Emotional Intelligence and Intercultural sensitivity as key moderators

1. Emotional Intelligence and Intercultural sensitivity as key moderators in transforming organisations Presentation at EEDT Summit 2009

2. Rica Viljoen • 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 • Imported BarOn EQi to South Africa In 1997 to proof that EQ is a myth!

3. Layout of presentation • 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

4. Introduction 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. • 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.

5. Inclusivity Framework – Viljoen (2008) Individual OD Interventions EQ Journey Intelligences Personality Intercultural sensitivity Group Dialoguing Leadership Work attributes Appreciative Inquiry Storytelling Organisational Leadership Trust World Cafe Organisation The What Engagement Doing Context: Industry South Africa Africa Global The Individual Leadership Apathy How individuals change Voice The Team The Organisation Disconnect Being How groups change How organisations change The way: How we change Why we change Essence of Change We change differently New world of work New Sciences Consciousness Mandala Consulting™ Nature of the world

6. Level of Engagement National Cultural Assumptions About Me The individual Assumptions About We Level of engagement The Team The Organisation Assumptions About They and Society Context

7. Benefit of Engagement – Viljoen (2008) 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

8. BeQ™ - Benchmark of Engagement Quotient • 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

9. Mind the gap!!!!

10. Joint Ventures Only 44% of CEOs of joint ventures characterized their venture as "very successful". The most common causes of failure cited by CEOs are: Kotelnikov: 2005

11. Inclusivity Framework Adapted Framework: Sustainability through Inclusivity - energy on all dimensions Diversity Of Thought Intelligences Personality Intercultural sensitivity Individual Change Enablers OD Interventions Change Enablers EQ Journey Group Dialoguing Group dynamics, group formation, unconscious mechanics, group norms Appreciative Inquiry Storytelling World Cafe Organisation Climate, culture, worldview, sub-climates, sub-cultures The What Energy in the system Leadership Dimensions during change Engagement / Doing Context: Industry South Africa Africa Global Domains influenced by / and influencing change The Individual Leadership How individuals change Apathy Voice The Team The Organisation Being Disconnect How groups change How organisations change The way: How we change Essence of Change Dynamics of change Why we change We change differently New world of work Drivers of change New Sciences Consciousness Nature of the world

12. Meta-insights gained by phenomenological research process Viljoen: 2008 • People feel valued, listened to and respected in a workplace that has a climate of Inclusivity. • Emotions that pertain to Inclusivity include commitment, engagement, excitement and a sense • of belonging. • It is, however, not easy or elegant. It is a principle based, radically transparent and value • driven environment. • Talent stays in such a world as the best in people manifests. • Emotional intelligence the most critical element in success. • Intercultural sensitivity non-negotiable for transformational success. • Emotional intelligence and Intercultural sensitivity moderators in transforming organisations.

13. Emotional Intelligence (EQ) Defined: “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

14. 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

15. Emotional Intelligence (EQ) Defined: Bar-On: 2005 INTRA PERSONAL INTER PERSONAL STRESS MANAGEMENT ADAPTABILITY GENERAL MOOD EFFECTIVE PERFORMANCE

16. Individual Emotional Intelligence HR Functions Leadership Organisational Effectiveness Relationships Organisational Climate and Culture Group Emotional Intelligence Emotional Intelligence in Organisations Cherniss: 2003

17. Emotional Intelligence (EQ) Defined: MEASUREMENT : NORMAL DISTRIBUTION Robbins: 2008 84% increase in productivity of non-sales staff 124% increase in productivity of customer interface employees IQ : MEAN = 100 EQ : MEAN = 100 95% 2,5% 2,5% 7115 < 85 100%

18. Cultural / Ethnical differences in EQi-scores Bar-On: 2007 • 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.

19. Importance of cross-cultural aspect of EQi • 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.

20. Understanding self CULTURAL CONTEXT My life’s purpose Growth Actualisation Self Mastery My potential My Unique gift Personal Power Inclusivity strategies on the individual domain

