Cultural Inteligence

Define outsider's natural ability to interpret someone's unfamiliar and ambiguous gestures in just the way that a person;s compatriots and colleagues would, even to mirror them. *3 Components 1. cognitive head: devise learning strategies to see into a cultures shared understandings. 2. Physical body: habits, mannerisms, behavior, actions, gestures. 3. emotinal/motivational heart: believe in yourself to be capable of understanding other cultures. Differ from emotional and social intelligence cultural: person actually blends in to a different culture emotional/social: person grasps what makes us human and what makes us different from one another. Use that intelligence to interact with others. *Statements in CI instrument cognitive plan ahead: What do I hope to achieve, how will I relate to others Physical I can change my body language/actions, after expression, modify speech Emotional Confidence that I can deal well with people from other culture, adapt to lifestyles, deal with unfamiliar situations. 6 CI profiles 1. 2. 3. 4. 5. 6. provincial comfortable with similar analyst learn to id differences and adapt natural rely on intuition ambassador acts confident mimic high degree of control chameleon act just like native

Identity Issues
*3 sources does identity stem 1. who you are 2. groups you belong to 3. relationships core vs peripheral core relevant across most situations you encounter daily peripheral relevant in particular circumstances How identity guide interaction Identity guides what we choose to do and what we choose to rebel against *2 motivations underlie efforts to epress core elements of their identity self-enhancement: desire to maintain positive self image self-verification: be known for who we really are 2 main types of information in impression-formation process categorical information: social categories individuating information: attributes of individual

Attempting to accomplish in interaction -convey own identities to interaction partners -appraise partners accurately *improve congruence communicating the core elements of your own identity trying to understand core elements of your colleeagues' identities having open and honest conversations bring your own self-perceptions in line with the appraisal of others Definitions Identity threats treatment people receive signifies that others dont recognize or respect their identity imposter syndrome psychological phenomenon in which people are unable to internalize their accomplishments impression formation includes any basis that we have to make judgements about the people around us interpersonal congruence self perceptions are aligned with appraisals made by colleagues

Boundary-Spanning Leadership
*4 tactics leaders can use to span differences across groups 1. suspending create neutral zone where social interactions are personbased rather than identity group.(org sponsored events) 2. Reframing activate a common category or super ordinate identity that is inclusive across social groups(all-inclusive org. goal) 3. netsing structure interactions so that social groups have distinct roles that are embedded in larger mission, goal, or differentiation 4. weaving cross intersect social and organizational identities(job rotations) 3 perils faced by leaders when trying to bridge social identity boundaries 1. pulled in different directions by conflicting views 2. pushed to one side of social group 3. caught out of the loop Terms Boundary-spanning leadership- leadership that bridges boundaries across groups in service of broader mission, vission or goal *Shared identity when members of team begin to see things more similarly and identify themselves as a unified team rather than separate groups.

Managing Multicultural Teams *4 challenges stemming from cultural differences 1. direct vs indirect communication
2. Trouble with accents and fluency

3. Attitudes toward hierarchy and authority 4. conflicting norms for decision making 4 strategies for dealing with cultural challenges adaption structural managerial intervention exit

Organizational Culture
2 generic problems exercising control while delegating decision-making authority how to ensure consistent behavior over time normative order assumptions about what are the right and wrong kinds of behavior. Cognitive order assumptions about how the world works 3 reasons strong culture firms outperform weak culture firms 1. widespread consensus and endorsement of org values and norms 2. strong cultures enhance goal alignment 3. enhance employee motivation and performance due to perception that behavior is more freely chosen. Social influences occur when an individual's thoughts, feelings, or actions are affected by others. Conformity, socialization, peer pressure... etc.

What Makes a Leader

Self awareness knowing one's emotions, strengths, weaknesse, drives, values Self regulation controlling or redirecting disruptive emotions and impulses Motivation being driven to achieve for the sake of achievement Empathy considering other's feelings, especially when making decisions Social Skill Managing relationships to move people in desired directions.

SUN
Greg James global manager, 45 member customer implementation team deep complex interpersonal issues within team. miscommunication between countries about what queue should do French mad at compensation mismatch(had more vacation tho) UAE not enough face time US viewed as favorite took full responsibility, unified two queues weekly meetings

MediSys

new parllel system for development challenged deadlines, different drivers Merz modular design in second version, didnt tell team engineers had no time to redesign for modules O'brien complained to Fogel about Merz and deadline 1. Issues in the industry and firm - Technology - competion - growth - profitability 2. Issues in the organization - rapid growth fosters functional heirarchical culture - funtional structure and goals - functions with formally equal authority but imbalances in stakes of team members - antagonism and distrust between functions 3. Issues in intenscare project team - to ambitious - lack of clear priorities - straddles sequential and parallel development - team not trained to work together in cross functional context - poor team dynamics