This document discusses cultural intelligence and cross-cultural communication skills. It notes that developing these skills is important for global citizenship to avoid culture shock. It identifies some blocks to cross-cultural communication and discusses how to develop skills in interpreting unfamiliar gestures, mirroring other cultures, and bringing behavioral and emotional changes to communicate effectively across cultures. The document also discusses the importance of cultural intelligence in corporate environments to avoid potential chaos and competition from lack of understanding between cultures.
Cultural Intelligence: A Leadership Skill for the FutureCheryl Doig
This presentation is for educators who wish to explore the increasing cultural diversity of staff, students and community and how cultural intelligence can be grown.
Discover the multiple meanings of ‘culture’ and why you belong to many not just one.
Learn about cultural universals: how we are more alike than we are different.
Think about this model for understanding cultural differences.
Culturally Competent Leaders: Exploring Cultural IntelligenceNatascha Saunders
A group of Northeastern University doctoral students come together to present on the topic: Culturally Competent Leaders: Exploring Cultural Intelligence (CI) in Higher Education. Course: EDU 7281 Research Process (R2)
PROBLEM STATEMENT:
Administrative leaders at a mid-sized liberal arts college that is in the beginning stages of an internationalization effort may have disparate perceptions of what it means to be culturally competent. Their ability to consistently show tolerance, empathy, respect, appreciation toward and the ability to work with people who are different from oneself is essential. The success of this internationalization process which includes diversifying the study body, establishing study programs, and globalizing curriculum hangs in the balance. This study will provide important insight into senior leaders’ impressions of cultural competence as a concept and it will inform professional development policy moving forward.
PRESENTERS:
Stephen Lyons, Robert Outerbridge, Natascha Saunders
Patricia Steiner, Tonia Teresh
Cultural Intelligence: A Leadership Skill for the FutureCheryl Doig
This presentation is for educators who wish to explore the increasing cultural diversity of staff, students and community and how cultural intelligence can be grown.
Discover the multiple meanings of ‘culture’ and why you belong to many not just one.
Learn about cultural universals: how we are more alike than we are different.
Think about this model for understanding cultural differences.
Culturally Competent Leaders: Exploring Cultural IntelligenceNatascha Saunders
A group of Northeastern University doctoral students come together to present on the topic: Culturally Competent Leaders: Exploring Cultural Intelligence (CI) in Higher Education. Course: EDU 7281 Research Process (R2)
PROBLEM STATEMENT:
Administrative leaders at a mid-sized liberal arts college that is in the beginning stages of an internationalization effort may have disparate perceptions of what it means to be culturally competent. Their ability to consistently show tolerance, empathy, respect, appreciation toward and the ability to work with people who are different from oneself is essential. The success of this internationalization process which includes diversifying the study body, establishing study programs, and globalizing curriculum hangs in the balance. This study will provide important insight into senior leaders’ impressions of cultural competence as a concept and it will inform professional development policy moving forward.
PRESENTERS:
Stephen Lyons, Robert Outerbridge, Natascha Saunders
Patricia Steiner, Tonia Teresh
Cultural Intelligence: A Key Skill for SuccessTechWell
Diversity is becoming the norm in everyday life. However, introducing global delivery models without a proper understanding of intercultural differences can lead to difficulty, frustration, and reduced productivity. Priyanka Sharma and Thena Barry say that in our diverse world, we need teams with people who can cross these boundaries, communicate effectively, and build the diverse networks necessary to avoid problems. We need to learn about cultural intelligence (CI) and cultural quotient (CQ). CI is the ability to relate and work effectively across cultures. CQ is the cognitive, motivational, and behavioral capacity to understand and respond to beliefs, values, attitudes, and behaviors of individuals and groups. Together, CI and CQ can help us build behavioral capacities that aid motivation, behavior, and productivity in teams as well as individuals. Priyanka and Thena show how to build a more culturally intelligent place with tools and techniques from Leading with Cultural Intelligence, as well as content from the Hofstede cultural model. In addition, they illustrate the model with real-life experiences and demonstrate how they adapted in similar circumstances.
Multi Cultural Awareness and SensitivityRaju Mandhyan
Only a portion of the slides and just a tiny glimpse of a workshop I conducted 5 years ago on the 5 dimensions of culture by Geert Hofstede.
Since then I think Hofstede has added "Indulgence" as a 6th dimension.
Leadership & Cultural Differences - 5 Practical Keys to SuccessAmCham Belgium
On October 14, 2010, AmCham Belgium, vMA - De Management Associatie and the Institute of Directors jointly organized the event Cultural Differences in Leadership - Lessons to be Learned.
John R. Ryan, President, Center for Creative Leadership, graciously accepted to make his presentation available to our members and interested parties.
