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![CQ Model Dimensions
CQ Drive [Motivation/Heart]
What’s my interest in this cross-cultural assignment?
CQ Knowledge [Cognition]
What cultural information is needed to fulfill this task?
CQ Strategy [Metacognition/Head]
What’s my plan?
CQ Action [Behavior/Body]
What behaviors do I need to adapt to do this effectively?
•Business
•Values and Norms
•Socio-linguistic
•Leadership
•Planning
•Awareness
•Checking
•Intrinsic
•Extrinsic
•Self-Efficacy
•Speech Acts
•Verbal
•Nonverbal
4. CQ
Action
1. CQ
Drive
2. CQ
Knowledge
3. CQ
Strategy
CQ Drive [Motivation/Heart]
What’s my interest in this cross-cultural assignment?
•Business
•Values and Norms
•Socio-linguistic
•Leadership
•Planning
•Awareness
•Checking
•Intrinsic
•Extrinsic
•Self-Efficacy
•Speech Acts
•Verbal
•Nonverbal
4. CQ
Action
1. CQ
Drive
2. CQ
Knowledge
3. CQ
Strategy](https://image.slidesharecdn.com/bt7priyankasharma-180105143856/75/Cultural-Intelligence-A-Key-Skill-for-Success-7-2048.jpg)
![Questions? Feedback? Coffee?
emailpriyanka2010@yahoo.com thenaberry@hotmail.com
The views expressed in this presentation are those of the presenter and do not necessarily reflect the views of DaVita.
Priyanka Sharma, MBA, CSM, PMI-ACP, CSP (Emailpriyanka2010@yahoo.com) Thena Berry, CSM, ITIL Shared Services (Thenaberry@Hotmail.com)
Currently working as Director, QA in Nashville, Tennessee. She has 17+ years of
engineering background with experience in Healthcare and Energy sector. She is also
acting as Scrum trainer in a distributed environment. Public Speaking talks include:
• PMI Symposium 2013 [With Judith Mills, JudithMillsConsulting group]: Culture a ‘Silent
language’ – Learn it to make Scrum successful
• PMI Symposium 2014 [With Neal Reizer, SVP R&D, MedAssets]: Agile, PDLC, and You
• SCRUM Alliance 2014[With Judith Mills, JudithMillsConsulting group]: Culture a ‘Silent
language’ – Learn it to make Scrum successful
• PMI Symposium 2015 [With Thena Berry]: ManAGILEment the Dilbert way
• PMI March 2016 Luncheon [With Thena Berry]: ManAGILEment the Dilbert way
• PMI Symposium 2016 [With Thena Berry]: Agile Project Managers: Translators,
Connectors, Builders
• Music City Code 2016 [With Thena Berry]: : Culture Intelligence: Don’t Shy Away, Learn
for Success
• Music City Agile 2016 [With Thena Berry]: Ending SCRUM Ceremony Phobia: Definition of
Ready
• Center for Information Development Management, April 2017[With Thena Berry]:
Content Management
• PMI Symposium 2017 [With Thena Berry]: Culture a ‘Silent language’ - Don’t shy away
Serves as the Manager for BA in Nashville, Tennessee. In her 20 year career as a Technical
Communicator, Ms. Berry has worked across industries including Healthcare Management,
Software and Hardware Development, and Education and Housing. In each of her
endeavors, Ms. Berry focuses on building effective processes for getting the right
information to the right person at the right time. Public Speaking talks include:
• Center for Information Development Management, April 2013: Introducing Knowledge
Management to Your Enterprise
• PMI Symposium 2015 [with Priyanka Sharma]: ManAGILEment the Dilbert way
• PMI March 2016 Luncheon [With Priyanka Sharma]: ManAGILEment the Dilbert way
• PMI Symposium 2016 [With Priyanka Sharma]: Agile Project Managers: Translators,
Connectors, Builders
• CIDM INFO 2016: Building Product Documentation in Parallel Sprints
• Music City Code 2016 [With Priyanka Sharma]: Culture Intelligence: Don’t Shy Away, Learn
for Success
• Music City Agile 2016 [With Priyanka Sharma]: Ending SCRUM Ceremony Phobia: Definition
of Ready
• Center for Information Development Management, April 2017[With Priyanka Sharma]:
Content Management
• PMI Symposium 2017 [With Priyanka Sharma]: Culture a ‘Silent language’ - Don’t shy away](https://image.slidesharecdn.com/bt7priyankasharma-180105143856/75/Cultural-Intelligence-A-Key-Skill-for-Success-13-2048.jpg)
