-10, 2017 and will include a pre-summit workshop on March 7, a two-day summit on March 8-9, and a post-summit workshop on March 10. The summit will focus on providing leadership skills and strategies to help female leaders navigate challenges in today's dynamic business environment. It will feature presentations, panels, and case studies from senior female leaders in Western Australia. The goal is to empower attendees and help them unlock their leadership potential.
In a world where professional services firms are increasingly opting for regional and global reach, the need to be responsive to cultural differences has skyrocketed. Whilst being culturally savvy has always been critical to local and cross-border business success, there is enormous room for improvement in this area. In an era where global mobility of talent is at an all time high, there is significant pressure on firms to respond to cultural nuance.
learn what cultural intelligence means
Demonstrate that Cultural Intelligence is often learned and improved upon according to person maturity
learn cultural intelligence’s function at work
Understand the meanings of motivation and perseverance within multi-ethnic contexts
Cultural Intelligence (CQ) refers to a set of four competencies that help individuals effectively navigate cultural differences: CQ Drive involves a willingness to engage with diverse others; CQ Knowledge is understanding cultural differences in values, assumptions, and beliefs; CQ Strategy is the ability to adapt one's perspective; and CQ Action is adapting verbal and non-verbal behavior. CQ helps organizations attract talent, innovate through diverse perspectives, and succeed in global markets by building relationships across cultures. Cultural Intelligence workshops teach CQ skills through interactive activities and real-world examples to improve intercultural effectiveness.
7LIBERTY UNIVERSITY SCHOOL OF DIVINITYResearch Paper P.docxalinainglis
7
LIBERTY UNIVERSITY SCHOOL OF DIVINITY
Research Paper Part 1
Professor Dr. Kenneth Nehrbass
in partial fulfillment of the requirements for the completion of
GLST 650 – D04 LUO
Intercultural Communication and Engagement
by
Avery Clementin
July 29, 2018
TABLE OF CONTENTS
INTRODUCTION 3
DEVELOPMENT PLAN 3
Present challenges 3
Future opportunities 4
Your CQ 4-5
Your strongest CQ capability 5
Your weakest CQ capability 5
ACTION PLAN 5
Strength; CQ action 6
Area for improvement; CQ knowledge 6
Accountability 6
BIBLIOGRAPHY 6
INTRODUCTION
Cultural intelligence (CQ) is a person’s ability to function effectively in a diversity of cultural circumstance whether domestically or intentionally. In all our cultures we have the idea of what is going on around us since we have a wealth of information most of which is in our subconscious minds thus helping us make sense of what we observe and experience. When we interact with people from different cultural background, the same prompts may have an entirely different meaning. Personal cultural intelligence has helped me to handle cultural diversity: the set of skills, abilities and knowledge needed to understand, recognize and adjust to changes in the culture. Through personal cultural intelligence training I can now critically scrutinize the meaning of my culture system and how it has influenced my assumptions, expectations and interpretations. This has helped a great deal in coming to acceptance that of the validity of the different world views. With high cultural intelligence we get a more comprehensive and inclusive manner of looking at the world. One becomes more accepting and less defensive to new ideas. We become more open to new ideas, relationships and perspectives. When we get released from the restrains of a particular worldview we open up to new contingencies and our lives are enriched.
DEVELOPMENT PL.
The world is becoming more inter-connected. Are managers prepared to lead a more culturally diverse work force? Cross Cultural Leadership skills are necessary to address both opportunities and challenges. But what type of training and development do managers need? Here, what outline criteria for developing competency in Cross Cultural Leadership.
The document provides an overview of the Intercultural Management Institute (IMI) at American University. IMI consults with organizations and trains personnel to manage cultural differences and leverage diversity for competitive advantage. They offer customized training in areas like cross-cultural communication, negotiation, and leadership. Trainers include intercultural experts and American University faculty. Training methods are grounded in research and tailored to each client's needs. Services aim to develop global leaders and support international growth. IMI is located at American University in Washington, D.C. and can deliver programs onsite or at the client's location.
Cultural intelligence inclusion_competency_training_sydney_melbourne_brisbaneFelicity Menzies
Cultural intelligence involves four main competencies that enable individuals to effectively interact with those from different cultures. These competencies are cultural intelligence drive, knowledge, strategy, and action. Having cultural intelligence is positively associated with better work group performance, cohesion, and inclusion in diverse settings. It also reduces workplace harassment and stress by enhancing intercultural understanding. Workshops on cultural intelligence provide assessments and development plans to help participants improve in these competencies.
