cq training sample
TRANSCRIPT
Chris ThieleDirector, Cultural IntelligenceMay 15th, 2013
Cultural Intelligence TrainingField Productivity Team Meeting
Today’s Journey
Highlights
A Changing World
Core Concepts
Culture Fundamentals
Key Terms
Unconscious Biases
Belonging
Values and Memes
Cultural Defaults
Diversity is what comes through the door.
Inclusion is what we do to keep it.*
Culture has many doors…
Do I see myself reflected here?
*REI store manager’s definition of Diversity & Inclusion offered during 2011 Manager D&I training.To date one of the cleanest definitions I have encountered.
Cultural Intelligence
The ability to discern and take into account one’s own and others’ world views to be able to seize opportunities, make decisions, and resolve conflicts in ways that optimize cultural differences for better, longer-lasting, and more creative solutions.
Andrés Tapia
Diversity Best Practices
6
Three Stages of Cultural Intelligence
BasicGrow awareness of differences such as customs, traditions
and taboos
CoreUnderstand and navigate diverse perspectives other than
one’s own
AdvancedAdapt to, blend and create cultures across a variety of
dimensions
The 4 C’s of Cultural Intelligence
Courage: The willingness to step into the unknown. To risk making mistakes, appearing foolish or feeling stupid. To step outside of one’s comfort
Consideration: The critical human element. To approach this work with thoughtfulness and empathy. To be gentle with and forgiving of both oneself and others
Context: The various lenses through which culture is expressed. To understand and recalibrate one’s point of view
Competence: The ability to identify, appreciate and navigate culture however or wherever defined
Diversity is what comes through the door.
Inclusion is what we do to keep it.
Culture has many doors…
Do I see myself reflected here?
Global Perspectives 2030
3x2x
70%
of global growth from
EMERGING MARKETS
For the next3 MONTHSAn L.A. every
20 YEARS
Asia will build…
Shift from Super to Shared Power
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2015 2020 2025 2030 2035 2040 2045 2050
India
China
Japan
Russia
EU
U.S.
Share of Global Power Index by Seven Leading Powers
WEST
EAST
Source: The National Intelligence Council, “Global Trends 2030: Alternative Worlds”
End of the Era
What’s happening in your world?
What are the implications of these changes on this group, your team and/or you personally?
What skills will be necessary to succeed in this future?
Key Points
New empowered consumer segments
Business on their terms, not ours
Alliances and coalitions building
Challenges for all
Global Leader Quiz:What most impacts the probability of becoming a Great Global Leader?
Parents are from a different country
Significant other is from another country
Number of languages spoken All of these None of these
Background is not a significant factor
Global Leader Quiz:What is the most important competency for leaders with multi-country responsibilities? Intercultural skills Vision Influence Delegation Diversity Management None of the above
Influence is fundamental
27%
22%21% 21%
20% 20%19% 19%
18%17%
15% 15%14%
13% 13% 13%12%
11%
9%8%
7%
What most impacts the chances of being a Great Global Leader
Source: 2011 CLC Global Leadership Survey
Highest impact
Lowest impact
Source: 2011 CLC Global Leadership Survey
Influence:The capacity or power of a leader to be a compelling force or to produce effects on the actions, behavior, and opinions of others across a global organization.
What is influence?
48% 48%
27%24%
21%
93%
83%
73% 71% 69%
Decision Making Resource Allocation Creativity Delegation Vision
Global Leaders Weak At Influence
Global Leaders Strong at Influence
Influence is in short supply
78%
59% 59%54%
50% 49% 47% 46% 45% 44% 43% 43% 43%39% 38% 38%
35% 34%29% 29%
25%
Percentage of Global Leaders Highly Effective at Competencies
Source: 2011 CLC Global Leadership Survey
What’s happening in your world?
What are some results of successful influence?
What are some measurable behaviors associated with developing or exercising influence?
Is influence….
Crystal clear?
Quick and easy?
Universal?
Key Points
Everyone has a shot at being a great Global Leader
Influence is ambiguous and vague…kind of like the future
Growth and globalization drive influence’s importance
Influence takes time, seldom tangible and requires patience
Core Concepts
“…Perceptual organization is the process by which relationships among separate elements are perceived and guide the interpretation of those elements…
In sum, how we process sensory information is in context.”
- Pomerantz & Kubovy, 1986
We are hit with
11million bits of information a day
What we can only handle
40 bits
Hard wired to survive
Your friend is here
“Unconscious bias creates hundreds of seemingly irrational circumstances in which people seem to make choices driven by overt prejudice, even when they are not.”
- Howard Ross
American Beats Kwan!- MSNBC, February 20, 1998
34
35
“Looting” “Finding”
Hierarchy of Needs
Actualization
Esteem
Belonging
Safety
Physiological
Belonging
Esteem
Actualization
Safety
Physiological
“…being excluded from a group triggers activity in the same regions of the brain associated with physical pain.”
Kipling D. Williams, Purdue University, 2007
What’s happening in your world?
Describe the first time you ever felt you really didn’t belong?
What happened to make you feel that way?
How did that impact your perception of the word or relationships?
