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WELCOME building cultural intelligence. Video. Overview: Building cultural intelligence. A Global Mindset Cultural Intelligence Linking global attentiveness and cultural intelligence to leader effectiveness Skills and tools to build our knowledge and enhance our application of global trends.

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WELCOME building cultural intelligence

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    1. WELCOMEbuilding cultural intelligence Video

    2. Overview: Building cultural intelligence • A Global Mindset • Cultural Intelligence • Linking global attentiveness and cultural intelligence to leader effectiveness • Skills and tools to build our knowledge and enhance our application of global trends

    3. A Global Community Global Awareness Leads To… Leadership that is Globally Engaged and Responsive.

    4. A Global Mindset: what are the skills? WHAT ARE THE SKILLS AND INSIGHTS FOR BUILDING A GLOBAL MINDSET? • Global awareness is work! • It is the result of an intentional effort to add the perceptions, skills, and competencies required to see events and to understand the significance of those events within a cultural and global context.

    5. global Leadership How do we prepare ourselves for the complexity of being leaders who are globally aware and connected? Ian Goldin is director of the 21st Century School at Oxford. Through the school's program of research, collaboration, and education, he's powering new, cross-disciplinary thinking about global problems from the near and far future. Video

    6. What is Cultural Intelligence? Cultural Intelligence is what we know about cultures that are not our own, and developing the skills and tools to successfully interact across cultures in a manner that takes into consideration the cultural experiences of others.

    7. Assessing your cultural Intelligence • Answer the eight questions using a five-point Likert Scale where • 1 = Considerable Improvement Needed • 3 = Moderate Improvement Needed • 5 = No Improvement Needed • Share with your group your scores for questions 1, 3, and 6.

    8. Cultural Intelligence inquiry How have you observed or experienced leaders exercise cultural intelligence in a way that recognizes and advances understanding, builds relationships, and increases institutional effectiveness?

    9. cultural Intelligence The Three Parts of Cultural Intelligence The mindfulness of the leader allows for continuous learning and information gathering that augments existing knowledgeand informs the creation of new behaviorsand actions.

    10. cultural Intelligence Components The Differences Difference Makes Cultural Intelligence makes it possible to see and honor difference. Moreover, it understands the details of differences and then seeks to build bridges of understanding to connect and communicate.

    11. cultural Intelligence Skills What are the skills necessary to build Cultural Intelligence? The Five-Step Skill-Building Process Open attitude is the prerequisite for developing cross-cultural effectiveness. Cultural knowledge must be translated into cross-cultural skills to be effective. Self and other awareness must be grounded in cross- cultural knowledge. Self-awareness accelerates other awareness. Walker, 2007

    12. Barriers to Cultural Intelligence Often, we are the ones who can get in the way our own acquisition of cultural intelligence. Addressing existing biases, fears, and prejudices are essential if we intend to build and use cultural intelligencein relationships and institutions.

    13. Assessing Cultures to Build C.I. How do we assess cultures to increase Cultural Intelligence? “Provide for me the tools to open up the world around me and I will gain the insights that will not only change me but the very world in which I live, work, and influence.”

    14. Assessing Cultures to Build C.I. When building Cultural Intelligence, the GLOBE’s nine dimensions can provide specific information that can contribute to: These nine dimensions provide “windows” into the worlds of those around us that build understanding and connections. We gain the vital details that help accelerate our own learning and the learning of our colleagues and institutions.

    15. About Case studies Case studies require us to analyze problem situations and reach our own conclusions concerning the outcome. • Name the issue. • Review the facts. • WHO is the ultimate decider? • List the key stakeholders. • Determine what matters. • Assess why it matters and to whom. • Assess your relationship with key stakeholders. • Make a recommendation.

    16. A case study The Case: Making a Meaningful Connection • In your groups, read the Richardson College Case Study. • Engage in discussion about the situation. • Provide responses to each of the questions. • Be prepared to discuss your results.

    17. Summary • Globally connected leaders build conscious awareness of unfolding world events that might in some way impact their institutions. • Stay informed, connected, and involved. • Connect Global Awareness with Cultural Intelligence. • Strengthen our capacity to engage in and build Cultural Intelligence. • Contribute to institutional capacity for international community. • Build a knowledge exchange.

    18. What’s Your Plan Tomorrow? • What opportunities/platforms exist in the area of building Global Leadership for the future? • What steps might you take as a leader to accelerate the acquisition of Cultural Intelligence? • Who can you call on to help? • What opportunities exist in your community to increase access to healthy cross-cultural experiences?


    20. WRITING AND REFLECTION Record two to three ideas or issues that came out of the discussion that were most meaningful to you.