Intercultural Competence Assessment and Development process (ICAD)directionforward
The document describes the Intercultural Competence Assessment and Development Process (ICAD) which is a service that assesses and enhances the intercultural skills of leaders. It includes online assessments, workshops, follow up development, and coaching. The process uses the Intercultural Competence Profiler (ICP) which is an online assessment tool that measures four aspects of intercultural competence: recognition of differences, respect, reconciliation, and realization. The ICP provides personalized profiles and feedback to help individuals improve their intercultural skills.
This interactive Masterclass introduces the CQ model and research. It will dive into a thorough understanding of ‘culture’.
This session will touch upon the relevance of cultural values, using activities to better understand team dynamics. The
content of this session is rooted in peer-reviewed research and successful practice among leading global organisations
Dr. David Edward Marcinko outlines his administrative leadership philosophy. He distinguishes between managers, who focus on coordinating tasks, and leaders, who focus on change recognition and continual improvement. The best training for leadership comes from the military, which teaches communicating missions, respect, trust, and challenging employees. Dr. Marcinko also emphasizes cultural sensitivity, self-development, leading by example through transparency and collaboration, and managing by walking around and using metrics.
Education 2.0 Conference Highlights The Role Of Cultural Intelligence To Prep...Education 2Conf
In this presentation by the Education 2.0 Conference, we will discover the world of Cultural Intelligence (CQ) in this engaging presentation. Learn what CQ is and why it's crucial for students in our globalized world. Explore practical strategies for developing cultural intelligence and understand the real-time benefits it offers, from enhanced employability to improved problem-solving skills. Prepare students for success in a diverse and interconnected global landscape.
1. The document discusses implementing the PEARL culture concept in Asia, outlining potential issues and solutions.
2. Some key issues discussed include major differences between Eastern and Western cultures that could impact PEARL's implementation in Asia, such as higher power distance and collectivism in Asian countries.
3. Potential solutions discussed include adapting the leadership development and culture transformation programs to better fit the Asian context through techniques like blended coaching approaches and action learning workshops.
This document summarizes articles from an HR e-bulletin published by ImaginativeHR in December 2015.
The first article discusses managing culture clashes during mergers and acquisitions, noting that differences in corporate cultures often lead to integration challenges. Honesty about cultural fit is important early on. Successful integrations require defining a future culture and implementing plans to encourage behaviors that support the new culture.
The second article discusses ensuring consistency in international outplacement services. While support has expanded globally at different rates, drawing on local expertise leads to the most effective outcomes. ImaginativeHR delivers career transition support internationally by working with local experts and providing centralized support.
The third article discusses developing coaching cultures in corporations to
The document summarizes the Streetwise MBA program, which aims to develop inclusive leaders who can work across cultural boundaries. The program takes place in cities and exposes participants to leaders working at points where cultures collide. Participants come from diverse backgrounds and sectors. Through experiential learning activities, assessments, and peer coaching, participants develop cultural intelligence skills to better lead diverse teams, make decisions, build networks, and drive innovation. Evaluations found the program improved participants' leadership, decision-making, network building, and ability to drive innovation. The program can be customized to meet organizations' talent, leadership, and diversity/inclusion goals.
The document discusses global diversity and developing a global mindset. It provides information on:
- The definition and importance of global diversity in multinational companies, and the issues organizations face in managing diversity globally.
- The benefits of diverse teams but also the challenges they present for global team leaders.
- The definition of a multicultural workforce and how diversity management can help draw out the benefits while addressing communication barriers.
- A five-step cycle for developing a global mindset, including recognizing your own cultural biases, learning about personality traits like curiosity, learning about workplace expectations in other countries, building intercultural relationships, and developing strategies to adjust your style across cultures.
This document discusses developing a global mindset. It outlines a 5-step cycle to improve cross-cultural interactions: 1) Recognize your own cultural values and biases, 2) Get to know your personality traits like curiosity, 3) Learn about workplace expectations in other countries, 4) Build strong intercultural relationships, 5) Develop strategies to adjust your style. Having a global mindset means leveraging self-awareness and what you know about different cultures to interact productively without losing your own identity.