Laboratorio realizzato con il contributo dell'Iniziativa Laboratori dal Basso, azione della Regione Puglia cofinanziata dalla UE attraverso il PO FSE 2007-2013
Finanziato da ARTI Puglia, il corso gratuito “Lavorare in gruppo? Un’impresa! Un'impresa!: Conflitti, comunicazione e cooperazione per l'impresa sostenible” mira a fornire le competenze per migliorare l’efficienza del lavoro di gruppo e garantire la sostenibilità di un progetto imprenditoriale nel lungo periodo.
A promuoverlo l'Associazione VulcanicaMente , già attiva a livello locale ed europeo.
L'ultimo di 5 moduli "Multiculturalismo a lavoro: processi interculturali e mediazione
in contesti lavorativi interculturali" ha visto la partecipazione di :
Graziano Tullio, Trainer europeo S.A.L.T.O. esperto in team building, comunicazione efficace e cooperative learning.
Sandro Mazzi,docente presso il dipartimento di comunicazione dell’Istituto Lorenzo de’ Medici di Firenze, il campus italiano del Marist College di Poughkeepsie/New York ,coach e consulente con The Performance Coach S.R.L.
Info:www.vulcanicamente.it o vulcanicamente.project@gmail.com
From Learning Tree International's workshop at Showcase Ontario 2011.
This presentation will introduce you to Emotional Intelligence & cover these 3 objectives:
Identify five emotional intelligences.
Leverage emotional intelligence to augment your personal leadership style.
Apply emotional intelligence in a management role.
Inspiring Students through Emotional IntelligenceQatar University
Teachers nowadays are required to become emotionally intelligent to increase their students` engagement level and inspire them to become better learners.
Cultural Intelligence: A Key Skill for SuccessTechWell
Diversity is becoming the norm in everyday life. However, introducing global delivery models without a proper understanding of intercultural differences can lead to difficulty, frustration, and reduced productivity. Priyanka Sharma and Thena Barry say that in our diverse world, we need teams with people who can cross these boundaries, communicate effectively, and build the diverse networks necessary to avoid problems. We need to learn about cultural intelligence (CI) and cultural quotient (CQ). CI is the ability to relate and work effectively across cultures. CQ is the cognitive, motivational, and behavioral capacity to understand and respond to beliefs, values, attitudes, and behaviors of individuals and groups. Together, CI and CQ can help us build behavioral capacities that aid motivation, behavior, and productivity in teams as well as individuals. Priyanka and Thena show how to build a more culturally intelligent place with tools and techniques from Leading with Cultural Intelligence, as well as content from the Hofstede cultural model. In addition, they illustrate the model with real-life experiences and demonstrate how they adapted in similar circumstances.
Multi Cultural Awareness and SensitivityRaju Mandhyan
Only a portion of the slides and just a tiny glimpse of a workshop I conducted 5 years ago on the 5 dimensions of culture by Geert Hofstede.
Since then I think Hofstede has added "Indulgence" as a 6th dimension.
Leadership & Cultural Differences - 5 Practical Keys to SuccessAmCham Belgium
On October 14, 2010, AmCham Belgium, vMA - De Management Associatie and the Institute of Directors jointly organized the event Cultural Differences in Leadership - Lessons to be Learned.
John R. Ryan, President, Center for Creative Leadership, graciously accepted to make his presentation available to our members and interested parties.
Laboratorio realizzato con il contributo dell'Iniziativa Laboratori dal Basso, azione della Regione Puglia cofinanziata dalla UE attraverso il PO FSE 2007-2013
Finanziato da ARTI Puglia, il corso gratuito “Lavorare in gruppo? Un’impresa! Un'impresa!: Conflitti, comunicazione e cooperazione per l'impresa sostenible” mira a fornire le competenze per migliorare l’efficienza del lavoro di gruppo e garantire la sostenibilità di un progetto imprenditoriale nel lungo periodo.
A promuoverlo l'Associazione VulcanicaMente , già attiva a livello locale ed europeo.
L'ultimo di 5 moduli "Multiculturalismo a lavoro: processi interculturali e mediazione
in contesti lavorativi interculturali" ha visto la partecipazione di :
Graziano Tullio, Trainer europeo S.A.L.T.O. esperto in team building, comunicazione efficace e cooperative learning.
Sandro Mazzi,docente presso il dipartimento di comunicazione dell’Istituto Lorenzo de’ Medici di Firenze, il campus italiano del Marist College di Poughkeepsie/New York ,coach e consulente con The Performance Coach S.R.L.
Info:www.vulcanicamente.it o vulcanicamente.project@gmail.com
From Learning Tree International's workshop at Showcase Ontario 2011.
