Cultural Intelligence Matters Presented by Debra Bentzen

1. Cultural Intelligence MattersPresented by Debra Bentzen

2. WHAT IS CULTURE? • It is the “lens” through which you view the world • It is central to what you see • How you make sense of what you see • How you express yourself

3. Cultural Intelligence Defined Cultural Intelligence Defined • CI is your capability to grow personally through continuous learning • Good understanding of diverse cultural heritage, wisdom and values • Deal effectively with people from different cultural background and understanding

4. CULTURAL DIFFERENCES

5. ONE WAY- MANY PATHS • UNLESS YOU KNOW THE RULES OF OTHER CULTURES YOU CAN MAKE SERIOUS ERRORS OF JUDGEMENT RESULTING IN INSULTING YOUR COLLEAGUES, MANAGER AND VICE VERSA.

6. COMMUNICATION STYLE • The Japanese or English may distrust Italians because they wave their hands about or Spaniards because they sound emotional • The French may appear offensive as they are direct and frequently use criticism • Germans may take the English too seriously and completely miss the humour or irony • No- one may know what the Japanese are thinking as they may say little or nothing at all.

7. GREETINGS • In some countries, men and women are forbidden to touch hands.....in others public displays of affection are normal as is the practice of hand shaking.

8. PERSONAL SPACE • In some countries it may seen there is no such thing as personal space! • When queuing in some countries; when they actual have line-ups, standing so close to the person in front that they can feel your breath on their neck is not considered an issue. • In other countries this would seem offensive.

9. EYE CONTACT • In Asia direct eye contact can be interpreted as rude and disrespectful. • In North America it is an important way to show sincerity and trust

10. VIEW OF TIME • In North America it is advisable to always be punctual. • In many Latin countries punctuality is not as important as arriving at all, whatever the time.

11. GESTURES – THE OKAY SIGN • This has different meanings when used depending upon your location: • North America – to show approval • Japanese – to signal money • Brazil – it is a vulgar sign • France – means zero • Middle East - a rude sexual gesture

12. Taboos • In some parts of the Middle East and the Far East, showing the sole of your shoe sends a rude message • In Thailand, it is rude to sit cross-legged • Flowers, a thoughtful gift through most of the world can get you into trouble: • Red Roses are reserved for one’s sweetheart in Eastern Europe • Chrysanthemums are strictly a funeral flower in France, Italy and Hungary.

13. Three Levels – Cultural Intelligence • Visible – clothes, music, food, festivals, superficial but the one most known • Behaviour – non-verbal communication for example whether one gives eye contact or not.

14. VALUES • The glue behind the decision making and behaviour modification. • It is abstract and usually unconscious but most often is the key to how individuals define themselves like the roots of a tree, deep and strong – influenced by family, geography and history elements.

15. SELF ASSESSMENT OF YOUR CI Think about your cultural intelligence in each of the following areas 1- None of the description fits me 2- Only some of this fits me 3- Half of the description fits me 4- Most of the description fits me 5 –The statements describe me perfectly

16. CI- ACTION 1.....2.....3.....4.....5 I modify my behaviour to make other more comfortable when I interact with people who are from different cultural backgrounds. I change the way I speak and act when I am in cross-cultural settings. I mimic others to make sure that I follow local conventions so that my speech patterns and body language are not offensive.

17. CI - Knowledge 1....2.....3......4.....5 I generally understand other cultures and cultural values. I know about the basic ways in which cultures are similar and the ways they are different.

18. CI - Strategy 1....2.....3......4......5 I plan carefully before I meet with someone who is from a different cultural background. After one of these experiences, I reflect carefully and try to make sense of the interaction.

19. CI - Drive 1....2.....3......4....5 I am very interested in other cultures, and I enjoy meeting people who have different cultural backgrounds. I am confident that I can live in different cultures and I that I can adapt to different parts of the world.

20. Interpreting your CI – Self Assessment ADD YOUR SCORES – can range from 4 – 20 4 – 7 - You see yourself as low in CI – personal development in this area could help 8 – 16 – You see yourself as moderate in CI –personal development would help you function more effectively. 17 – 20 – You see yourself as high in CI – keep building on your strengths.

21. CONCEPTS RELATED TO CULTURAL INTELLIGENCE • C- culture is pervasive – Everyone, every organization, every region, and every country has a culture. • U – Understanding cultural beliefs, values, and perceptions of others is a key to success..AND vice versa • L – Learning diverse cultural heritage is rewarding, inspiring and empowering

22. CONCEPTS • T – Teamwork in the increasingly global and diverse workplace is impossible without cultural intelligence • U – “Us” and “Them” cultural programming and divide can be eased through better understanding of “their” perceptions • R – Rapport starts with understanding of where the other people are coming from and acceptance of their point of view and style.

23. CONCEPTS • E – Exploiting cultural diversity is a key to unlimited innovation and growth

24. CULTURAL INTELLIGENCE – IT’S IN OUR BEST INTEREST • In the global economy today, cultural intelligence is a necessary tool for everyone from the manager to the employee, customer, partner, competitor, government and other business players. • CI may enhance the likelihood of innovation success in culturally diverse teams/organizations • CI facilitates the reconciliation of differences and conflicts, and enhances the probability of synergistic solutions embracing the ideas and interests of various parties

25. CULTURAL INTELLIGENCE • Is about gaining increased knowledge and mindfulness of the values associated with different cultures, and how these values impact workplace behaviour. • It enables people and companies to work with groups whose cultural background is different from their own. • It requires the knowledge of these different cultures. • It requires the ability to adapt behaviour to these differences as needed.