A new leadership model called "Glocalised Leadership" is emerging that amalgamates local culture, organizational culture, and customer culture. Effective leadership requires flexibility and being fully context-based. Leaders must navigate cultural considerations to be effective across borders. Cultural context, organizational culture, industry, and customer needs all impact appropriate leadership styles. Glocalised leaders understand intent behind behaviors in different regions to connect in relevant ways.
Managing a diverse team is one of the biggest challenges project managers face. Teams are increasingly global and virtual, with members located in different countries and time zones. This introduces cultural and communication difficulties. Key issues include cultural differences in areas like communication styles, decision making, and views of time; lack of a unified project goal; absence of trust and rapport between geographically dispersed members; and insufficient training on how to work effectively as a diverse team. To overcome these challenges, project managers must help diverse teams establish trust, foster cross-cultural understanding, ensure clear goals and roles, and provide discipline and tools for collaboration across distances and cultures. With the right leadership approaches, diverse teams can leverage their varied strengths to achieve project success.
The document discusses the concept of leadership. It defines leadership as a social phenomenon necessary for achieving group objectives through initiatives and responses between people to achieve mutual goals and enrichment over time. Leadership involves influence relationships where leaders and followers intend real changes that reflect their shared purpose. Effective followership and developing followers is also important for organizations to adapt quickly to changes.
This document provides information about the Women in Leadership Western Australia Summit 2017, including the schedule, speakers, and registration details. The summit will take place from March 7-10, 2017 and will include a pre-summit workshop on March 7, a two-day summit on March 8-9, and a post-summit workshop on March 10. The summit will focus on providing leadership skills and strategies to help female leaders navigate challenges in today's dynamic business environment. It will feature presentations, panels, and case studies from senior female leaders in Western Australia. The goal is to empower attendees and help them unlock their leadership potential.
Similar to Cq why every manager needs it nov 2011 (20)
1. Cultural Intelligence
Why Every Leader Needs It
By David Livermore, Linn VanDyne, and Soon Ang
For many business leaders, cultural awareness and understanding is
considered a soft skill that can be taken lightly compared to hard skills like
market research, negotiation strategies, and business development
acumen. But a leader’s ability to successfully do any of these tasks in a
multicultural context quickly becomes a bottom-line issue when dealing
with real people in real situations. Thankfully, there’s an emerging body of
research that provides tangible ways to assess and develop cultural
intelligence, or CQ—the capability to function effectively across various
cultural contexts.
Cultural intelligence is rooted in more than a decade of rigorous academic
research across dozens of different cultures. It’s led to a whole new way of
approaching cross-border management, diversity training, and virtual
team development. Previously, the predominant approach to cultural
competence was teaching people about specific cultures and assuming that
“head” knowledge would translate into sensitivity and effectiveness in
intercultural contexts. In contrast, our findings indicate that a leader’s
cultural intelligence is largely a personal capability rooted in the
individual’s internal motivation, thinking, consciousness, and adaptability.
Evidence-based research demonstrates that CQ is a capability that can be
assessed and developed with promising results for those who manage with
cultural intelligence. We begin by reviewing the four capabilities of cultural
intelligence and then we describe ways leaders can assess and develop this
CQ capability in themselves and others.
November 2011
The predominant
approach to cultural
competence was
teaching people about
specific cultures and
assuming that “head”
knowledge would
translate into
sensitivity and
effectiveness in
intercultural contexts.
2. 2
FOUR CAPABILITIES OF
CULTURALLY INTELLIGENT
LEADERS
Leaders with high CQ can effectively
adapt their leadership style to fit
multicultural situations involving
customers, suppliers, and associates
from diverse backgrounds. Leaders
with high CQ demonstrate strength
in four distinct CQ capabilities (CQ
Drive, Knowledge, Strategy, and
Action). All four capabilities are
needed because focusing on one
without the others may actually
result in increased cultural ignorance
rather than enhanced cultural
intelligence. This is because CQ
requires an overall repertoire of
adaptive capabilities. The four CQ
capabilities are:
1. CQ Drive: Showing interest,
confidence, and drive to adapt
cross-culturally
CQ Drive is the leader’s level of
interest, motivation, and
confidence to adapt cross-
culturally. This refers to whether
or not you have the confidence
and drive to work through the
challenges and conflict that often
accompany intercultural work.