This presentation will introduce you to Emotional Intelligence & cover these 3 objectives:
Identify five emotional intelligences.
Leverage emotional intelligence to augment your personal leadership style.
Apply emotional intelligence in a management role.
Inspiring Students through Emotional IntelligenceQatar University
Teachers nowadays are required to become emotionally intelligent to increase their students` engagement level and inspire them to become better learners.
What is Emotional Intelligence?
1. Self-awareness.
2. Managing Emotions.
3. Motivation
4. Empathy.
05- Handling relationships
How To Develop A Higher Sense Of Emotional Intelligence?
IQ vs. EQ
Components of Emotional Quotient.
Characteristics of Emotional Intelligent PeopleHow to Increase Your EQ?
Importance.
Implementation
What is Emotional Intelligence. How to develop your Emotional Intelligence.
Presentation made by Philippe Grall, Executive Coach & Trainer.
President of Equilibre Inc.
www.e-quilibre.jp
Intercultural Learning Session hosted by Glocalminds for a multicultural group of StartUpChile entrepreneurs from Russia, Poland, Portugal, Canada, Serbia, USA, Finland.
Cultural Intelligence You see them at international airpOllieShoresna
Cultural Intelligence
You see them at international airports like Heathrow: posters advertising the global bank HSBC
that show a grasshopper and the message “USA—Pest. China—Pet. Northern Thailand—
Appetizer.”
Taxonomists pinned down the scientific definition of the family Acrididae more than two
centuries ago. But culture is so powerful it can affect how even a lowly insect is perceived. So it
should come as no surprise that the human actions, gestures, and speech patterns a person
encounters in a foreign business setting are subject to an even wider range of interpretations,
including ones that can make misunderstandings likely and cooperation impossible. But
https://hbr.org/archive-toc/BR0410?cm_sp=Article-_-Links-_-Magazine Issue
occasionally an outsider has a seemingly natural ability to interpret someone’s unfamiliar and
ambiguous gestures in just the way that person’s compatriots and colleagues would, even to
mirror them. We call that cultural intelligence or CQ. In a world where crossing boundaries is
routine, CQ becomes a vitally important aptitude and skill, and not just for international bankers
and borrowers.
Cultural intelligence: an outsider’s seemingly natural ability to interpret someone’s unfamiliar
and ambiguous gestures the way that person’s compatriots would.
Companies, too, have cultures, often very distinctive; anyone who joins a new company spends
the first few weeks deciphering its cultural code. Within any large company there are sparring
subcultures as well: The sales force can’t talk to the engineers, and the PR people lose patience
with the lawyers. Departments, divisions, professions, geographical regions—each has a
constellation of manners, meanings, histories, and values that will confuse the interloper and
cause him or her to stumble. Unless, that is, he or she has a high CQ.
Cultural intelligence is related to emotional intelligence, but it picks up where emotional
intelligence leaves off. A person with high emotional intelligence grasps what makes us human
and at the same time what makes each of us different from one another. A person with high
cultural intelligence can somehow tease out of a person’s or group’s behavior those features that
would be true of all people and all groups, those peculiar to this person or this group, and those
that are neither universal nor idiosyncratic. The vast realm that lies between those two poles is
culture.
An American expatriate manager we know had his cultural intelligence tested while serving on a
design team that included two German engineers. As other team members floated their ideas, the
engineers condemned them repeatedly as stunted or immature or worse. The manager concluded
that Germans in general are rude and aggressive.
A modicum of cultural intelligence would have helped the American realize he was mistakenly
equating the merit of an idea with the merit of the person presenting it and that the ...
How might we help developing countries overcome stereotypes through a mindful...André Fernandes
A research on country positioning and tourism development in emerging countries, throughout interviews with native citizens, travelers, immigrants, travel agents and NGO's representatives to understand the different perspectives of the challenge to work tourism in developing countries and in places off-the-radar.
BEST PRACTICEKnowing what makesgroups tick is as impor.docxtangyechloe
BEST PRACTICE
Knowing what makes
groups tick is as important
as understanding individuals.
Successful managers learn
to cope with different
national, corporate, and
vocational cultures.
Cultural
Intelligence
by P. Christopher Earley and Elaine Mosakowski
You SEE THEM at international air-ports like Heathrow: posters ad-
vertising the global bank HSBC that
show a grasshopper and the message
"USA-Pest China-Pet Northern Thai-
land-Appetizer."
