Category Archives: Cultural Awareness

Cultural Intelligence – Knowledge

Following from the Drive component of CQ I would like to reflect on the Knowledge (Cognitive) component.  CQ knowledge refers to your understanding of cultural similarities and differences; it includes knowledge of the values, norms and practices in different cultures settings.  This knowledge can be acquired through educational and personal experiences; and encompasses the economic, political, legal institutions and social customs to name just a few.

CQ

 

Why do we need CQ Knowledge?

  • To allow us to have greater appreciation of the systems that shape and cause specific patterns of social behaviours and interaction within a culture
  • Improve interpersonal interactions with people from culturally diverse backgrounds, i.e. communication, relationships and trust
  • Improve your leadership and management skills to ensure that they reflect the cultural setting that you are working, leading and managing in and across
  • To navigate effectively through ambiguity and conflict in culturally diverse settings
  • To have the awareness and skills to instantaneously adjust your behaviours while interacting with people from unfamiliar cultures.

While you cannot be an expert on every culture, you can understand the core cultural differences and their impact on everyday business.  CQ knowledge is not fixed, rather it is a mental habit that can be altered and expanded.  I often find that one of the best methods of seeking new knowledge is from gaining a basic understanding of key past events and basic country history.  This can provide a deeper insight into the general values, behaviours and attitudes that are displayed by individual mindsets and the wider community.

Strategies for Improving CQ Knowledge:

  • Choose a culture that interests you.  Read a novel, magazine or local newspaper from an overseas site; or an author native to that country
  • Listen to overseas radio programs
  • Visit culturally significant places to learn more about them i.e. a mosque, synagogue or sporting venue
  • Visit art galleries or museums that display stories and artworks from other countries. These help you to gain a deeper understanding of why and how they were created and their cultural significance
  • Continuously observe body language, facial expressions, gestures when you are interacting with people of different cultural backgrounds
  • Don’t be afraid to ask questions, people love to talk about their culture.  This can also be a great way to build relationships.

Reflections:

  • Consider some of your cultural assumptions and expectations
  • How do they impact your views and experiences when you are either traveling or interacting with people of other cultures?
  • How do you gain your CQ knowledge?
  • What are your preferred mediums to attain CQ knowledge? For example is it through reading, travelling, convsersations etc?

You may like to listen to my ‘CQ Knowledge’ Podcast in ‘CQ for Global Leaders’ by clicking here.

Cultural Intelligence – Drive

I would like to delve further into the four components of  Cultural Intelligence (CQ) over the next few blog posts.  This post will focus on Drive.

Drive is one of the key components to CQ.  It is your interest, motivation and confidence to adapt to a multicultural situation. It consists of intrinsic and extrinsic interests and the drive to learn and understand different cultures, their norms and behaviours.

The intrinsic and extrinsic motivators are culturally determined.  Extrinsic rewards are usually financial, such as salaries, bonuses and benefits.  Intrinsic rewards are psychological rewards that individuals reap from engaging in meaningful work with a healthy balance of choice, competency, challenge and success.

CQ

As an individual you need to establish and maintain your own CQ drive and as a leader you also need to instill and support the motivation of your employees.  Remember that your intrinsic and extrinsic motivators may be vastly different to those of your peers and employees so it is important to have a range of strategies in place.

Strategies for Improving CQ Drive for self:

  • Take some unconscious bias tests, seek feedback
  • Be prepared to make mistakes, learn from them and then move on
  • Identify your passions, what they are and why do you care about them?
  • Reflect on what guides and influences your behaviours and attitudes toward culturally diverse groups
  • Welcome opportunities to mentor others as a ‘cultural broker.’

Strategies for Improving CQ Drive for others:

  • Understand your own motivations, it will assist you when you are influencing and motivating others
  • Provide an exciting and clear vision of what can be accomplished i.e. share success stories and celebrate milestones
  • Ensure that the relevance between task and purpose is transparent.  Help people to make clear connections between the vision and the work
  • Reinforce confidence in the self-management of individuals.  Intrinsic motivation improves when people feel trusted and their expertise and skills are recognised and appreciated
  • Share customer feedback and interactions with individuals and the wider team.  Not only does this promote purpose and goals, it also reinforces the successes and highlights areas for improvement.