The ability to be personally
engaged and to persevere through
intercultural challenges is one of
the most novel aspects of cultural
intelligence. Many intercultural
training approaches simply assume
that people are motivated to gain
cross-cultural capabilities. Yet
employees often approach
diversity training apathetically,
and employees headed out on
international assignments are
often more concerned about
moving their families overseas and
getting settled than they are about
developing cultural
understanding. Without ample
motivation, there’s little point in
spending time and money on
training.
Doug, a North American with a
multinational firm who was sent to
manage a team in Bangkok
describes how little he paid
attention to the cultural training
he received before moving to
Thailand. It wasn’t that he didn’t
care. It’s just that he was
overwhelmed getting ready for the
move and he found the training
The Four Capabilities of Culturally Intelligent Leaders
3. 3
overly theoretical and too focused
upon cultural stereotypes. But he
definitely wanted to succeed.
CQ Drive includes intrinsic
motivation—the degree to which
you derive enjoyment from
culturally diverse situations,
extrinsic motivation—the more
tangible benefits you gain from
culturally diverse experiences, and
self-efficacy— your confidence
that you will be effective in an
intercultural encounter. All three
of these motivational dynamics
play a role in how leaders
approach multi-cultural situations.
Stop and examine your motivation
for doing cross-cultural work.
Your CQ Drive is strongly related
to your effectiveness in new
cultural contexts.
2. CQ Knowledge: Understanding
intercultural issues and differences
CQ Knowledge is the cognitive
dimension of cultural intelligence.
It refers to the leader’s level of
understanding about culture and
culture’s role in shaping the way to
do business when different
cultures are involved. Your CQ
Knowledge is based upon the
degree to which you understand
the idea of culture and how it
influences the way you think and
behave. It also includes your
overall understanding of the ways
cultures vary from one context to
the next.
When Doug got to Bangkok, he
quickly discovered that leading
and motivating his mostly Asian
team wasn’t coming easily. He had
a longstanding reputation for
being a phenomenal negotiator.
But his negotiations here kept
getting stalled. Even though he had
extensive management experience,
he was losing confidence in his
ability to be a good leader.
One of the most important parts of
CQ Knowledge is a macro
understanding of cultural systems
and the cultural norms and values
associated with different societies.
In order to lead effectively you
need to understand ways that
communication styles,
predominant religious beliefs, role
expectations for men and women
etc. can differ across cultures. In
addition, general knowledge about
different types of economic,
business, legal, and political
systems that exist throughout the
world is important. And you need
a core understanding of culture,
language patterns and nonverbal
behaviors. This kind of knowledge
helps build your confidence when
working in a new cultural
environment.
The other important part of CQ
Knowledge is understanding how
culture influences your
effectiveness in specific domains.
For example, being an effective
global leader in business looks
different from being an effective
CQ DRIVE
! Intrinsic
! Extrinsic
! Self Efficacy
4. leader of a multicultural
university. And working across
borders for an information
technology company requires a
different application of cultural
understanding than working
across borders for a charitable
organization or on a military
initiative. This kind of specialized,
domain-specific cultural
knowledge combined with a macro
understanding of cultural issues is
a crucial part of leading with
cultural intelligence.
CQ Knowledge is the area that is
most often emphasized in typical
approaches to intercultural
competency. A large and growing
training and consulting industry
focuses on teaching leaders about
general cultural values. While
valuable, however, the knowledge
that comes from CQ Knowledge
has to be combined with the other
three capabilities of CQ or its
relevance to the real demands of
leadership is questionable and
potentially detrimental.
3. CQ Strategy: Making sense of
culturally diverse experiences and
planning accordingly
CQ Strategy refers to the leader’s
level of awareness and ability to
strategize when crossing cultures.
This capability involves slowing
down the rpm’s long enough to
carefully observe what’s going on
inside our own and other people’s
heads. It’s the ability to think
about our own thought processes
and draw upon our cultural
knowledge to understand a
different cultural context and solve
problems in that situation. It
includes whether we can use our
cultural knowledge to plan an
appropriate strategy, accurately
interpret what’s going on in an
intercultural situation, and check
to see if our expectations are
accurate or need to be adjusted.
Doug has always used a leadership
style focused upon developing
individuals to pursue their
personal goals and to “lead
themselves”. He was aware that
this was a countercultural
approach in Asia. But he had no
interest in becoming a highly
directive leader. So he had to
develop a strategy for how to be
true to himself while effectively
leading a team with values
different from his.
