Intercultural Effectiveness Developmental Plan

1

— BUSM4688 Cross Cultural Management Topic 7: Cultural Intelligence

Dr. Shea Fan School of Management

2

Overview

1.  Why do we need cultural intelligence (CQ)? 2.  What is CQ? 3.  How can we develop CQ?

3

Content Chart

Foundations

• The nature of culture

• Comparing cultures

• Beyond culture frameworks

Theory Applications

• Working in multicultural teams

• Communicating with culturally different others

• Cultural intelligence

Management

• Understanding culturally diverse employees

• Managing cultural diversity

• Managing language in MNCs

Self-lead learning: discussions, presentations, team investigation

Intercultural effectiveness development: knowledge, self-reflection, attitudes & behavioral change

4

Pressing managerial questions

What is the difference between individuals that succeed in today’s multicultural, globalized world and those who fail?

5

Cultural intelligence

CQ

EQ

IQ Christopher Earley

Earley & Mosakowski (2004) HBR. Cultural intelligence

6

CQ: The essential intelligence for the 21st century

CQ: an individual’s capability to function effectively across national, ethnic and organizational cultures.

7

CQ: The essential intelligence for the 21st century

CQ predicts

Intercultural adjustment

Decision-making

Cross-border Leadership effectiveness

Trust & idea sharing Creative

collaboration Overall

performance

8

What constitute CQ?

Cultural Intelligence(CQ)

Heart Motivation

& confidence

Head Knowledge

Head Strategies

Body Behavior

9

What constitute CQ?

1.  Intrinsic interest: the degree to which a person derives enjoyment from culturally diverse situations

2.  Extrinsic interest: the tangible benefits a person gains from culturally diverse experiences

3.  Self-efficacy: the confidence that a person has about being effective in intercultural encounters

The heart (CQ motivation): the interest, confidence and drive to adapt

10

What constitute CQ?

1.  Cultural general understanding a macro understanding of cultural systems and the cultural norms and values associated with different societies

2.  Context-specific understanding understanding the relevance of culture to specific domains

The head (CQ knowledge): Understanding intercultural norms and differences.

11

What constitute CQ?

1.  Planning: taking time to prepare for an intercultural encounter - anticipating how to approach the people, topic and situation in light of the cultural differences.

2.  Awareness: being in tune with what is going on in one’s own mind and in the minds of others during an intercultural encounter

The head (CQ Strategy): The metacognitive aspect of cultural intelligence, measuring a person’s ability to strategize before, during and after crossing cultures.

3. Checking: comparing one’s actual experiences with prior expectations and adjusting mental models as appropriate

12

What constitute CQ?

1)  Speech actions: the specific words and phrases used when communicating different types of messages.

2)  Verbal actions: adjusting one’s volume, tone and pace of speech

3)  Nonverbal behaviors: adapting gestures, proximity, and facial expressions as needed.

The body (CQ behaviors): the ability to act appropriately in a range of intercultural situations and effectively accomplish goals.

13 13

14 14

15

Developing your CQ

15

Self- evaluation

Focused training

Seeking support

Gain direct experience

Re- evaluation

Earley & Mosakowski (2004) HBR. Cultural intelligence

16

Take home messages

1.  The im portanc

e of CQ

2.  The 4 -aspects

of CQ (m otivatio

n,

knowled ge, strat

egy and

behavio rs)

3.  Strate gies to d

evelop C Q