Professional Documents
Culture Documents
5 - Cultural Intelligence
5 - Cultural Intelligence
Cultural
Intelligence
by P. Christopher Earley and Elaine Mosakowski
A person with high emotional intelli- reaction to the engineers' conduct, and alert, motivated, and poised can attain
gence grasps what makes us human and proposed a new style of discussion that an acceptable level of cultural intelli-
at the same time what makes eacfi of us preserved candor but spared feelings, if gence, as we have learned from survey-
different from one anotfier. A person indeed anyone's feelings had been hurt. ing 2,000 managers in 60 countries and
witfi fiigh cultural intelligence can some- But without being able to tell how much training many otfiers. Given the num-
fiow tease out of a person's or group's of the engineers' behavior was idiosyn- ber of cross-fiinctional assignments, job
behavior those features that would be cratic and how mucfi was culturally de- transfers, new employers, and distant
true of all people and all groups, those termined, he or she would not have postings most corporate managers are
peculiar to this person or this group, and known how to influence their actions likely to experience in the course of a
those tfiat are neither universal nor idio- or how easy it would be to do that. career, low CQ can turn out to be an in-
syncratic. The vast realm that lies be- One critical element that cultural in- herent disadvantage.
tween those two poles is culture. telligence and emotional intelligence do
An American expatriate manager we share is, in psychologist Daniel Gole- The Three Sources
know had his cultural intelligence tested man's words, "a propensity to suspend of Cultural Intelligence
while serving on a design team that in- judgment -to think before acting." For Can it really be that some managers are
cluded two German engineers. As other someone richly endowed witfi CQ, the socially intelligent in their own settings
team members floated their ideas, the suspension might take hours or days, but ineffective in culturally novel ones?
engineers condemned them repeatedly while someone with low CQ might have The experience of Peter, a sales man-
as stunted or immature or worse. The to take weeks or months. In either case, ager at a California medical devices
manager concluded tfiat Germans in it involves using your senses to register group acquired by Eli Lilly Pharmaceu-
general are rude and aggressive. all the ways that tfie personalities in- ticals, is not unusual. At the devices
A modicum of culturaf intelligence teracting in front of you are different company, the atmosphere had been
would have helped the American realize from those in your home culture yet mercenary and competitive; the best-
he was mistakenly equating the merit similar to one anotfier. Only wfien con- performing employees could make as
of an idea with the merit of the person duct you have actually observed begins much in performance bonuses as in sal-
presenting it and that the Germans to settle into patterns can you safely ary. Senior managers hounded unpro-
were able to make a sharp distinction begin to anticipate how these people ductive salespeople to pertbrm better.
At Lilly's Indianapolis headquarters,
to which Peter was transferred, the sales
Culturalintelligence: an outsider's seemingly staff received bonuses tfiat accounted
for only a small percentage of total com-
natural ability to interpret someone's unfamiliar pensation. Furthermore, criticism was
and ambiguous gestures the way that person's restrained and confrontation kept to a
minimum. To motivate people, Lilly
compatriots would. management encouraged tfiem. Peter
commented, "Back in L.A., I knew how
between the two. A manager with even will react in the next situation. Tfie in- to fiandle myself and how to manage
subtler powers of discernment might ferences you draw in tfiis manner will be my sales team. I'd push them and con-
have tried to determine how much free of tfie fiazards of stereotyping. front them if they weren't performing,
of the two Germans' behavior was ar- The people wfio are socially the most and they'd respond. If you look at my
guably German and how much was successful among their peers often have evaluations, you'll see that I was very
explained by tfie fact that they were tfie greatest difficulty making sense of, successful and people respected me.
engineers. and then being accepted by, cultural Here in Indianapolis, they don't like my
An expatriate manager who was strangers. Those who fully embody the style, and they seem to avoid the chal-
merely emotionally intelligent would habits and norms of their native culture lenges that I put to them. 1 just can't
probably have empathized with the team may be the most alien when they enter seem to get things done as well here as
members whose ideas were being criti- a culture not their own. Sometimes, peo- I did in California."
cized, modulated his or her spontaneous ple who are somewfiat detacfied from Peter's problem was threefold. First,
tfieir own culture can more easily adopt he didn't comprehend how mucfi the
P. Christopher Earley is a professor and tfie mores and even tfie body language landscape had changed. Second, he was
the chair of the department of organi- of an unfamiliar fiost They're used to unable to make his behavior consis-
zational behavior at London Business being observers and making a conscious tent with that of everyone around him.
