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Emotional Intelligence and Intercultural sensitivity as key moderators in transforming organisations Presentation at EEDT Summit 2009. Rica Viljoen. Doctor in Business Leadership (SBL Unisa) - PowerPoint PPT Presentation
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Emotional Intelligence and Intercultural sensitivity as key moderators in transforming organisations
Presentation at EEDT Summit 2009
• Doctor in Business Leadership (SBL Unisa)
• International Organisational Development specialist and practitioner focusing on optimising individual, group and organisational behaviour
• Focus on creating Engagement in multi-cultural organisations through Inclusivity
• Consulted to and facilitated in various countries e.g. Califoria, Peru,
Australia, Spain, America, Zambia, Mali, Tanzania, Namibia, Zambia, Ghana
• Associated with numerous academic institutions as subject matter expert e.g. da Vinci Institute, SBL – UNISA and Village of Leaders – Stellenbosch
• Managing Director of Mandala Consulting
Rica Viljoen
• Imported BarOn EQi to South Africa In 1997 to proof that EQ is a myth!
• Introduction
• What is transforming organisations all about?
• Unleashing tacit potential in systems through Inclusivity
• Pre-requisites for inclusivity:– Enhanced Emotional Intelligence
– Enhanced Intercultural sensitivity
– Case Study in Multi-cultural international
• Conclusions
• Questions
Layout of presentation
Unleash engagement in multicultural organisations:
Optimisation of voice as moderator
to sustainable business transformation• In today’s competitive, ever changing world, companies strive harder than
ever to implement strategy in a sustainable manner and to stay recent in the mind of the global consumer.
Introduction
• The people capacity in the system and the interaction between human entities lead to the “amount of energy” in a system to perform.
• This energy can lead to engaged individuals – a situation where the tacit potential of an individual manifests and is applied to organisational tasks to the benefit of the individual, the group and the organisation.
• Other forms of energy is “apathetic” or “disconnected” with obvious human losses of human potential.
• Engagement leads to organisational benefits such as customer centricity, productivity, safe behaviour, low turnover and low absenteeism.
OD Interventions
New world of work
Nature of the world
Why we change Essence of Change
New Sciences
We change differently
Consciousness
The Individual
The Team
The
Organisation
How individuals change
How groups change
The What
Context:Industry
South AfricaAfricaGlobal
Leadership
Doing
Being Disconnect
Apathy
Engagement
Voice
Organisation
Group
Individual
EQ Journey
Dialoguing
World CafeStorytelling
Appreciative Inquiry
Organisational LeadershipTrust
LeadershipWork attributes
IntelligencesPersonality
Intercultural sensitivity
How organisations change
The way: How we change
MandalaConsulting™
Inclusivity Framework – Viljoen (2008)
The
individual
The Team
The
Organisation
Level of
engagement
Assumptions
AboutWe
Assumptions
About They
Assumptions
About Me
and Society Context
National Cultural
Level of Engagement
Level of
engagement
Correlates directly to:
+ -
Productivity Abseetism
Retention Turnover
Employee Satisfaction Apathy
Creativity and Innovation Number of incidents
Safe Behaviour Number of Accidents
Customer experience Mistakes
Ability to deal with change Apathy
Benefit of Engagement – Viljoen (2008)
• The BeQ™-model reflects the interplay between assumptions and perceptions alive and well in organisations around constructs that contribute to the unleashing of individual voices, potential and gifts.
• As the organisational, the country climate and worldview also influence these perceptions, they are also explored.
• Specific focus on methodology– Align Qualitative and Quantitative data
– World Cafe
– Story Telling
– Appreciative Inquiry
– OD
BeQ™ - Benchmark of Engagement Quotient
Mind the gap!!!!
Only 44% of CEOs of joint ventures characterized their venture as "very successful".
The most common
causes of failure cited
by CEOs are:
Joint Ventures
Kotelnikov: 2005
Change Enablers
ChangeEnablers
Diversity Of Thought
Dynamics of change
Drivers of change
Adapted Framework: Sustainability through Inclusivity - energy on all dimensions
OD Interventions
New world of work
Nature of the world
Why we change Essence of Change
New Sciences
We change differently
Consciousness
The Individual
The Team
The Organisation
How individuals change
How groups change
The What
Context:Industry
South AfricaAfricaGlobal
Leadership
Doing
Being Disconnect
Apathy
Engagement /
Voice
Organisation
Group
IndividualEQ Journey
Dialoguing
World CafeStorytelling
Appreciative Inquiry
Climate, culture, worldview, sub-climates, sub-cultures
Group dynamics, group formation, unconscious mechanics, group norms
IntelligencesPersonality
Intercultural sensitivity
How organisations change
The way: How we change
Leadership Dimensions
during change
Domains influenced by / and influencing change
Energy in the system
Inclusivity Framework
Meta-insights gained by phenomenological research process
• It is, however, not easy or elegant. It is a principle based, radically transparent and value driven environment.
