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Cultural differences in boardroom dynamics

Stage 5 – Adaptation

one is able to develop communication skills and alternative behaviour for the different cultural context

intercultural empathy such that a person can shift perspective to understand and be understood across cultural boundaries

The other person is perceived as equal, but with a different reality

Competencies to develop

empathy

risk taking skills

problem-solving skills

flexibility in social and communication style

Stage 6 – Integration

internalisation of bicultural or multicultural perspectives

One would be able to conduct sophisticated cross-cultural mediation and be seen as a dynamic ‘in-between’, moving in and out of different cultures

Competencies to develop

culturally sensitive sense of humour

the ability to take on leadership roles

the ability to switch identity according to cultural context.

The first three stages of the developmental model – denial, defence and minimisation – comprise the ‘ethnocentric’ phases of the model.

ethnocentrism The act of judging another culture based on preconceptions that are found in values and standards of one’s own culture.

The final three phases of the model – acceptance, adaptation and integration – comprise the ethnorelative phases

they perceive other cultures as separate and valid alternatives that are no better and no worse than one’s own

3. Cultural intelligence

Cultural intelligence (CQ) builds on the concept of emotional intelligence, while incorporating the capability to interact effectively across cultures

introduced as a concept in the early 2000s

applied to both business and military settings

measurable using academically validated assessments

CQ is an accurate predictor of performance in multicultural settings

In governmental negotiation and diplomacy settings, it is been associated with the concept of soft power

cultural intelligence as ‘an outsider’s seemingly natural ability to interpret someone’s unfamiliar and ambiguous gestures the way that persons compatriots would.’

Ways to develop cultural intelligence

1. through improving one’s cognitive CQ, which is knowledge about cultures, including facts and cultural traits

2. develop physical CQ, which is specific skills to manage oneself and one’s social interactions.

3. develop one’s emotional or motivational CQ, which includes the awareness one has of oneself and others

4. Multicultural teams

Jeanne Brett - how to manage multicultural teams whose members come from different nations and backgrounds and thus have the potential for conflict

a. adaptation – acknowledging cultural gaps openly and working around them;

b. structural intervention – changing the shape of the team

c. managerial intervention – setting norms early or bringing in a higher level manager

d. exit – removing a team member when other options have failed

adaptation is the ideal strategy as this enables the team to solve its own problem with minimal outside input and therefore also learn from the experience for the benefit of future team performance.

For the adaptation strategy to work, team members must be exceptionally aware and also willing to invest time to negotiate a common understanding.