21. Intercultural understanding REALITY "We see the things not as they are, but as we are" Believing is seeing Beliefs Beliefs Your Prospect’s Mental Map of Reality Your Mental Map of Reality Values Values Area of Good Understanding Kotelnikov: 2005

22. Intercultural Understanding 6 6

23. Understanding others CULTURAL CONTEXT Others’ Values/worldview Awareness Empathy Intercultural sensitivity Others’ Intelligences Others’ Personality Power relations Inclusivity strategies on the group domain

24. Spiral Dynamics Beck,1996

25. Visible cultural differences Invisible cultural roots Kotelnikov : 2005 Managing Cultural Differences What’s different? • Communication styles • Attitudes towards conflict • Approaches to completing tasks • Decision-making styles • Attitudes towards disclosure • Approaches to knowing What’s hidden below surface? • Beliefs • Values • Perceptions • Expectations • Attitudes • Assumptions

26. Managing Cross-Cultural Differences UK & USA = O.K. JAPAN = MONEY RUSSIA = ZERO BRAZIL = INSULT More information at 1000ventures.com: “Managing Cultural Differences”

27. The Wheel of Culture Time Monochromic/ polychromic Orientated toward past/present/future Environment Control/Harmony Good/evil Certain/uncertain Trust/mistrust Thinking Deductive/inductive Holistic/part orientated Action orientation Being orientated/doing orientated Internal/external Cultural Intelligence Power Egalitarian/hierarchic Achievement orientated/ ascription orientated Emotion Expressive/inhibited Relationships Individualistic/collectivistic Universalistic/particularistic Competitive/ cooperative Language High context/low context Space Private/public

28. Cultural Intelligence and Modern Management Hofstede:1997

29. Creativity Index Source: Harvard Business Review, Feb. 2004 World Economic Forum Competitiveness report 2000

30. Power Distance Hofstede:1997

31. Individualism/ Collectivism . Hofstede:1997

32. Masculinity Hofstede: 1997

33. Uncertainty Avoidance Hofstede 1997

34. Long Term Orientation Hofstede:1997

35. Christianity Philosophy of Love and Equality Blessed are the pure in spirit, for theirs is the Kingdom of Heaven. Blessed are the merciful, for they shall obtain mercy… Love Compassion Self-Control Faith

36. Islam and its Values • Five Pillars of Islam • essential duties of every faithful Muslim. • Belief in one God, Allah and Muhammad – his prophet • A prayer five times a day • Giving alms • Fasting during the holy month of Ramadan • 5) The annual pilgrimage (hajj) to Mecca once in a lifetime - "provided one can afford it"

37. Hinduism The concept of three vargas Silent analyzing Learning Balance Love/family relationships Self-realization in society Business success Balance Teaching The concept of four ashramas Social communication

38. Confucianism BALANCE between individual variety and social harmony through Jen - humaneness, love of fellow men Li - morality, uprightness Chi - virtuous life

39. Buddhism The Wheel of Teaching Four Noble Truths The Wheel of Life The Wheel of Dharma - 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”

40. Taoism Yin & Yang Feminine Passive Receptive Dark Soft Masculine Active Creative Bright Hard

41. The Power of the Wheel The Wheel of Teaching The Wheel of Life In Tibet, the Wheel of Life is a presentation of the Buddhist teaching on the chain of dependence and impermanence of cyclic existence. In Buddhism, the Wheel of Dharma symbolizes the completeness of the Buddha’s teaching. The Circle of Continuous Perfection Yin and Yang The yin-yang symbol stands for the universe composed of yin and yang, which form a whole only in a balanced combination. In Zen, the circle represents the process of continuous perfection, leading to a self with a difference. 1000ventures.com

42. The Tao of Effective Management Working ON Your Business Yin Passive, Receptive Brain-stilling Yang Active, Creative Brain-storming Working IN Your Business Kotelnikov: 2005

43. Tanzania

44. Return and get it GHANA Sankofa

45. GHANA

46. References “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

47. Benefits of releasing voice • Inclusivity has benefits on all the different domains • Viljoen:2008 • Individual domain: Personal growth, enhanced EQ, Personal effectiveness • higher levels of consciousness • Allowing 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

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50. 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.