• People feel valued, listened to and respected in a workplace that has a climate of Inclusivity.
• Talent stays in such a world as the best in people manifests.
• Emotions that pertain to Inclusivity include commitment, engagement, excitement and a sense of belonging.
• Emotional intelligence the most critical element in success.
• Intercultural sensitivity non-negotiable for transformational success.
Viljoen: 2008
• Emotional intelligence and Intercultural sensitivity moderators in transforming organisations.
“THE ABILITY TO DEAL WITH ENVIRONMENTAL DEMANDS”
“AN ARRAY OF NON-COGNITIVE CAPABILITIES WHICH CONTRIBUTES TO EMOTIONAL MATURITY … “
“STREET SMARTNESS / COMMON SENSE”
Bar-On: 2005
Emotional Intelligence (EQ) Defined:
Intelligences
• Being aware of self – emotional intelligence• Being aware of others – cultural intelligence• Being aware of justice – moral intelligence• Being aware of greater impact of behaviour – spiritual intelligence• Being aware of complexities – complexity handling ability
INTRA PERSONAL
INTER PERSONAL
STRESS MANAGEMENT
ADAPTABILITY
GENERAL MOOD
EFFECTIVE PERFORMANCE
Emotional Intelligence (EQ) Defined:
Bar-On: 2005
Emotional Intelligence in Organisations
Organisational Climate
and Culture
HR Functio
nsLeadership
RelationshipsOrganisational Effectiveness
GroupEmotional Intelligence
IndividualEmotional Intelligence
Cherniss: 2003
Emotional Intelligence (EQ) Defined:
Robbins: 2008
IQ : MEAN = 100
EQ : MEAN = 100
2,5%
< 85
2,5%
7115
100%
95%
MEASUREMENT : NORMAL DISTRIBUTION
84% increase in productivity of non-sales staff
124% increase in productivity of customer interface employees
Cultural / Ethnical differences in EQi-scores
•An analysis of variance of the North American normative sample (n=3,831) to examine the effect of ethnicity on EQ-i scores.•No significant differences in emotional-social intelligence between the various ethnic groups that were compared were found.•Significant differences in cognitive intelligence between various ethnic groups [e.g., Suzuki & Valencia, 1997].
To summarize the above findings, the Bar-On model reveals that there are no significant differences in emotional-social intelligence between the various ethnic groups that have been examined in.
Bar-On: 2007
• Of particular importance in today’s global economy.
• The finding that emotions are a universal language, and that people in all cultures and places share a similar view of traits such as integrity and authenticity, the ability to “read and write the language of emotions” is an invaluable asset.
• More research needed.
Importance of cross-cultural aspect of EQi
My life’s purpose
My
potential
My
Unique gift
Self Mastery
Growth
Personal Power
Actualisation
Inclusivity strategies on the individual domain
Understanding self
CULTURAL CONTEXT
REALITY
YourMental
Map of Reality
Your Prospect’sMental
Map of Reality
Beliefs
Values
Beliefs
Values
Believing is seeing
"We see the things not as they are, but as we are"
Area of GoodUnderstanding
Kotelnikov: 2005
Intercultural understanding
Intercultural Understanding
6 6
Others’
Values/worldview
Others’
Intelligences
Others’
Personality
Interculturalsensitivity
Awareness
Power relations
Empathy
Inclusivity strategies on the group domain
Understanding others
CULTURAL CONTEXT
Spiral Dynamics
Beck,1996
1. Communication styles
2. Attitudes towards conflict
3. Approaches to completing tasks
4. Decision-making styles
5. Attitudes towards disclosure
6. Approaches to knowing
What’s different?
1. Beliefs
2. Values
3. Perceptions
4. Expectations
5. Attitudes
6. Assumptions
What’s hidden below
surface?
Visible culturaldifferences
Invisible cultural roots
Kotelnikov : 2005
Managing Cultural Differences
UK & USA = O.K.
RUSSIA = ZERO
JAPAN = MONEY
BRAZIL = INSULT
More information at 1000ventures.com: “Managing Cultural Differences”
Managing Cross-Cultural Differences
Time
Monochromic/
polychromic
Orientated toward past/present/future
Environment
Control/Harmony
Good/evil
Certain/uncertain
Trust/mistrust
Action orientation
Being orientated/doing orientated
Internal/external
Emotion
Expressive/inhibited
Language
High context/low context
Space
Private/public
Relationships
Individualistic/collectivistic
Universalistic/particularistic
Competitive/
cooperative
Power
Egalitarian/hierarchic
Achievement orientated/
ascription orientated
Thinking
Deductive/inductive
Holistic/part orientated
The Wheel of Culture
Cultural Intelligence
Hofstede:1997
Cultural Intelligence and Modern Management
Source: Harvard Business Review, Feb. 2004World Economic Forum Competitiveness report 2000
Creativity Index
Hofstede:1997
Power Distance
Hofstede:1997
.
