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Page 16 Ch 1Be able to transfer cultural knowledge from one culture to another.I learned that culturally intelligent leaders are those that take the time to know about a culture. They look for opportunities to learn about the cultural facts, the music, the history, the language, and the behaviors of people within the culture. They tell others about what they have learned, thus helping them to remember the information and verbalize their experiences. Most importantly, they use the information gained to help them understand themselves and their own cultural upbringing. By doing this, they are able to adapt from one culture to another.Page 55-56 Chapter 2IdentityPage 56 A history teacher gives a lesson on the Bill of Rights to her students. She explains that everyone has individual rights and liberties. Sahara is a student in the class. She is thirteen years old and a recent immigrant from Somali. She learns that she has individual rights and to the disappointment and frustration of her parents, her behaviors begin to change at home. She comes home late from school, she stops doing her chores, and she talks back to her mother. She says, “I can do whatever I want. In this country, I am free!” Sahara comes from a culture that is collective and tribal in nature. Her parents express confusion when they hear her say, “I can do whatever I want.” They do not understand what she means and why she says what she says. They begin to think that she is losing her cultural values..CH3(p. 87). Metacognition is a crucial component of adequate education. People who exhibit a lack of essential cultural awareness will face more problems in their capacity to be aware of cultural differences.CH4Being an ObserverOne of the best things to do in developing cultural strategic thinking is to learn to be an observer. Through observation and active listening, you pick up what you normally do not see. Observation is acquired through day-to-day activities in your life by making a conscious decision to be open and alert. Pay attention to the verbal and nonverbal cues of various situations; look around your environment and note the various symbols and artifacts. Culturally intelligent leaders must have excellent observation skills, never failing to hear and see the tangible and intangible. You can do this by reminding yourself or by setting goals centered around the following actions: · Listen with an open mind· Be open to new ideas· Suspend judgments of people and their beliefs· Ask people questions· Silently ask yourself questions· Be open to experiences that are unfamiliarCH5They develop a mind of futility after experiencing a couple of failures. However, this article states that not giving up and rising again even after failing is a better way to win the stormy times that one undergoes in such a set-up. Besides, the article talks about two crucial things for cultural intelligence; emotional intelligence or the ability to manage one’s emotions and mindfulness (p.108). As a leader, one has to be very careful of their feelings when dealing with different cultures. They have to care about how they react as they can cause conflicts, which will deter reaching the set goals. Besides, in dealing with an environment with cultural differences, one ought to be mindful. That will help ensure that they effectively handle the different people for better results.CH6Pertaining, behavior and communications pg.144 communication goes hand-in-hand with our behavior which can be expressed as either or not, verbally. Behaviors are the first and fast outcomes when we meet strangers; their thoughts and beliefs might come out later. I, at this moment, agree with the author that both verbal and non-verbal communication enacts an effect on intercultural interactions. Thus, individuals’ communication intentions ought not to affect whatever they hoped. Silence, self-disclosure, maintaining relationships, time, and the concept of the face are the key communication devices that are differently viewed within distinctive cultural perspectives.CH7Cultural intelligence in action (p.157) text is in one of the chapters in a book that the Saylor foundation adapted by adding creativity to the original author’s ideas. The intended audience for the book is the leaders who seek to understand cultural intelligence and its applications in leadership. The chapter, cultural intelligence in action, contains ten case studies of real-life stories of managers who must find solutions to intercultural problems. Although the text has some good and positive points concerning culture, the text has the downside of being one-sided.CH8Return to the Cultural LabyrinthJoseph Campbell [1] said that by going down into the abyss, we remember the treasures of life. In cultural intelligence, leaders must be able to raise their levels of collective cultural consciousness by seeking out the challenges, or our “abyss”. It is often difficult to disclose one’s weaknesses, one’s fears, and one’s vulnerabilities concerning cultural diversity: The abyss is not really a comfortable place to be, but it does serve as an opportunity to explore one’s self-concept. Cultural intelligence provides leaders with a chance to expand their capacities to become better cross-cultural leaders. In the end, when you reach your destination, you will be changed. In our cultural intelligence journey, we all return to our core, our home, our center. We come back not as the same person, because the world we left that was familiar to us is now unfamiliar. Campbell said that when we return to our true selves—our authentic selves—we need to be willing to rid ourselves of the life we have planned in order to enjoy the life that waits. Once you begin the work of cultural intelligence, you can no longer be the same person; you cannot go back to who you were and pick up the pieces as you left them. Your leadership story is different, and how you engage with people of different cultural backgrounds will be different.SAMPLE: https://youtu.be/k_NL38OqxwA
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