CQ: Developing Cultural Intelligence at Work (Stanford Business Books (Hardcover)) - Hardcover

Earley, P. Christopher; Ang, Soon; Tan, Joo-Seng

Hardcover

ISBN 10: 0804743134 ISBN 13: 9780804743136

Verlag: Stanford University Press, 2006

Inhaltsangabe

This book explains to those living and working in another country how to identify and develop their Cultural Intelligence, or CQ. Cultural intelligence is an outsider’s natural ability to interpret and respond to unfamiliar cultural signals in an appropriate manner.

CQ is distinguished by three core features: the head, or the ability to discover new information about a culture; the heart, or one’s motivation and confidence in dealing with a culture; and the body, or the capability to adapt actions and behavior so that they are appropriate in a new culture.

A manager with a high CQ can enter into new cultural settings—national, professional, organizational, regional—and immediately understand what is happening and why, confidently interact with people, and engage in the right actions. Filled with real-world examples and case studies, this book explains how to assess one’s own skills and improve one’s CQ.

Über diesen Titel

Über die Autorinnen und Autoren

P. Christopher Earley is Auran J. Fox Chair in Business and Dean of the University of Connecticut School of Business. Soon Ang is the Goh Tjoei Kok Chair Professor in International Management & IT at the Nanyang Business School, Nanyang Technological University, Singapore. Joo-Seng Tan is Associate Professor of Management at Nanyang Technological University's Nanyang Business School.

P. Christopher Earley is Auran J. Fox Chair in Business and Dean of the University of Connecticut School of Business. Soon Ang is the Goh Tjoei Kok Chair Professor in International Management & IT at the Nanyang Business School, Nanyang Technological University, Singapore. Joo-Seng Tan is Associate Professor of Management at Nanyang Technological University's Nanyang Business School.

Von der hinteren Coverseite

This book explains to those living and working in another country how to identify and develop their Cultural Intelligence, or CQ. Cultural intelligence is an outsider’s natural ability to interpret and respond to unfamiliar cultural signals in an appropriate manner.
CQ is distinguished by three core features: the head, or the ability to discover new information about a culture; the heart, or one’s motivation and confidence in dealing with a culture; and the body, or the capability to adapt actions and behavior so that they are appropriate in a new culture.
A manager with a high CQ can enter into new cultural settings—national, professional, organizational, regional—and immediately understand what is happening and why, confidently interact with people, and engage in the right actions. Filled with real-world examples and case studies, this book explains how to assess one’s own skills and improve one’s CQ.

Aus dem Klappentext

This book explains to those living and working in another country how to identify and develop their Cultural Intelligence, or CQ. Cultural intelligence is an outsider s natural ability to interpret and respond to unfamiliar cultural signals in an appropriate manner.
CQ is distinguished by three core features: the head, or the ability to discover new information about a culture; the heart, or one s motivation and confidence in dealing with a culture; and the body, or the capability to adapt actions and behavior so that they are appropriate in a new culture.
A manager with a high CQ can enter into new cultural settings national, professional, organizational, regional and immediately understand what is happening and why, confidently interact with people, and engage in the right actions. Filled with real-world examples and case studies, this book explains how to assess one s own skills and improve one s CQ.

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CQ

Developing Cultural Intelligence at WorkBy P. CHRISTOPHER EARLEY SOON ANG JOO-SENG TAN

Stanford University Press

Copyright © 2006 Board of Trustees of the Leland Stanford Junior University
All right reserved.
ISBN: 978-0-8047-4313-6

Contents

Preface........................................................................................viiAbout the Authors..............................................................................ixIntroduction: Positioning Cultural Intelligence in the Global Economy..........................1PART 1 UNDERSTANDING CULTURAL INTELLIGENCEChapter 1 What is Cultural Intelligence and Why Does It Matter?................................19Chapter 2 Preparing Your Mind: The Cultural Strategic Thinking Basis of CQ.....................42Chapter 3 Directing Your Energy: The Motivational Basis of CQ..................................61Chapter 4 Presenting Yourself: The Behavioral Basis of CQ......................................82PART 2 APPLYING CQ TO YOUR WORKPLACEChapter 5 Working Effectively in the Culturally Diverse Workplace..............................103Chapter 6 Succeeding in Global Work Assignments................................................124Chapter 7 Building High-Performing Global Teams................................................150Chapter 8 Leading Globally.....................................................................175Chapter 9 Summary and Concluding Thoughts......................................................199Further Readings...............................................................................215Appendix: A Self-Assessment of Your CQ.........................................................217Index..........................................................................................229

Chapter One

WHAT IS CULTURAL INTELLIGENCE AND WHY DOES IT MATTER?