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Cultural Intelligence: A Key Skill for Success
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- 3. Culture Intelligence Don’t shyaway, learn for success Priyanka Sharma MBA, CSP, CSM, PMI-ACP Director, QA Nashville, Tennessee Thena Berry CSM, ITIL Manager, BA Nashville, Tennessee The views expressed in this presentation are those of the presenter and do not necessarily reflect the views of DaVita. Why are you here? • Culture • Cultural Intelligence • Cultural Dimensions • Intercultural Communication Process
- 4. For Your Consideration Isit “Culture Shock”? Recognizing • Communication styles • Approach towards conflict • Approach to completing tasks • Decision making styles • Attitude towards disclosure
- 5. Challenges? • They won’ttell the truth • I can’t get a straight answer • I can’t get an answer • But they agreed • They just over-complicate everything • Nothing worked when we came in the morning • If they would talk to each other… Definitions Culture: Provides us with our identity, beliefs, values, and behavior. “The way we do things around here.” Cultural Intelligence (CQ): Cultural intelligence is the ability to relate and work effectively across cultures. “The way we adapt for various cultural settings.” IQ : General Mental Ability EQ : Emotional Intelligence CQ : Cultural Intelligence Good leaders need all three to lead effectively
- 6. Goal of CulturalIntelligence (CQ)? • Mergers & Acquisitions • Onshore-Offshore model • Diversity in Organization Grasshopper The days of identifying a single target customer are long gone. Pest – USA Appetizer – Northern Thailand Pet – China Distinguish behaviors driven by culture from those specific to an individual • Respect and recognition of other cultures Adapt Leadership style • Leaders gravitate towards differences • Improved creativity and innovation Manage business and workplace relationships • Recruit and develop cross-cultural talent My most surprising cultural interaction?
- 7. CQ Model Dimensions CQDrive [Motivation/Heart] What’s my interest in this cross-cultural assignment? CQ Knowledge [Cognition] What cultural information is needed to fulfill this task? CQ Strategy [Metacognition/Head] What’s my plan? CQ Action [Behavior/Body] What behaviors do I need to adapt to do this effectively? •Business •Values and Norms •Socio-linguistic •Leadership •Planning •Awareness •Checking •Intrinsic •Extrinsic •Self-Efficacy •Speech Acts •Verbal •Nonverbal 4. CQ Action 1. CQ Drive 2. CQ Knowledge 3. CQ Strategy CQ Drive [Motivation/Heart] What’s my interest in this cross-cultural assignment? •Business •Values and Norms •Socio-linguistic •Leadership •Planning •Awareness •Checking •Intrinsic •Extrinsic •Self-Efficacy •Speech Acts •Verbal •Nonverbal 4. CQ Action 1. CQ Drive 2. CQ Knowledge 3. CQ Strategy
- 8. CQ Knowledge: UnderstandingContext Economic Systems: How does a culture organize itself to produce, allocate, and distribute basic resources? Essential Question: How to motivate; state vs. private; HR policies Capitalist Tends to be motivated by competition. Individuals are motivated to care for themselves. US and Singapore Socialistic Understand which industries are state run or privatized. Some privatized may have high state-level investments. Denmark and New Zealand Relationship Systems: How do people see themselves in relation to the people around them? Essential Question: How will making room for family obligations effect recruiting and retaining talent? Kinship Expect introduction to include discussion of family relationships (siblings, parent, etc.) and your educational or familial background. South Africa and Oman Nuclear Families Nuclear leaders may not see the importance of hearing or sharing about extended family during initial introductions US Religious Systems: How do people see themselves in relation to the “bigger picture”? Essential