Key Points
We see the world through context and relationships
We are hard wired to filter to survive
We become invested in our unconscious biases as “real”
We are driven to belong
Cultural Fundamentals
“Culture is the collective programing of the mind, which distinguishes the members of one group from another.
If the mind is the hardware, culture is the software”
- Geert Hofstede
Values
Memes(Symbols)
Memes“Self replicating units of transmission or elements of cultural ideas, symbols or practices, transmitted from one mind to another through speech, gestures, rituals or other phenomena.”
Richard Dawkins
“The Selfish Gene”
YOUR CULTURAL “DEFAULT”
H E L L OI am the
Norm
Cultural Default
A shared set of memes so embedded in a culture’s unconsciousness as to be assumed, invisible and undifferentiated from their values and identity.
POWER
Living in a Right HandedWorld
Right: English for “correct” or “proper”
Direito: Portuguese for “right” or “to do
something correctly”
Sağ: Turkish for “right” or “alive”
Dexter: Latin for “right” or “skilled”
Recht: German for “right” or “correct”
오른: Korean for “right” or “morally proper”
Left :derived from the Anglo-Saxon word
lyft, “weak”
Sinistera: Latin for “left”, “evil” or
“unlucky”
Gauche: French for “left”, “awkward” or
“clumsy”
:Hebrew for four
left hands” or “extreme clumsiness”
左道: Chinese for “left path” or “unorthodox or immoral means”
ходить налево: Russian for “to go
leftwards” or “to commit adultery”
Being Left Handed
in a Right HandedWorld
“We’re right handed people!”
“We’re people!”
What’s happening in your world?
What might your cultural defaults be?
Could you list three?
Hint: What identities do you share that are a given?
Key Points
Culture is the expression of values through “memes”
Values and memes become synonymous over time
Memes determine our degree of belonging
Invisible memes are our “norms” or “cultural defaults”
Cultural DefaultsIn this presentation…
All people are white
All single individuals are male
All men have dominant, leader roles
All are heterosexual (when relationship shown)
All communication is in English
YOUR CULTURAL “DEFAULT”
H E L L OI am the
Norm
All are able bodied
And, of course, all are right handed
Which ones did you catch?
Why or why not?
Not convinced?
How about a real life example…
The “Typical” U.S. cultural defaults
Speaks English
Males are the majority and in dominant, core roles
Females are the minority and in support roles
Are white
Are able bodied
Are assumed to be heterosexual
(Are right handed)
Beyond
Guilt
“He who fights with monsters should look to it that he himself does not become a monster.”
Friedrich Nietzche
Balance of Power 1AD – 2009
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1AD 1000 1500 1600 1700 1820 1870 1913 1950 1973 1990 2009
India
China
Japan
Russia
EU
U.S.
Share of Global GDP of the 8 Great Powers
WEST
EAST
Source: The Atlantic; “The Economic History of the Last 2000 Years”
U.S. Corporate Leadership
White MenWhite
WomenMinority Men
Minority Women
Fortune 500 Board of Directors
71% 14% 11% 4%
Fortune 500 Exec Teams 72% 18% 8% 2%
U.S. Population
39% 41% 10% 10%
Concur Exec Team (2012) 73% 13% 13% 0%
Shift from Super to Shared Power
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2015 2020 2025 2030 2035 2040 2045 2050
India
China
Japan
Russia
EU
U.S.
Share of Global Power Index by Seven Leading Powers
WEST
EAST
Source: The National Intelligence Council, “Global Trends 2030: Alternative Worlds”
50%
35%
47%
Male
U.S. based
Native English
81%
98%
93%
Male
U.S. based
Native English
2012 New FTEs 2012 Leadership*
* Exec Team and VPs
Tie it all together
What made the card game so frustrating? Perception
Biases
Belonging
Cultural defaults
What was missing?
GREAT Performance Poor Performance
So what happens when the world or our teams become more diverse? Diversity’s Impact on Teams
Reference: Adler, N. J. International Dimensions of Organizational Behavior.4th ed. Cincinnati, OH: South-Western, 2002.C, Milton J. Bennett 2008
OK Performance
Homogeneous Teams
• Cohesion largely based on cultural defaults
• Management skill has limited impact on great performance
Multicultural Teams
• Leader acknowledges & supports cultural difference
• Cultural difference an asset to performance
++
+ ++
+ ++
GREAT Performance
Multicultural Teams
• Leader ignores or suppresses cultural difference
• Cultural difference an obstacle to performance
Poor Performance
What this means for you:Diversity’s Impact on Teams
Reference: Adler, N. J. International Dimensions of Organizational Behavior.4th ed. Cincinnati, OH: South-Western, 2002.C, Milton J. Bennett 2008
OK Performance
Homogeneous Teams
• Cohesion largely based on cultural defaults
• Management skill has limited impact on great performance
• Diversity eliminates average performance
• Diverse teams lack commonality through cultural defaults
• Ability to lead across differences becomes critical in performance
P.A.U.S.E.
Pay attention to behaviors
Acknowledge your own interpretations and judgments
Understand the other possible reactions
Search for the most effective way to act
Execute your action plan
Thank you