Individualism/ Collectivism
Hofstede: 1997
Masculinity
Hofstede 1997
Uncertainty Avoidance
Hofstede:1997
Long Term Orientation
Love
Compassion
Self-Control
Blessed are the pure in spirit, for theirs is the Kingdom of Heaven.Blessed are the merciful, for they shall obtain mercy…
Faith
Christianity
Philosophy of Love and Equality
Five Pillars of Islam
essential duties of every faithful Muslim.
1) Belief in one God, Allah and Muhammad – his prophet
2) A prayer five times a day
3) Giving alms
4) Fasting during the holy month of Ramadan
5) The annual pilgrimage (hajj) to Mecca once in a lifetime - "provided one can afford it"
Islam and its Values
The concept of four ashramas
The concept of three vargas
Balance
Balance
Business
successLove
/fam
ily
rela
tions
hips
Social communication
Learning
Self-
realiz
ation in
societyTeaching
Sile
nt
anal
yzin
g
Hinduism
BALANCE
between individual variety and social
harmony
Jen - humaneness, love of fellow menLi - morality, uprightnessChi - virtuous life
through
Confucianism
Four Noble Truths
- All life is suffering
- The cause of suffering is craving, false views and conceit
- The cessation of suffering is possible through the elimination of craving
- Elimination of craving is possible through “eightfold path”
The Wheel of Dharma
The Wheel of Life
The Wheel of Teaching
Buddhism
Yin & Yang
Feminine
Passive
Receptive
Dark
Soft
Masculine
Active
Creative
Bright
Hard
Taoism
1000ventures.com
The Wheel of Teaching The Wheel of Life
The Circle of Continuous Perfection
The yin-yang symbol stands for the universe composed of yin and yang, which form a whole only in a balanced combination.
Yin and Yang
In Zen, the circle represents the process of continuous perfection, leading to a self with a difference.
In Buddhism, the Wheel of Dharma symbolizes the completeness of the Buddha’s teaching.
In Tibet, the Wheel of Life is a presentation of the Buddhist teaching on the chain of dependence and impermanence of cyclic existence.
The Power of the Wheel
Kotelnikov: 2005
YangActive, Creative
YinPassive, Receptive
Working IN Your Business
Brain-storming
Working ON Your Business
Brain-stilling
The Tao of Effective Management
Tanzania
Return and get it
Sankofa
GHANA
GHANA
“It’s not that we need to form new organisations. It’s simply that we have to
awaken to new ways of thinking.
I believe it makes no sense to spend a lot of time attacking the current realities. It is time to create the new models that have in them the complexity that makes the older systems
obsolete.
And to the extent that we can do that, and do that quickly, I think we can provide what will be necessary for a major breakthrough for
the future.”
Beck,1996
References
Benefits of releasing voice
Inclusivity has benefits on all the different domainsViljoen:2008
• Individual domain: Personal growth, enhanced EQ, Personal effectivenesshigher levels of consciousnessAllowing of differences, Hope, Pride.
• Group domain: Enhanced group dynamics, Less unconscious group dynamics,
Innovation, Creativity.
• Organisational domain: Trust, Conducive climate and growth,Sense of Belonging, Commitment,Retention of Talent, Competitiveness
• Societal context: Community Building, Localisation of Skill,Reputable Employer, Sustainability
Engagement
References
Agarwala, T. 2003, ‘Innovative human resource practices and organisational commitment: An empirical investigation’, International Journal of Human Resource Management, vol. 14, no. 2, pp. 175-197. Allen, N.J. & Meyer, J.P. 1990, ‘The measurement and antecedents of affective, continuance and normative commitment to the organisation’, Journal of Occupational Psychology, vol. 63, pp. 1-18. Angle, H.L. & Perry, J.L. 1986, ‘Dual commitment and labour- management relationship climates‘, Academy of Management Journal, vol. 29, no. 1, pp. 31-50. Angle, H.L. & Perry, J.L. 1983, ‘Organisational commitment: Individual and organisational influences‘, Work and Occupations, vol. 10, no.2, pp. 123-146. Baruch, Y. & Winkelmann-Gleed, A. 2002, ‘Multiple commitments: A conceptual framework and empirical investigation on a Community Health Service Trust‘, British Journal of Management, vol. 13, pp. 337-357. Benson, J. 1998, ‘Dual commitment: Contract workers in Australian manufacturing enterprises’, Journal of Management Studies, vol. 35, no. 3, pp. 355-375. Bishop, J.W. Dow Scott, K. & Burroughs, S.M. 2000, ‘Support, commitment, and employee outcomes in a team environment’, Journal of Management, vol. 26, no. 6, pp. 1113-1132. Blau, P.M. 1964, Exchange and Power in Social Life, Transaction Publishers, New Brunswick, New York.