Question: How will religious holidays impact your business interactions? Rational Be respectful about how you discuss your religious beliefs. Mystical Avoid mergers and meetings during inauspicious days or important festivals. • Business • Values and Norms • Socio-linguistic • Leadership • Planning • Awareness • Checking • Intrinsic • Extrinsic • Self-Efficacy • Speech Acts • Verbal • Nonverbal 4. CQ Action 1. CQ Drive 2. CQ Knowledge 3. CQ Strategy Individualism Cultures in which people define themselves as individuals and form looser ties with other groups. USA, Australia, UK, Canada Collectivism Cultures where people have stronger bonds to their groups and group membership forms a person’s self identity. Pakistan, India, China, Indonesia Low Power Distance A society that views an unequal distribution of power as relatively unaccepted. Austria, Denmark, Israel, Ireland, USA High Power Distance A society that views an unequal distribution of power as relatively acceptable. Malaysia, Philippines, Russia, Mexico, India, China Low Uncertainty Avoidance Cultures in which people are comfortable in unpredictable situations and have high tolerance for ambiguity. Saudi Arabia, Jamaica, UK, China, Sweden, India High Uncertainty Avoidance Cultures in which people prefer predictable situations and have low tolerance for ambiguity. German, Belgium, Greece, Guatemala, Portugal, Russia Masculinity Cultures in which people value achievement and competitiveness, as well as acquisition of money and other material objects. Japan, Hungary, Austria Femininity Cultures in which people value maintaining good relationships, caring for the weak, and quality of life. Norway, Netherlands, Sweden, Chile CQ Knowledge: Understanding Context Hofstede’s Model of National Culture/Challenges
- 9. PowerDistanceLarge PowerDistanceSmall Collectivist Individualist INDIA MEXICO RUSSIA JAPAN CANADA US UK NORWAY GERMANYISRAEL COSTA RICA CHINA THAILAND FRANCE Masculine Feminine Uncertainty AvoidanceStrong Uncertainty Avoidance Weak INDIA JAPAN CHINA RUSSIA MEXICO CANADA GERMANY UK US COSTA RICA THAILAND FRANCE Comparing Cultures Adapted from: https://geert-hofstede.com/cultural-survey.html 80 20 60 30 87 24 77 48 56 40 51 26 Power Distance Individualism Masculinity Uncertainty Avoidance Long Term Orientation Indulgence China and India Comparison China India 80 20 60 30 87 24 40 91 62 46 26 68 Power Distance Individualism Masculinity Uncertainty Avoidance Long Term Orientation Indulgence China and United States Comparison China United States Cultural Differences 77 48 56 40 51 26 40 91 62 46 26 68 Power Distance Individualism Masculinity Uncertainty Avoidance Long Term Orientation Indulgence India and United States Comparison India United States 80 20 60 30 87 24 77 48 56 40 51 26 40 91 62 46 26 68 Power Distance Individualism Masculinity Uncertainty Avoidance Long Term Orientation Indulgence India, China, and United States Comparison China India United States
- 10. Time Orientation CLOCK DrivenEVENT Driven Australia Arab Countries Canada India China Mexico France Japan US CQ Strategy: What’s my plan? •Business •Values and Norms •Socio-linguistic •Leadership •Planning •Awareness •Checking •Intrinsic •Extrinsic •Self-Efficacy •Speech Acts •Verbal •Nonverbal 4. CQ Action 1. CQ Drive 2. CQ Knowledge 3. CQ Strategy
- 11. •Planning •Awareness •Checking Include everyone inconversations • One tool • Use one communication tool • Unmute phones transparency Remove ambiguity • Prepare to ask specific questions • Ask to summarize • Clear charters • Specific commitments Build relationships • Enable remote pairing • Connect across cultures (movies, food, sports, art, etc.) Build effective team leadership • Find generalists • Comfortable with ambiguities • Able to remove ego from conversations “Know yourself” • What are your biases/preferences? • What is your personality? • What are your cultural traits? Learn about other cultures • Attend local international festivals • Check out international news • Try cuisine from other countries Evaluate • Experiences verses expectations • Assumptions verses reality CQ Strategy CQ Action: How should I adapt? •Business •Values and Norms •Socio-linguistic •Leadership •Planning •Awareness •Checking •Intrinsic •Extrinsic •Self-Efficacy •Speech Acts •Verbal •Nonverbal 4. CQ Action 1. CQ Drive 2. CQ Knowledge 3. CQ Strategy