Taxonomists pinned down the scien-
tific definition of the family Acrididae
more than two centuries ago. But cul-
ture is so powerful it can affect how
even a lowly insect is perceived. So it
should come as no surprise that the
human actions, gestures, and speech
patterns a person encounters in a for-
eign business setting are subject to an
even wider range of interpretations, in-
cluding ones tfiat can make misunder-
standings likely and cooperation im-
possible. But occasionally an outsider
has a seemingly natural ability to inter-
pret someone's unfamiliar and ambig-
uous gestures in just the way that per-
son's compatriots and colleagues would.
even to mirror them. We cafi tfiat cul-
tural intelligence or CQ. In a world
wfiere crossing boundaries is routine,
CQ becomes a vitally important apti-
tude and skill, and not just for interna-
tional bankers and borrowers.
Companies, too, have cultures, often
very distinctive; anyone who joins a new
company spends the first few weeks de-
ciphering its cultural code. Within any
large company there are sparring suf>
cultures as well: Tfie sales force can't
talk to the engineers, and the PR people
lose patience witfi the fawyers. Depart-
ments, divisions, professions, geograph-
ical regions-each fias a constellation of
manners, meanings, histories, and val-
ues that will confuse the interloper and
cause him or her to stumble. tJnIess, that
is, he or sfie fias a high CQ.
Cultural intelligence is related to
emotional intelligence, but it picks up
wfiere emotional intelligence leaves off.
OCTOBER 2004 139
BEST P R A C T I C E • Cultural Intelligence
A person with high emotional intelli-
gence grasps what makes us human and
at the same time what makes eacfi of us
different from one anotfier. A person
witfi fiigh cultural intelligence can some-
fiow tease out of a person's or group's
behavior those features that would be
true of all people and all groups, those
peculiar to this person or this group, and
those tfiat are neither universal nor idio-
syncratic. The vast realm that lies be-
tween those two poles is culture.
An American expatriate manager we
know had his cultural intelligence tested
while serving on a design team that in-
cluded two German engineers. As other
team members floated their ideas, the
engineers condemned them repeatedly
as stunted or immature or worse. The
manager concluded tfiat Germans in
general are rude and aggressive.
A modicum of culturaf intelligence
would have helped the American realize
he was mistakenly equating the.
Culture is everywhere we look, and (perhaps more importantly) everywhere we don’t look. It informs our work, our purchases, our usage, our expectations, our comfort, and our communications (indeed, if you aren’t familiar with a specific geographic and historical set of experiences, the presumably clever title for this talk will instead be perhaps bland). In this presentation, Steve will explore the ways we can experience, observe, and understand diverse cultures to foster successful collaborations, usable products, and desirable experiences.
Culture of Innovation - a presentation developed by ICADKari Stillman
This presentation helps describe the "WHY" to the need to create a culture of innovation in our region.
Slide1 and 20 provide video links that help describe this effort.
This presentation was prepared by ICAD and helps describe the "WHY" behind the need for a culture of innovation.
Slides 1 and 19 are interactive and provide video links that support this message.
Originally put together for The Club of Budapest\'s "Design Me A Planet" conference, this PowerPoint presentation summarizes not only what The Memnosyne Foundation is about, but how integral philanthropy can be implemented in general.
In other words, it explains what differentiates Integral Philanthropy: Traditional philanthropy seeks to alleviate a symptom. Integral Philanthropy views an individual project as a systemic remedy- The people’s transformation into Conscious Cultural Creators, (people who have become consciously aware of how their choices are creating their current culture economically, spiritually, environmentally, etc.), via the project, is the permanent empowerment sought.
No Yin Without Yang: Community Needs Civic Intelligence to be CompleteDouglas Schuler
This was presented at the Community Now conference at the Jewish Museum in Berlin in February 2015. http://community-infrastructuring.org/wp-content/uploads/Community_Now_Program.pdf
Similar to Developing cultural intelligence by roma kaur (20)
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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9. Hmmmmmm. So how can I develop cross-cultural Communication Skills?
10. A Seemingly natural ability of an outsider to interpret someone’s unfamiliar and ambiguous gestures in just the way that person’s compatriots & colleagues would, even to mirror them. CQ
16. PERCEPTIONS What is trendy in my culture could be your tradition and vice-versa. We must learn to analyse everything we see and hear through culturally sensitive lens.
18. I can’t believe Genie has this question but anyways.... What has CQ got to do with the Corporate world?
19. “People from different cultures use their brains differently to solve the same visual perceptual tasks” -MIT researchers & Colleagues report in a brain imaging study Culture-specific brain-activation pattern
24. " Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster.” Prof. Geert Hofstede, Emeritus Professor, Maastricht University
27. I hope this presentation helped you understand Cultural Intelligence better. Do give me your feedback and any experiences you might have had which has to do with Cultural Intelligence and cross-cultural communication. Thank You.
28. Roma Kaur Rana http://www.linkedin.com/pub/roma-kaur/10/77b/752 http://ultimateconnections.blogspot.com/ http://www.youtube.com/user/Idexprograms