Reflections:

  • Take a moment to consider what you find most challenging when you are in culturally diverse settings
  • Consider some of your CQ drivers and those that you have observed in others
  • How do you think improving your CQ drive could assist both yours and your teams overall level of CQ?
You may like to listen to my ‘CQ Drive’ Podcast in ‘CQ for Global Leaders‘ by clicking here.

Smashing through the bamboo ceiling

Bamboo ceiling

Procurious, is a unique online business networking site specifically designed for procurement and supply chain professionals.

Dr Verghese was interviewed in ‘Smashing through the bamboo ceiling’ to discuss the processes and barriers that serve to exclude Asians or people of Asian descent from executive positions in Western-run organisations.

A provocative article that features some pragmatic strategies toward shattering the bamboo ceiling.

 

 

Bridging the cultural gap

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Watch Tom speaking at the Australian Human Resource Institute Conference 2015 ‘Bridging the cultural gap’.

Cultural Intelligence for Entering New Markets

Marchblog

IKEA, a Swedish furnishings company that began in 1943, is now operating in over 46 different countries and territories; having recently opened one of their largest stores in Seoul, South Korea. It is a great example of a culturally intelligent company that continues to adjust, flex and learn from and acknowledge the cultural specific differences and nuances that can influence success and failure in their new markets.

Shop layouts, room sizes, locations, product designs, product names, space usages, local price points, measurements, shopping habits, marketing, even car parking are just some of the many cultural aspects that IKEA considers when they enter new markets and countries. It’s not just about finding the cultural differences, but also where they intersect.

In terms of market research, IKEA recognises that often consumers answer surveys more in tune with how they would like to be, rather than how they actually are. Home visits and installing cameras in homes are just a couple of methods that IKEA employ to gather real data. One such example was conducted in Shenzhen China, where it was observed that sofas have greater usage as back rests rather than seats; or the varying kitchen design needs, whereby there are different appliance space requirements according to country – the coffee machine versus the rice cooker or the need for a kimchi refrigerator. These insights allow IKEA to tweak and modify products to suit specific markets.

A further interesting survey examined the morning routines of over 8,000 people in 8 cities. Beside some very interesting statistics, the outcome was the modification of current products and the creation of new multifunctional products to better suit the needs of particular markets; along with an improved understanding of the different usages of space.

A recent article ‘How IKEA took over the world’ provides us with some great reminders –

  1. Cultural intelligence is a constant process
  2. The more global an organisation becomes, the more complex it becomes
  3. Product design, delivery and marketing across cultures demands cultural considerations, not just in terms of difference but also similarities
  4. The further away we move from our own culture the more we need to learn, understand and adapt.

Cultural Chameleons

chameleon

We all know people who are what I term ‘cultural chameleons’, they adjust to pretty much any new cultural environment quickly and with ease. Whether they’re traveling in a work or leisure capacity, or even if they’re in their home environment mixing with people from diverse cultural backgrounds, they know how to communicate at a level that is appropriate to their cultural situation. They possess a genuine interest in learning the cultural nuances and protocols and it all seems to be achieved with a degree of effortlessness.

Where does the CQ drive come from?

Why do some of have it and others find it arduous?

I recently did some work with the CEO of a global corporation. His organisation runs operations in 14 countries located in Europe, the Middle East and parts of Asia. One of his challenges was distinguishing between what are the necessary and unnecessary cultural skills that he needs to apply in order to successfully do his job. The intensity and demands of someone in his position meant that he needed to achieve this balance almost intuitively.

He shared with me the crucial moment when he realised that he needed to improve his cultural intelligence. He was at a train station in Bangkok during what was his first visit to Thailand. As he was rushing to catch a train at peak hour he was shocked and confused to see all movement at the station cease the moment music began to play over the loud speaker. Although he had no comprehension of why this was happening, his reaction was to also stop as he observed his fellow commuters stopping in their tracks. Once the music was finished activity at the station instantly resumed to its previous chaotic level. After observing this situation it instantly became apparent how little he understood the Thai people and their culture, and this event triggered a desire in him to increase his knowledge. He realised that if he wanted to get things done in this country he needed to understand the Thai psyche. He correctly surmised the music was the national anthem but at that point he had no idea of the level of respect that the typical Thai has for his country and king.

Cultural intelligence can be learned. For some people it will be moments like these that trigger the drive to improve cultural knowledge and understanding. A key driver can be purely appreciating that if we want to get things done in the most effective and efficient manner an appropriate level of cultural intelligence is essential. For people who are time poor one of the fastest ways of achieving this is via Cultural Coaching and Mentoring.