- 12. •Verbal •Nonverbal •Making Requests Verbal • Speed •Accent • Tone • Topics • Words Nonverbal • Gestures • Facile expressions • Head movement • Closeness • Body contact • Eye movements • Hand movements Requests • Direct • Indirect CQ Action Are you aware of how much personal space others need? CQ Drive – Know why you want to have a cultural interaction CQ Knowledge – Research cultural contexts CQ Strategy – Know how you’re going to approach interactions CQ Action – Implement your strategy and check the results Know yourself, know your audience, have fun • Culture • Cultural Intelligence • Cultural Dimensions • Intercultural Communication Process Summary
- 13. Questions? Feedback? Coffee? emailpriyanka2010@yahoo.comthenaberry@hotmail.com The views expressed in this presentation are those of the presenter and do not necessarily reflect the views of DaVita. Priyanka Sharma, MBA, CSM, PMI-ACP, CSP (Emailpriyanka2010@yahoo.com) Thena Berry, CSM, ITIL Shared Services (Thenaberry@Hotmail.com) Currently working as Director, QA in Nashville, Tennessee. She has 17+ years of engineering background with experience in Healthcare and Energy sector. She is also acting as Scrum trainer in a distributed environment. Public Speaking talks include: • PMI Symposium 2013 [With Judith Mills, JudithMillsConsulting group]: Culture a ‘Silent language’ – Learn it to make Scrum successful • PMI Symposium 2014 [With Neal Reizer, SVP R&D, MedAssets]: Agile, PDLC, and You • SCRUM Alliance 2014[With Judith Mills, JudithMillsConsulting group]: Culture a ‘Silent language’ – Learn it to make Scrum successful • PMI Symposium 2015 [With Thena Berry]: ManAGILEment the Dilbert way • PMI March 2016 Luncheon [With Thena Berry]: ManAGILEment the Dilbert way • PMI Symposium 2016 [With Thena Berry]: Agile Project Managers: Translators, Connectors, Builders • Music City Code 2016 [With Thena Berry]: : Culture Intelligence: Don’t Shy Away, Learn for Success • Music City Agile 2016 [With Thena Berry]: Ending SCRUM Ceremony Phobia: Definition of Ready • Center for Information Development Management, April 2017[With Thena Berry]: Content Management • PMI Symposium 2017 [With Thena Berry]: Culture a ‘Silent language’ - Don’t shy away Serves as the Manager for BA in Nashville, Tennessee. In her 20 year career as a Technical Communicator, Ms. Berry has worked across industries including Healthcare Management, Software and Hardware Development, and Education and Housing. In each of her endeavors, Ms. Berry focuses on building effective processes for getting the right information to the right person at the right time. Public Speaking talks include: • Center for Information Development Management, April 2013: Introducing Knowledge Management to Your Enterprise • PMI Symposium 2015 [with Priyanka Sharma]: ManAGILEment the Dilbert way • PMI March 2016 Luncheon [With Priyanka Sharma]: ManAGILEment the Dilbert way • PMI Symposium 2016 [With Priyanka Sharma]: Agile Project Managers: Translators, Connectors, Builders • CIDM INFO 2016: Building Product Documentation in Parallel Sprints • Music City Code 2016 [With Priyanka Sharma]: Culture Intelligence: Don’t Shy Away, Learn for Success • Music City Agile 2016 [With Priyanka Sharma]: Ending SCRUM Ceremony Phobia: Definition of Ready • Center for Information Development Management, April 2017[With Priyanka Sharma]: Content Management • PMI Symposium 2017 [With Priyanka Sharma]: Culture a ‘Silent language’ - Don’t shy away