School. Elaine Mosakowski is a professoreffort to fit in. And tfiird, when he recognized that the
of management at the University of Col- Although some aspects of cultural in- arrangement wasn't working, he be-
orado at Boulder. telligence are innate, anyone reasonably came disheartened.
grounds different from their own were ing, and finance departments, things Chris understood the policy as Mer-
more likely to be made an offer. did not go smoothly. The sales manager, rill's attempt to reduce hierarchical dis-
This won't happen if a person suffers for example, objected to the safety en- tinctions both within and between the
from a deep-seated reservation about gineer's attempt to add features such as companies. The intention, he thought,
the called-for behavior or lacks the phys- side-impact air bags because they would was to draw the two enterprises closer
ical poise to pull it off. Henri, a French boost the car's price excessively. The together. Chris also identified a liking
manager at Aegis, a media corporation,
followed the national custom of greet-
ing his female clients with a hug and a People who are somewhat detached from their
kiss on both cheeks. Although Melanie,
a British aerospace manager, under- own culture can more easily adopt the mores and
stood that in France such familiarity was
de rigueur in a professional setting, she
even the body language of an unfamiliar host.
couldn't suppress her discomfort when
it happened to her, and she recoiled. In- conflict became so intense and so pub- for casual dress as probably an Ameri-
ability to receive and reciprocate ges- lic that a senior manager had to inter- can cultural trait.
tures that are culturally characteristic vene. Although many managers would Not all Mercury managers were re-
reflects a low level of cultural intelli- have felt chastened after that, Moon ceptive to the change, however. Some
gence's physical component. struggled even harder to gain control, went along with casual Fridays for a
In another instance, a Hispanic com- which he eventually did by convincing few weeks, tben gave up. Others never
munity leader in Los Angeles and an the sales manager that the air bags doffed their more formal attire, viewing
Anglo-American businessman fell into could make the car more marketable. the new policy as a victory of careless-
conversation at a charity event. As the Although he had no experience with ness over prudence and an attempt by
former moved closer, the latter hacked cross-functional teams, his successes Merrill to impose its identity on Mer-
away. It took nearly 30 minutes of waltz- with single-function teams had given cury, whose professional dignity would
ing around the room for the commu- him the confidence to persevere. He suffer as a result. In short, the Mercury
nity leader to realize that "Anglos" were commented, "I'd seen these types of resisters did not understand the impulse
not comfortable standing in such close disagreements in other teams, and I'd behind the change (head); they could
physical proximity. been able to beip team members over- not bring themselves to alter tbeir ap-
Heart. Adapting to a new culture in- come their differences, so I knew I could pearance (body); and they had been in
volves overcoming obstacles and set- do it again." the Mercury environment for so long
backs. People can do that only if they that tbey lacked the motivation (heart)
believe in their own efficacy. If they How Head, Body, and Heart to see the experiment through. To put it
persevered in the face of challenging Work Together even more simply, they dreaded being
situations in the past, their confidence At the end of 1997, U.S.-based Merrill mistaken for Merrill executives.
grew. Confidence is always rooted in Lynch acquired UK-based Mercury Asset How would you behave in a similar
mastery of a particular task or set of Management. At the time of the merger, situation? Tbe exhibit "Diagnosing Your
circumstances. Mercury was a decorous, understated, Cultural Intelligence" allows you to as-
A person who doesn't believe herself hierarchical company known for doing sess the three facets of your own cul-
capable of understanding people from business in the manner of an earlier tural intelligence and learn where your
unfamiliar cultures will often give up generation. Merrill, by contrast, was in- relative strengths and weaknesses lie.
after her efforts meet with hostility or formal, fast-paced, aggressive, and en- Attaining a high absolute score is not
incomprehension. By contrast, a person trepreneurial. Both companies had em- the objective.
with high motivation will, upon con- ployees of many nationalities. Visiting
fronting obstacles, setbacks, or even fail- Mercury about six months after the Cultural Intelligence Profiles
ure, reengage with greater vigor. To stay merger announcement, we were greeted Most managersfitat least one of the fol-
motivated, highly efficacious people do by Chris, a Mercury personnel manager lowing six profiles. By answering the
not depend on obtaining rewards, which dressed in khakis and a knit shirt. Sur- questions in the exhibit, you can decide
may be unconventional or long delayed. prised by the deviation from his usual which one describes you best
Hyong Moon had experience leading uniform of gray or navy pinstripes, we The provincial can be quite effective
racially mixed teams of designers at asked him what had happened. He told when working with people of similar
GM, but when he headed up a product us that Merrill had instituted casual Fri- background but runs into trouble when
design and development team that in- days in its own offices and then ex- venturing farther afield. A young engi-
cluded representatives from the sales, tended the policy on a volunteer basis to neer at Chevrolet's truck division re-
production, marketing, R&D, engineer- its UK sites. ceived positive evaluations of bis tech-
Confidence Training
Helmut was a manager at a Berlin-based high-tech company who partic-
"A supert) and Important t>ook." ipated in our cultural-Intelligence training program at London Business
Mickey Edwards, former U.S. Congressman School. Three months earlier, he had been assigned to a large manu-
and Lecturer of Public and International Affairs,
Woodrow Wilson School
facturing facility in southern Germany to supervise the completion of
a new plant and guide the local staff through the launch. Helmut came
from northern Germany and had never worked in southern Germany;
PRIDICIABIE his direct reports had been raised in southern Germany and had worked
for the local business unit for an average of seven years.
