Developing intercultural skills in the workplace
To step out of one’s prism is to acknowledge one’s hierarchy of values. This makes it possible to better understand the behavioral dimensions in different cultures.
Once we become aware of this, we should take advantage of it. Differences can be powerful drivers and a tremendous source of creativity, but they can also lead to difficulties or even failures. Dr. Carol Kovach, from the University of California UCLA, has studied the paradox in teams with different cultural backgrounds. Her study shows that while multicultural groups have a higher performance potential than monocultural teams, they proportionally have a higher risk of failure.
The graph represents the productivity of 800 teams of four to six members each[1]. This study shows that making teams work in a cultural context different from their own impacts their efficiency. Therefore, for organizations to foster the intercultural skills of their teams, they must identify the elements driving performance and those slowing it down.
“It is not the strongest of the species that survives, nor the most
intelligent that survives. It is the one that is most adaptable to change”.
Charles Darwin
How to define intercultural skills?
Different models have been proposed to measure cultural intelligence. Professors Christopher Earley and Soon Ang have even built a tool to measure it, called the Culture Quotient (CQ). Where they defined cultural intelligence as the natural ability of a stranger to understand and respond appropriately to unfamiliar cultural cues.
The CQ has three main characteristics:
- The head, or the ability to discover new information about a culture ;
- The heart, or the motivation and self-confidence in the presence of a culture ;
- The body, or the ability to adapt actions and behaviors to be appropriate in a new culture.
Meanwhile, WorldWork Ltd, a training provider, has defined intercultural skills as a clever mix of skills based on the Push & Pull concept in marketing. It assessed them by using a tool called: The International Profiler (TIP).
When individuals encounter a new culture, they face themselves. Individuals with a strong identity will lead others to adopt their values and objectives, despite the differences. This is the Push part. On the contrary, connecting with others, listening to them, being open and flexible will help start the conversation and cooperation. This is the Pull part.
Since the brain is capable of multiple cultural representations, the intercultural skill is similar to changing one’s cultural software on demand.[2]
This shows that in terms of culture, it is all about equilibrium. The challenge will be to find the right balance between these two complementary approaches depending on the context.
[1] Nancy J. Adler, International Dimensions of Organizational Behavior, South Western College Publishing, 1997, p. 137.
[2] Geert Hofstede, Gert Jan Hofstede & Michael Minkov, Cultures and Organizations: Software of the Mind, McGraw-Hill Professional, 2010.
Natacha JUSHKO
Founder of the Lean Cultural Concept
After fifteen years spent in expatriation in various development and commercial management positions, Natacha Jushko joined academic research and has an activity as a trainer and coach in the fields of intercultural management.
She has been working in Belgium, Lebanon, Russia, China and across many countries in Africa.
She is the author of Journey to the Land of Lean (available in French) edited by Afnor.
