ERASMUS+ PROGRAMME, KEY ACTION 2

CAPACITY BUILDING IN HIGHER EDUCATION

Furthering International Relations Capacities and Intercultural Engagement to

Nurture Campus Diversity and to Support Internationalisation at Home
(FRIENDS)

Unit 17: Effective strategies for working in multicultural business environments

Part 4

Dr. Nedka Dimitrova

TRANSCRIPT

Development of metacognitive, cognitive, motivational and behavioral intelligence should

start with a reflection on own strengths and weaknesses. Earley and Mosakowski suggest
that “Cultural intelligence resides in the body and the heart, as well as the head”.
Our knowledge ‘residing in the head’ is not sufficient by itself for being prepared for real
intercultural encounters and for preventing cultural gaffs. Instead, a sensitivity and
appropriate learning strategies should be devised in order to make a deeper critical
reflection and analyse a particular situation. High cognitive CQ can unlock the understanding
of a particular situation through finding an entry point from which we can start asking
questions or gather information in different ways. Searching for similar case studies, observe
patterns of interaction between local people, be careful about their body language and
specific gestures.
Enjoy watching a Youtube video about body language and learning about cultural gaffs
beyond your borders presented by Jody Olsen (available at
https://www.youtube.com/watch?v=haohj1sVnyk)
The behavioral CQ residing in the body can be enhanced through adopting unfamiliar habits
and body language which will demonstrate your understanding of the foreign culture and a
desire to become a part of it. Mirroring simple gestures or actions, such as asking for the
price or handshake and greetings will convey trust and acceptance by the local community.
Control of emotions, learning through mistakes and apologising will be appreciated.
Preliminary research of social etiquette is also advisable to avoid cultural gaffes.

This project has been funded with support from the European Commission. This publication reflects the views
only of the author, and the Commission cannot be held responsible for any use which may be made of the
information contained therein. 1
The heart controls individual motivation to learn and overcome barriers in intercultural
communication. Dealing successfully with challenges would boost our confidence and belief
in own capabilities, perceiving difficulties as exciting experiences. Extrinsic motivation and
simply noticing differences cannot serve as drivers to constant learning and experiencing
challenging situations.
Meeting people from different social groups, learning a new language and its pragmatics,
working for international companies and community groups will provide interesting and
challenging opportunities to develop motivational CQ.
Throughout the process of learning, it is essential to reflect critically on personal experiences
and to stay aware of your success and mistakes. Share your thoughts with someone who you
trust and ask for their opinion. Do not get upset if progress is very slow.
Technological progress and social media have made business communication much more
challenging since the beginning of the new century. Cultural differences even between
company employees in different locations come to the surface in negotiation, problem-
solving and decision making.
Successful communication strategies should be built with an understanding of cultural
differences between the senders and the receivers of the exchanged messages. Increasing
our language proficiency and basic knowledge of cultural diversity can significantly improve
business performance and teamwork.
Essential aspects of other cultures, such as religious belief, language, attitudes to authority,
space and time, group work and personal initiative should be respected and patiently
accepted with an open mind.
Finally, it is worth restating that enhancing intercultural competence and cultural
intelligence requires adequate knowledge for developing essential mindfulness based on
personal observation and critical reflection which facilitate the integration of knowledge and
behavior in a cross-cultural business environment.

This project has been funded with support from the European Commission. This publication reflects the views
only of the author, and the Commission cannot be held responsible for any use which may be made of the
information contained therein. 2