SUHPHISE!]
THE DISASTERS YOU SHOULD
Helmut was good at developing new learning strategies, and he wasn't
bad at adapting his behavior to his surroundings. But he had low confi-
dence in his ability to cope with his new colleagues. To him, southern
HAVE SEEN COMING AND
HOW TO PREVENT THEM Germans were essentially foreigners; he found them "loud, brash, and
cliquish."
To capitalize on his resourcefulness and build his confidence, we
placed Helmut in heterogeneous groupsof peopie, whom we encour-
aged to engage in freewheeling discussions. We also encouraged him
to express his emotions more openly, in the manner of his southern com-
"A fascinating new perspective on
planning and preparing, and a refreshing patriots, and to make more direct eye contact in the course of role-play-
approach to responsiiile leadership." ing exercises.
James Lee Witt, former director of the Fedwa! Helmut's resourcefulness might have impelled him to take on more
Emergency Management Agency
ambitious tasks than he could quite handle. It was important he get his
footing first, so that some subsequent reversal would not paralyze him.
Changing To enhance his motivational CQ, we asked him to list ten activities he
thought would be part of his daily or weekly routine when he returned
Minds
Chonying OiirOwn and
to Munich.
By the time Helmut returned to London for bis second training ses-
(Xher Pnipli-'i Mimis sion, he had proved to himself he could manage simple encounters like
getting a coffee, shopping, and having a drink with colleagues. So we
suggested he might be ready for more challenging tasks, such as provid-
Howard ing face-to-face personnel appraisals. Even though Helmut was skilled at
analyzing people's behavior, he doubted he was equal to this next set of
Gardner hurdles. We encouraged him to view his analytic skills as giving him an
important advantage. For example, Helmut had noticed that Bavarians
"The implications for everyday life, from the were extroverted only with people familiar to them. With strangers they
wort(|riace to school systems, from religion could be as formal as any Prussian. Realizing this allowed him to re-
to terrorism are rich and profound."
spond flexibly to either situation instead of being put off balance.
Warren Bennis
By the time he was asked to lead a quality-improvement team, he had
concluded tbat his leadership style must unfold in two stages-com-
LEADERSHIPtilf
COMMON GOOD manding at the outset, tben more personal and inclusive. On his third
HARVARD BUSINESS SCHDQL PRESS visit to London, Helmut reported good relations with the quality im-
CENTER FOR PUBLIC LEADfRSHIP
provement team, and the members corroborated his assessment.
Available wtierevet booKs are sold.
even though doing so will inflict a de- uncommon managerial type. He or she losses and wanted Nigel to persuade the
gree of discomfort. even may be mistaken for a native of founder to close down the business.
The mimic has a high degree of con- the country. More important, chame- Upon relocating to Lahore, Nigel re-
trol over his actions and behavior, if not leons don't generate any of the ripples alized that the interests of family and
a great deal of insight into the signifi- that unassimilated foreigners inevitably community were not aligned. So he
cance of the cultural cues he picks up. do. Some are able to achieve results that called in several community leaders,
Mimicry definitely puts hosts and guests natives cannot, due to their insider's who agreed to meet with managers and
at ease, facilitates communication, and skills and outsider's perspective. We try to convince them that the larger
builds trust. Mimicry is not, however, found that only about 5% of the man- community of Lahore would be hurt if
the same as pure imitation, which can agers we surveyed belonged in this re- potential investors came to view it as
be interpreted as mocking. Ming, a man- markable category. full of businesspeople unconcerned with
ager at the Shanghai regional power One of them is Nigel, a British entre- a company's solvency. Nigel's Saudi up-
authority, relates, "When I deal with preneur who has started businesses in bringing had made him aware of Islamic
foreigners, I try to adopt their style of Australia, France, and Germany. The son principles of personal responsibility to
speaking and interacting, i find that of diplomats, Nigel grew up all over the the wider community, while his British
simple things like keeping the right dis- world. Most of his childhood, however, origins tempered what in another per-
tance from the other person or making was spent in Saudi Arabia. After several son's hands might have been the me-
eye contact or speaking English at a successes of his own, some venture cap- chanical application of those tenets.
speed that matches the other person's italists asked him to represent them in Throughout the negotiations, he dis-
puts them at ease and makes it easier to dealings with the founder of a money- played an authoritative style appropri-
make a connection. This really makes losing Pakistani start-up. ate to the Pakistani setting. In relatively
a difference to newcomers to China be- short order, the managers and the fam-
To the founder, his company existed
cause they often are a bit threatened by ily agreed to terminate operations.