It's clear that cultural intelligence is a source of competitive advantage and a strategic capability for individuals and organizations. Effective and efficient adjustment to new countries and cultures brings dividends to individuals and organizations. What isn't clear is, what exactly constitutes cultural intelligence? If cultural intelligence has core elements, why do these elements matter in the context of developing a manager's cultural intelligence? Understanding why the different elements of CQ matter will help us understand why managers differ from one another in their success at international placements.

Take an example described by the anthropologist Edward Hall concerning his early visits to Japan. After returning to his hotel (a small, family-run place), he found that his belongings had been moved from the room where he had been staying for the past week to a new one. Not wanting to create a fuss, he went to his new room. About a week later, he was again moved to a new room (and again without his consent or knowledge). He again made no mention of it to his hosts, simply assuming that he was being treated as gaijin, or a foreigner, and after a while went back home to the United States. The following year he returned to Japan to another family-run hotel and found that not only did he get moved from room to room, switched, but, one week, even from one hotel to another. After complaining to a Japanese colleague, his friend told him that this was a compliment - only someone considered family would be moved in such a fashion. Strangers are not bothered, but family (or those belonging to the in-group) can be imposed upon. Why do some managers understand that the hotel was treating them as part of the local family, while others assume wrongly that they are being moved around unexpectedly because they are unimportant and have low status? Why is it that some managers who seem to understand what is going on in a new culture nevertheless fail to work effectively? Is this a motivation dilemma or a manager's inability to adjust properly?

SOME BASICS: CULTURE, COUNTRY, AND UNIVERSALS

Before we describe the details of our approach, it's important that we share with managers our definitions of several key ideas in this book.

What do we mean by culture? The most important starting point for our discussion focuses on the distinction between culture and country. Culture can be thought of as patterned ways of thinking, feeling, and reacting to various situations and actions. Culture is gained and shared among people through symbols, including their embodiment in artifacts. For example, in American culture the eagle symbolizes freedom and independence, as every schoolchild learns at an early age. The eagle appears on our currency, on national emblems, on the presidential seal, and the like. The sociologist and business consultant Geert Hofstede likes to think about culture as a sort of mental programming for people within a nation; it's the "software" of the mind, and it reflects a set of imperfectly shared rules for behavior and meanings attached to such behavior.

What do we mean by country? Simply put, country (or nation) refers to a territorially bounded, multigenerational region with a population organized around a common culture and social system.

Culture and country are slippery concepts at times. For example, one country might consist of many subcultures. Many people would use the United States as an example of such a melting pot of views and peoples. Switzerland, with its four official languages represented in the Swiss parliament and regions dominated by various language and ethnic traditions, represents a different type of eclectic country. However, in both the United States and Switzerland, there is an overarching common view of the world inside and outside the country. This is the national culture. Differences among groups of people within the country represent a different type of cultural diversity, which we will return to later in the book.

Culture and country are not synonymous. Although every country has an overarching culture, many subcultures may exist within a single country. To make matters even more complicated, people within the same subculture do not necessarily see the world in the same way. Over time, people acquire variations on cultural meanings because the ideas that they gain from their parents, friends, popular media, and so on are imperfectly shared. Any two individuals from a common culture may hold different views of the same event, and they may share such views with other people in their country but not with one another.

Another important idea of our approach is that some things are understood and held in common by all people, whereas others are idiosyncratic to certain countries and cultures. An idea or object is culture specific if it has a unique meaning for one group of people but represents something very different to another group. For example, the idea of machismo in Latin culture does not really have a counterpart in Anglo culture. A person from the United States might interpret machismo as "manliness" or "masculinity," but this is only partially correct. Machismo carries other meanings, including honor and obligation, that are often overlooked by non-Latinos.

In fact, some ideas are so rich and subtle that they can only be understood by someone who is from a certain culture or who has spent extensive time learning about it. This is why anthropologists seeking to learn about new groups of people will often live for several years with the people much as they do themselves (eating, sleeping, and...

Details zur Ausgabe

• Verlag: Stanford University Press
• Erscheinungsdatum: 2006
• Sprache: Englisch
• ISBN 10: 0804743134
• ISBN 13: 9780804743136
• Einband: Gebundene Ausgabe
• Anzahl der Seiten: 264
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: Nicht verfügbar