References
Chang, K. & Chelladurai, P. 2003, ‘Comparison of Part-time workers and Full-time workers: Commitment and citizenship behaviours in Korean sport organisations’, Journal of Sport Management, vol. 17, pp. 394-416. Crabtree, S. 2005, ‘Engagement keeps the doctor away‘, Gallup Management Journal, January 13, pp. 1-4. Deery, S.J. & Iverson, R.D. 1998, ‘Antecedents and consequences of dual and unilateral commitment: A longitudinal study‘, The University of Melbourne, Department of Management working paper number 1, January 1998. Echols, M.E. 2005, ‘Engaging employees to impact performance‘ Chief Learning Officer, February, pp. 44-48. Eisenberger, R. Fasolo, P & Davis-LaMastro, V. 1990, ‘Perceived organisational support and employee diligence, commitment and innovation‘, Journal of Applied Psychology, vol. 75, no. 1, pp. 51-59. Eisenberger, R. Huntington. R. Hutchinson, S. & Sowa, D. 1986, ‘Perceived organisational support‘, Journal of Applied Psychology, vol. 71, no. 3, pp. 500-507. Gouldner, A.W. 1960, ‘The norm of reciprocity. American Sociological Review, vol. 25, no. 2, pp. 165-178. Greenfield. W.M. 2004, ‘Decision making and employee engagement‘, Employee Relations Today‘, Summer, pp. 13-24. Gubman, E. 2004, ‘From engagement to passion for work: The search for the missing person‘, Human Research Planning, pp. 42-46.
References
Harter, J.K. Schmidt, F.L. & Hayes, T.L. 2002, ‘Business- unit- level relationship between employee satisfaction, employee engagement, and business outcomes: A meta analysis‘, Journal of Applied Psychology, vol. 87, no. 2, pp. 268-279. Kahn, W.A. 1990, ‘Psychological conditions of personal engagement and disengagement at work‘, Academy of Management Journal, vol. 33, no. 4, pp. 692-724. Luthans, F. & Peterson, S.J. 2002, ‘Employee engagement and manager self-efficacy: Implications for managerial effectiveness and development‘, Journal of Management Development, vol. 21, 5, pp. 376-387. May, D.R. Gilson, R.L. & Harter, L.M. 2004, ‘The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work’, Journal of Occupational and Organizational Psychology, vol. 77, PP. 11-37. Macey, W.H. & Schneider, B. 2008. ‘The meaning of employee engagement’ , Industrial and Organisational Psychology, vol, 1, pp 3-30.McDade, S. & McKenzie, A. 2002, ‘Knowledge workers in the engagement equation’, Strategic HR Review, vol. 1, 4, pp. 34-37. Meyer, J.P. & Allen, N.J. 1991, ‘A three component conceptualisation of organisational commitment’, Human Resource Management Review, vol. 1, pp. 61-89.
References
Mowday, R.T. Steers, R.M. & Porter, L.W. 1979, ‘The measurement of organizational commitment, Journal of Vocational Behaviour, vol. 14, pp. 224-247. Mueller, C.W. Wallace, J.E. & Price, J.L. 1992, ‘Employee commitment: Resolving some issues‘, Work and Occupations, vol. 19, no. 3, pp. 211-236. Porter, L.W. Steers, R.M., Mowday, R.T. & Boulian, P.V. 1974, ‘Organizational commitment, job satisfaction, and turnover among psychiatric technicians’, Journal of Applied Psychology, vol. 59, no. 5, pp. 603-609. Price, J.L. & Mueller, C.W. 1986, Handbook of organizational measurement, Pitman Publishing, INC, Massachusetts. Price, J.L. & Mueller, C.W. 1981, ‘A causal model of turnover for nurses‘, Academy of Management Journal, vol. 24, no. 3, pp. 543-565. Robinson, D., Perryman, S. & Hayday, S. 2004, ‘The drivers of employee engagement‘, Institute of Employment Studies, Report 405. Viljoen, R.C. 2008, ‘Sustainable organisational transformation through inclusivity’, DBL dissertation. Available online www://etd.unisa.ac.za/ETD-db/theses/available/etd-02192009-090759/unrestricted/00thesis.pdf
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