Seasoned leaders often jump into
meetings and new situations with
little planning. This often works
fine when meeting with colleagues
or clients from a similar cultural
background. By drawing upon
emotional intelligence and
leadership experience, we can
often get away with “winging it”
because we know how to respond
to cues and how to talk about
various projects. When meetings
CQ KNOWLEDGE
! Culture General
! Culture Specific
CQ STRATEGY
! Planning
! Awareness
! Checking
5. 5
involve individuals from different
cultural contexts, however, many
of the rules change. Relying upon
our ability to intuitively respond to
cues in these more novel situations
is dangerous. That’s where CQ
Strategy comes in.
CQ Strategy includes planning,
awareness, and checking.
Awareness means being in tune
with what’s going on in one’s self
and others. Planning is taking the
time to prepare for an intercultural
encounter – anticipating how to
approach the people, topic, and
situation. Checking is the
monitoring we do as we engage in
interactions to see if the plans and
expectations we had were
appropriate. It’s comparing what
we expected with our actual
experience. CQ Strategy
emphasizes implementation. It’s
the lynchpin between
understanding cultural issues and
actually being able to use that
understanding to manage
effectively.
4. CQ Action: Changing verbal
and nonverbal actions
appropriately when interacting
cross-culturally
Finally, CQ Action is the leader’s
ability to act appropriately in a
wide range of cultural situations. It
influences whether we can actually
accomplish our performance goals
effectively in light of different
cultural situations. One of the
most important aspects of CQ
Action is knowing when to adapt
to another culture and when not to
do so. A leader with high CQ
learns which actions will and
won’t enhance effectiveness and
acts upon that understanding.
Thus, CQ Action involves flexible
behaviors tailored to the specific
cultural context.
Doug is grateful for a team of staff
who are fluent in English. He’s
learning some basic Thai to get
along. But at times, he feels like he
has to relearn English too. His
assistant needs very explicit, step-
by-step directions. And on the rare
occasion when she makes a request
of him, he has the hardest time
figuring out exactly what she’s
asking for.
CQ Action includes appropriate
flexibility in speech acts – the exact
words and phrases we use when
we communicate specific types of
messages (e.g. offering negative
feedback directly or indirectly or
knowing how to appropriately
make a request). It also includes
the capability to be flexible in
verbal and nonverbal actions.
While the demands of today’s
intercultural settings make it
impossible to master all the dos
and don’ts of various cultures,
there are certain behaviors that
should be modified when we
interact with different cultures.
CQ ACTION
! Speech Acts
! Verbal
! Nonverbal
6. 6
For example, Westerners need to
learn the importance of carefully
studying business cards presented
by those from most Asian
contexts. Also, some basic verbal
and nonverbal behaviors enhance
the extent to which we are seen as
effective by others. As an example,
the verbal tone (e.g., loud vs. soft)
in which words are spoken can
convey different meanings across
cultures. And although it is not
necessary for an outsider to master
the intricacies of bowing in Japan,
appropriate use of touch is
something to bear in mind. In
sum, almost every approach to
intercultural work has insisted on
the importance of flexibility. With
CQ Action, we now have a way to
enhance flexibility.
LEADING WITH CULTURAL
INTELLIGENCE
In order for cultural intelligence to
impact the bottom line, leaders
need to think strategically about a
long-term approach for
developing this capability. A few of
the key strategies for leading with
cultural intelligence include the
following:
1. Reflect on your own CQ
Capabilities
Begin with a commitment to
consider your own capabilities for
leading across cultures. By
thinking through the four
capabilities of CQ, consider which
area is strongest and weakest for
you.
CQ Drive: What’s my level of
interest in cross-cultural issues?
CQ Knowledge: To what degree
do I understand how cultures
are similar and different?
CQ Strategy: Am I aware of
what’s occurring in a cross-
cultural situation and am I able
to plan accordingly?
CQ Action: Do I know when I
should adapt and when I should
not adapt my behavior cross-
culturally?
Each of us is stronger in some of
these areas than others. Zero in on
one specific CQ capability to begin
increasing your overall CQ.
There are a variety of academically
validated CQ assessments that are
proven to predict the degree to
which you are able to adjust and
perform in intercultural contexts.
