Demonstrating Cultural Intelligence
Business professionals who are high in cultural intelligence possess skills and attributes to work effectively with members of other cultures. They respect, recognize, and appreciate cultural differences; possess curiosity and interest in other cultures; avoid inappropriate stereotypes; adjust conceptions of time and show patience; manage language differences to achieve shared meaning; understand cultural dimensions; establish trust and show empathy across cultures; approach cross-cultural work relationships with a learner mind-set; and build co-cultures of cooperation and innovation. Individuals high in cultural intelligence have a good understanding of cultural dimensions. In the book you are introduced to eight cultural dimensions. In this exercise you will pay attention to six of these dimensions: individualism and collectivism, egalitarianism and hierarchy, future orientation, assertiveness, humane orientation, and performance orientation. Indians are generally considered fairly high in collectivism, whereas Americans are generally considered fairly high in individualism. Indians are generally considered fairly high in hierarchy, whereas Americans focus more on egalitarianism. Indians and Americans both tend to be medium to fairly high in future orientation. Indians are generally considered fairly low in assertiveness, whereas Americans are generally considered relatively high in assertiveness. Indians are considered slighter higher in humane orientation than Americans; however, Americans are considered quite high in this area. Indians and Americans are both considered fairly high in performance orientation. Understanding the communication patterns in other cultures requires an understanding of underlying norms and values. By understanding cultural dimensions, business leaders can better recognize appropriate approaches to communication in other cultures.
In this exercise, you will identify behaviors that are associated with six cultural dimensions: individualism (and its opposite, collectivism), egalitarianism (and its opposite, hierarchy), future orientation, assertiveness, uncertainty avoidance, and performance orientation. You will see a nine-minute videoconference of team members who work for a furniture company. In the meeting, you will see three professionals: Janet (director of communications, wearing blue shirt) is leading a videoconference to resolve differences between Jake and Sangita. Jake (freelance photographer, wearing a green shirt). Sangita (programmer, wearing a red shirt).These professionals are working across continents on a project to develop a new website. They are up against a deadline, and Jake and Sangita each believe that progress is being hindered by the other. Janet is stepping in to help resolve differences.
1.
value: 1.42 points
Janet starts the conversation by stating, “Let’s cut to the chase here. I’ve hired each of you for your professionalism and expertise, and this project is way behind.” What cultural dimension is most at play here?
Assertiveness
Individualism and collectivism
Egalitarianism and hierarchy
Future orientation
2.
value: 1.42 points
Jake complains that the “primary problem is communication” because Sangita has not responded to his many emails over months. Jake’s complaint shows that he most lacks what element of cultural intelligence?
Adjust view of time/show patience
Avoid negative stereotypes
Manage language differences
3.
value: 1.42 points
Jake complains about Sangita, saying, “She’s not getting the vision. I don’t like the attitude.” Which of the following phrases best characterizes how this statement will be interpreted?
Rude to Americans and Indians
Rude to Americans but not rude to Indians
Rude to Indians but not rude to Americans
Not rude to Americans and Indians
4.
value: 1.42 points
Janet is a supervisor to both Sangita and Jake. In this situation, Janet is also acting as an intermediary to bridge differences between Sangita and Jake. This approach may be particularly effective in Indian culture due to what cultural dimension?
Hierarchy
Assertiveness
Humane orientation
Future orientation
5.
value: 1.42 points
It is evident that Janet, Sangita, and Jake are each interested in doing good work. They’ve discussed achieving good results, and they want to get things done in a timely manner. What cultural dimension most likely explains this?
Performance orientation
Humane orientation
Future orientation
Hierarchy
Assertiveness
6.
value: 1.42 points
Sangita mentions that she has to attend a weeklong wedding for a fourth cousin. Janet and Jake react with laughter, suggesting Sangita can’t possibly go to the wedding for that long given the hard deadline. The actions of all three individuals is best explained by which cultural dimension?
Individualism and collectivism
Assertiveness
Future orientation
Hierarchy
7.
value: 1.48 points
Overall, this scenario reinforced the notion that Indian business culture is generally what combination of collectivism and egalitarianism.
High in collectivism and low in egalitarianism
High in collectivism and high in egalitarianism
Low in collectivism and low in egalitarianism
Low in collectivism and high in egalitarianism