chiefly to employ members of his ex-
the place."
tended family and, secondarily, the citi- Many managers, of course, are a hy-
The chameleon possesses high levels zens of Lahore. The VCs, naturally, had brid of two or more of the types. We dis-
of ail three CQ components and is a very a different idea. They were tired of covered in our survey of more than
B E S T P R A C T I C E • Cultural Intelligence
2,000 managers that even more preva- India. We developed a two-and-a-half unit provide support for it? A realistic
lent than the ambassador was a hybrid day program that first identified a par- assessment of her workload and the
of that type and the analyst. One exam- ticipant's strengths and weaknesses time available for CQ enhancement is
pie was afemaie African-American man- and then provided a series of steps, important.
ager in Cairo named Brenda, who was which we outline below, to enhance Step 5. The person enters the cultural
insulted when a small group of young, their CQ. setting he needs to master. He coordi-
well-meaning Egyptian males greeted Step 1. The individual examines his nates his plans with others, basing them
her with a phrase they'd learned from CQ strengths and weaknesses in order to on his CQ strengths and remaining
rap music. establish a starting point for subsequent weaknesses. If his strength is mimicry,
"1 turned on my heel, went right up development efforts. Qur self-assessment for example, he would be among the
to the group and began upbraiding instrument is one approach, but there first in his training group to venture
them as strongly as my Arabic would are others, such as an assessment of a forth. If his strength is analysis, he
allow," she said. "When I'd had my say, person's behavior in a simulated busi- would first want to observe events un-
I stormed off to meet a friend." ness encounter and 360-degree feed- fold and then explain to the others why
"After I had walked about half a block, back on a person's past behavior in an they followed the pattern they did.
I registered the shocked look on their actual situation. Hughes Electronics, for Step 6. The individual reevaluates her
faces as they listened to my words. I example, staged a cocktail party to eval- newly developed skills and how effec-
then realized they must have thought
they were greeting me in a friendly way.
So I went back to talk to the group. They You will not disarm your foreign hosts simply by
asked me why I was so angry, I explained,
they apologized profusely, and we all showing you understand their culture; your actions
sat down and had tea and an interesting must prove that you have entered their world.
talk about how the wrong words can
easily cause trouble. During our con-
versation, I brought up a number of uate an expatriate manager's grasp of tive they have been in the new setting,
examples of how Arabic expressions South Korean social etiquette. Ideally, perhaps after collecting 360-degree
uttered in the wrong way or by the a manager will undergo a variety of as- feedback from colleagues individually
wrong person could spark an equivalent sessments. or eavesdropping on a casual focus
reaction in them. After spending about Step 2. The person selects training group that was formed to discuss her
an hour with them, 1 had some new that focuses on her weaknesses. For ex- progress. She may decide to undergo
friends." ample, someone lacking physical CQ further training in specific areas.
Brenda's narrative illustrates the com- might enroll in acting classes. Someone In the sidebar "Confidence Training,"
plexities and the perils of cross-cultural lacking cognitive CQ might work on we describe how we applied these six
interactions. The young men had pro- developing his analogical and inductive steps to the case of Helmut, one of five
voked her by trying, ineptly, to ingrati- reasoning-by, for example, reading sev- German managers we helped at their
ate themselves by using a bit of current eral business case studies and distilling employer's behest as they coped with
slang from her native land. Forgetting their common principles. new assignments within and outside of
in her anger that she was the stranger, Step 3. The general training set out Germany.
she berated them for what was an act above is applied. If motivational CQ is
of cultural ignorance, not malice. Cul- low, a person might be given a series of Why can some people act appropri-
turally uninformed mimicry got the simple exercises to perform, such as ately and effectively in new cultures or
young men in trouble; Brenda's - and finding out where to buy a newspaper or among people with unfamiliar back-
the men's-cognitive flexibility and will- greeting someone who has arrived to be grounds while others flounder? Our
ingness to reengage got them out of it. interviewed. Mastering simple activities anecdotal and empirical evidence sug-
such as greetings or transactions with gests that the answer doesn t lie in tacit
Cultivating Your local shopkeepers establishes a solid knowledge or in emotional or social in-
Cultural Intelligence base from which to move into more telligence. But a person with high CQ,
Unlike other aspects of personality, cul- demanding activities, such as giving an whether cultivated or innate, can un-
tural intelligence can be developed in employee a performance appraisal. derstand and master such situations,
psychologically healthy and profession- Step 4. The individual organizes her persevere, and do the right thing when
ally competent people. In our work with personal resources to support the ap- needed. ^
Deutsche Bank, we Introduced a pro- proach she has chosen. Are there people
gram to improve managers' work rela- at her organization with the skills to Reprint R0410J
tionships with outsourcing partners in conduct this training, and does her work To order, see page 159-