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

Questions

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