26. CI RESEARCH A diverse workplace outperforms a homogenous organization with: 1 – Higher productivity 2 – Engagement and retention 3 – Performance improves when employers and employees become better aligned with each other’s cultures and values

27. HOW CAN WE IMPROVE OUR CI? • Appropriate Cultural Training • Organizations can promote by offering incentives to adapt behaviour • Cultural Competency assessments can be taken to promote a self –awareness/mindfulness of CI • Recruitment/Retention Strategy reviews within organizations

28. Managing Cross- Cultural Differences • Culture is often the root of COMMUNICATION CHALLENGES. • Becoming more aware of cultural differences as well as exploring cultural similarities can help you communicate with others more effectively. • Next time you find yourself in a confusing situation, ASK YOURSELF HOW CULTURE MAY BE SHAPING YOUR OWN REACTIONS AND TRY TO SEE THE WORLD FROM THE OTHER’S POINT OF VIEW.

29. CQ is Critical • CQ cannot be manufactured in a short period of time. • It takes WORK, MOTIVATION and CONSTANT PRACTICE • It is not unusual for employees to have excellent technical skills but often lack interpersonal skills – an ability to handle their own emotions and accept feedback from others

30. A question to ponder...... Which of your competencies would you rank higher – your “technical” expertise in a specific area or your CQ? Why?

31. BUILDING YOUR CQ This is no easy task- we need to nurture and practice those cognitive and behaviourial skills that allow us to adapt and excel in any or all environments Retooling and re-educating ourselves is an ongoing process that can be humbling and uncomfortable at times

32. WE CAN DEVELOP THESE SKILLS • Understanding My Cultural Identity – understanding how we think about ourselves as well as the people and ways of life with which we identify • Checking Cultural Lenses – Recognizing the ways in which cultural backgrounds differ and how they influence thinking, behaviour and assumptions.

33. Global Consciousness – Moving across boundaries and seeing the world from multiple perspectives • Shifting Perspectives – Putting ourselves in others’ shoes and cultures • Intercultural Communication – Exchanging ideas and feelings and creating meanings with people from diverse cultural backgrounds

34. Managing Cross-Cultural Conflict – Dealing with Conflict among people from differing cultural backgrounds in an effective and constructive manner • Multicultural Teaming – Working with others from diverse cultural backgrounds to accomplish certain tasks.

35. Dealing with Bias – Recognizing bias in ourselves and others and responding to it effectively • Understanding the Dynamics of Power – Grasping how power and culture inter-relate and the effect of power on how we see the world and relate to others.

36. Where am I now? • Rank yourself on the following CQ skills: • M – need much improvement • S – need some improvement • L – need little improvement • 1. -------- Understanding my Cultural Identity • 2----------Checking Cultural Lenses • 3----------Global Consciousness

37. 4--------Shifting Perspectives • 5--------Intercultural Communication • 6--------Managing Cross-Cultural Conflict • 7--------Multicultural Teaming • 8--------Managing Bias • 9--------Understanding the Dynamics of Power

38. Cultural Intelligence Myths • CQ is only important for some jobs and some people – • Developing CQ is all about changing people ‘s awareness- only the first step • CQ training aims to change people’s values. • There is a simple formula or strategy for developing CQ – the challenge is not just to learn the skills but to regularly use the skills effectively

39. LAST BUT NOT LEAST • CQ comes naturally to people with good intentions – if your heart is in the right place it just happens??? - Understanding and respecting cultural diversity is not just something that happens because you see yourself as a person of character and you mean well.

40. BUILDING CQ • This involves three key action-oriented strategies: • Assessing CQ www.culturalq.com/selfassess.html Respond to the 20 items and then reflect.

41. 2 – Taking Responsibility for Learning • This means taking advantage of learning opportunities both at work and elsewhere. • This can include experiential, collaborative, and e-learning • Since culture is fluid and changes from moment to moment part of the challenge of developing and applying CQ is adapting, re-evaluating and tailoring how we respond to specific situations

42. 3 – Optimizing the Learning • Understanding the value of what we are learning – what are the bottom line benefits for the competencies. Research supports that both CQ and technical skills are essential • Actively participate in the learning process – this means a continuous cycle of action and reflection – building our knowledge in the real world

43. Apply what we learn in our day to day interactions – practice practice and ask for feedback • Develop an action plan • Specific skill you want to work on • Your strategy for developing this skill • What you will do and when • Possible obstacles

44. Action plan • Necessary Resources • Means of assessing your resources

45. Learning Opportunities • Experiential Learning – Learning by Doing • Collaborative Learning – learning by working with others • Academic Learning – Learning by taking courses, and training that is offered in the classroom and online • E-Learning – learning via computer such as surfing on the web

46. Learning Opportunities • Incidental Learning – learning by taking advantage of every opportunity that presents itself including those that are unexpected and unplanned.

47. Summary • Cultural Diversity is changing realities • The meaning of Culture • The meaning of Cultural Intelligence • Why Cultural Intelligence is important • To identify the nine skills of CQ • Three Strategies for developing cultural intelligence.

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