Chapters

1.  Introduction To Cultural Intelligence

2.  Success and Achievement

3.  People Skills and Leadership

4.  Business Success Strategies

5.  Inclusive Corporate Culture

6.  Harnessing the Power of Diversity

Annexes

 Contents

1. Introduction To Cultural Intelligence

CULTURE – Concepts Related To Cultural Intelligence

Understanding Cultural Differences

The Power of a Balanced Wheel

The Wheel of Life in the Eastern and Western Philosophy

Eastern vs. Western Philosophy and Values

Cross-cultural Communication Problems: an Example

Cultural Dimension Scores: China, Germany, Russia, USA*

Chinese vs. Americans

Yin-Yang of Cultural Intelligence

The Power of Balance

Balancing Your Business System

Yin and Yang

Yin-Yang of Communication

5 Basic Elements

Balanced Organization: 5 Basic Elements

Fast Meditation: Seven Masters One Path*

2. Success and Achievement

The Taoist Success Formula

Yin-Yang of Achievement

Winning: One Way Many Paths

Turning Opportunities To Advantage: 5Ws I-Ching Advice

Creative Problem Solving: Taking Different Perceptual Positions

3. People Skills and Leadership

Understanding Different Perceptions

4 NLP Perceptual Positions*

Yin-Yang of Influencing People

Socratic Questions*

Solving People Problems

Conflict Resolution: 10-Step Yoga Approach

Leader 360

The Tao of Leadership

Leadership Lessons by Xenophon

Colin Powell's Leadership Lessons

Lead by Example*

Yin-Yang of Change Management

4. Business Success Strategies

The Tao of Business Success

10 Management Lessons from Konosuke Matsushita

Creating a Great Company: 5 Keys by Narayana Murthy

Competitive Analysis: 5 Jack Welch's Questions

The Art of War by Sun Tzu: Defining Competitive Position

The Art of War by Sun Tzu: Planning

Management by Consciousness

Yin-Yang of Value Innovation

Emotions and Symbolizations Color Can Cause

Creating Customer Value: 10 Matsushita's Lessons

5. Inclusive Corporate Culture

Different Types of a Corporate Culture

Building a Team Culture

Inspiring Culture

Dell's Fast-paced Flexible Culture

Kaizen Mindset

Continuous Improvement Culture: 8 Elements

Suggestion Systems: Japanese vs. American

Total Quality Management: Japan vs. West

6. Harnessing the Power of Diversity

Leveraging Critical Opposites

4 Cultural Dimensions

Cultural Dimension Scores for Some Countries

Yin-Yang of Leveraging Diversity

Engaging Cross-functional Teams

Building Strategic Alliances: Lessons from Toshiba

Mutual Creativity in Business Partnerships

10 Strategies for Leveraging Diversity

Annexes

World Religions and Philosophies

Hinduism

Buddhism

Taoism

Christianity

Islam

Ten3 Global Business Self-Learning Report: Country Profiles

Australia, Brazil*, Canada*, China*, Germany*, India, Indonesia*, Malaysia*, Russia*, Saudi Arabia*, Singapore*, South Africa, UAE*, UK, USA

Sample Smart & Fast Lesson

Slide + Executive Summary

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Different Decision Making Process

Business people arrive at decisions differently in various cultures and countries.

In the U.S., individuals have more autonomy, managers solicit input from a team, choose a direction quickly and make adjustments as the project moves forward.

In China, decisions are made slower, a group decision is a common practice, but the "boss" has the final say.

In Japan, decisions tend to be made in informal one-on-one discussions before a formal group meeting.

In France, debate and confrontation are necessary elements of any decision-making process.

In Sweden, teams learn to make decisions through lengthy consensus building, which can span many meetings but eventually leads to strong buy-in and rapid implementation. 

According to a recent survey, only 44% of CEOs characterized their joint venture as "very successful".
The most common cause of failure cited by 50% of CEOs is cultural differences.

Guidelines for Multicultural Collaboration

• Learn from generalizations about other cultures, but don't use those generalizations to stereotype. Use them rather to understand better and appreciate other multifaceted human beings.

• Practice, practice, practice.

• Don't assume that yours is the only right way to communicate. Keep questioning your assumptions about the "right way" to communicate.

• Communicate trust and build rapport by talking in your client's preferred mode.

• Search for ways to make the communication work, rather than searching for who should receive the blame for the breakdown.

• Listen actively and empathetically. Try to put yourself in the other person's shoes.

• Honor others' opinions about what is going on.

• Suspend judgment, and try to look at the situation as an outsider.

• Honest acknowledgment of the mistreatment that has taken place on the basis of cultural difference is vital for effective communication. Use this as an opportunity to develop trust.

• Awareness of current power imbalances is necessary for mutual understanding and working together.

• Remember that cultural norms may not apply to the behavior of any particular individual. We are all more complicated than any cultural norm could suggest.