HBR's 10 Must Reads on Managing Across Cultures (with featured article "Cultural Intelligence" by P. Christopher Earley and Elaine Mosakowski)

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Harvard Business Review. HBR's 10 Must Reads on Managing Across Cultures (with featured article "Cultural Intelligence" by P. Christopher Earley and Elaine Mosakowski)

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The Three Sources of Cultural Intelligence

Head

Body

Heart

How Head, Body, and Heart Work Together

Cultural Intelligence Profiles

Cultivating Your Cultural Intelligence

Step 1

Step 2

Step 3

Step 4

Step 5

Step 6

The Challenges

Direct versus indirect communication

Trouble with accents and fluency

Differing attitudes toward hierarchy and authority

Conflicting norms for decision making

Four Strategies

Adaptation

Structural intervention

Managerial intervention

Exit

Achieving Global-Local Balance

International Talent

The Advantages of Multiculturals

Recognizing new-product opportunities

Preventing losses in translation

Integrating outsiders

Mediating with bosses

Bridging differences between subsidiaries and headquarters

The Discrimination-and-Fairness Paradigm

The Access-and-Legitimacy Paradigm

The Emerging Paradigm: Connecting Diversity to Work Perspectives

Eight Preconditions for Making the Paradigm Shift

First Interstate Bank: A Paradigm Shift in Progress

Shift Complete: Third-Paradigm Companies in Action

They are making the mental connection

They are legitimating open discussion

They actively work against forms of dominance and subordination that inhibit full contribution

They are making sure that organizational trust stays intact

The Culture Map

Communicating

Evaluating

Persuading

Leading

Deciding

Trusting

Disagreeing

Scheduling

Rule 1: Don’t Underestimate the Challenge

Rule 2: Apply Multiple Perspectives

Rule 3: Find the Positive in Other Approaches

Rule 4: Adjust, and Readjust, Your Position

Competing Answers

Balancing the Extremes: Three Guiding Principles

Defining the Ethical Threshold: Core Values

Creating an Ethical Corporate Culture

Conflicts of Development and Conflicts of Tradition

Guidelines for Ethical Leadership

Treat corporate values and formal standards of conduct as absolutes

Design and implement conditions of engagement for suppliers and customers

Allow foreign business units to help formulate ethical standards and interpret ethical issues

In host countries, support efforts to decrease institutional corruption

Exercise moral imagination

Notes

Why English Only?

Competitive pressure

Globalization of tasks and resources

M&A integration across national boundaries

Obstacles to Successful English-Language Policies

Change always comes as a shock

Compliance is spotty

Self-confidence erodes

Job security falters

Employees resist

Performance suffers

An Adoption Framework

Improving belief in capacity

Improving employee buy-in

1. Start Small

2. Provide a Stable Organizational Context

3. Assign Oversight and Support Responsibility to a Senior Manager

4. Use Rigorous Project Management and Seasoned Project Leaders

5. Appoint a Lead Site

6. Invest Time Defining the Innovation

7. Allocate Resources on the Basis of Capability, Not Availability

8. Build Enough Knowledge Overlap for Collaboration

9. Limit the Number of Subcontractors and Partners

10. Don’t Rely Solely on Technology for Communication

1. Do We Control Our Environment or Does It Control Us?

2. What’s More Important, Rules or Relationships?

3. Are Failures the Responsibility of the Individual or the Team?

4. How Much Do We Identify with Our Failures?

5. Do We Grant Status According to Performance or Position?

Sending People for the Right Reasons

Sending the Right People

A drive to communicate

Broad-based sociability

Cultural flexibility

Cosmopolitan orientation

A collaborative negotiation style

Finishing the Right Way

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HBR’s 10 Must Reads series is the definitive collection of ideas and best practices for aspiring and experienced leaders alike. These books offer essential reading selected from the pages of Harvard Business Review on topics critical to the success of every manager.

Titles include:

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Chris understood the policy as Merrill’s attempt to reduce hierarchical distinctions both within and between the companies. The intention, he thought, was to draw the two enterprises closer together. Chris also identified a liking for casual dress as probably an American cultural trait.

Not all Mercury managers were receptive to the change, however. Some went along with casual Fridays for a few weeks, then gave up. Others never doffed their more formal attire, viewing the new policy as a victory of carelessness over prudence and an attempt by Merrill to impose its identity on Mercury, whose professional dignity would suffer as a result. In short, the Mercury resisters did not understand the impulse behind the change (head); they could not bring themselves to alter their appearance (body); and they had been in the Mercury environment for so long that they lacked the motivation (heart) to see the experiment through. To put it even more simply, they dreaded being mistaken for Merrill executives.

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