The CQ Self-Assessment is a great
way to begin developing awareness
by reflecting on your intercultural
abilities. As a next step, the CQ
Multi-Rater Assessment can be
used as a 360-degree instrument
that allows bosses, peers, direct
reports, clients, and sometimes
even family members to assess you
according to the four CQ
capabilities and the sub-
dimensions of each. Find more
Leading with
Cultural Intelligence
1. Reflect on your own
CQ capabilities
2. Assess and Develop
the CQ of Others
3. Assess the cross-
border effectiveness of
the organization as a
whole
4. Integrate global
effectiveness into the
strategic plan.
7. 7
information about these and other
CQ assessments at
www.culturalQ.com
2. Assess and Develop the CQ of
Others
Next, utilize the above ideas with
your colleagues and with those you
manage. Begin by assessing the CQ
of strategic leaders and associates
who have the most interaction
with culturally diverse contexts.
Next, add CQ assessment and
feedback to ongoing HR programs
for large numbers of employees.
Don’t put everyone through the
same one-size fits all intercultural
training plan. Some have plenty of
knowledge but not a lot of
motivation. Others are very
motivated but aren’t quite sure
how to translate that into effective
behavior. Empower your team and
your colleagues to develop
personalized CQ development
plans based upon their CQ
strengths and weaknesses.
Bringing in speakers, offering
workshops, and distributing books
to offer a common language and
vision can be very helpful within
this context. Just be sure the
education and training fits within
a larger plan. And whenever
possible, provide personnel with
individualized feedback and
coaching to help them in this
process.
3. Assess the cross-border
effectiveness of the organization
as a whole.
Cultural intelligence begins at the
personal level. But leading with
cultural intelligence must also
include an analysis of the
organization’s practices. Some
questions to begin with are:
• What’s our level of success
working internationally
and/or across different ethnic
cultures domestically?
• What’s the level of satisfaction
from personnel and
clients/constituents who come
from different cultural
backgrounds?
• To what degree do cultural
differences inform our
strategic decisions?
• What’s our plan for retaining
our core identity/brand while
also adapting to various
cultures?
4. Integrate global effectiveness
into the Strategic Plan
Rather than simply relegating
cross-border effectiveness to the
“international sales” division or to
the “diversity and inclusion
officer”, make it part of the overall
strategic plan for the organization.
• How does culture inform the
way R&D do their work?
8. 8
• How does a globally dispersed
workforce and/or clientele need
to shape the way I.S. develops
their processes?
• How will the targets identified at
the C-suite level be informed by
cross-border issues?
The demands of leading in an era of
escalating globalization are fast and
furious. Companies need leaders who
have the know-how to quickly adjust
to dozens of different cultures on a
daily basis. Research proves that this
is a capability that can be developed
by any manager. But it takes more
than just a gut-level, sixth sense that
is often promoted in leadership
circles. It requires discipline and
hard work as well as adaptability for
leaders to inspire, innovate, and
negotiate effectively in today’s
increasingly diverse world. And with
that hard work, slowly but surely,
managers and companies can expect
to see the bottom line implications of
leading with cultural intelligence.
David Livermore, Ph.D. has written
several books on global leadership
and cultural intelligence including
Leading with Cultural Intelligence
David Livermore, Ph.D. has written
several books on global leadership
and cultural intelligence including
Leading with Cultural Intelligence
and his newest release, The Cultural
Intelligence Difference. He’s president
of the Cultural Intelligence Center in
East Lansing, MI and has worked
with leaders in more than 100
countries. www.davidlivermore.com
Linn Van Dyne, Ph.D. is a professor
management at Michigan State
University, where she does research
on discretionary behavior and
cultural intelligence, serves on five
editorial boards, and is Associate
Editor of Organizational Behavior
and Human Decision Processes. She
co-edited The Handbook of Cultural
Intelligence. Prior to her academic
career, she held management
positions in for-profit and not-for-
profit organizations, including
leading the Human Resources Group
for a multinational manufacturing
firm with locations all over the
world. www.linnvandyne.com
Soon Ang, Ph.D is the Goh Tjoei
Kok Distinguished Chair and
Professor in Management at the
Nanyang Technological University in
Singapore. She is a recognized world
authority in Cultural Intelligence
(CQ), global leadership, and
outsourcing. She pioneered and co-
authored two foundation books on
CQ and co-edited the Handbook of
Cultural Intelligence (ME Sharpe).
Her ideas on CQ have been described
as the most cogent, well researched,
and comprehensive.
www.soonang.com
For more information on cultural
intelligence, visit www.culturalQ.com