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

2. 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!

3. 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

4. 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.

5. 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 Africa Africa Global Leadership Doing Being Disconnect Apathy Engagement Voice Organisation Group Individual EQ Journey Dialoguing World CafeStorytelling Appreciative Inquiry Organisational Leadership Trust Leadership Work attributes Intelligences Personality Intercultural sensitivity How organisations change The way: How we change Mandala Consulting™ Inclusivity Framework – Viljoen (2008)

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

7. Level of engagement Correlates directly to: + - ProductivityAbseetism RetentionTurnover Employee SatisfactionApathy Creativity and InnovationNumber of incidents Safe BehaviourNumber of Accidents Customer experienceMistakes Ability to deal with changeApathy Benefit of Engagement – Viljoen (2008)

8. 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

9. Mind the gap!!!!

10. 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

11. Change Enablers Change Enablers 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 Africa Africa Global Leadership Doing Being Disconnect Apathy Engagement / Voice Organisation Group Individual EQ Journey Dialoguing World CafeStorytelling Appreciative Inquiry Climate, culture, worldview, sub- climates, sub-cultures Group dynamics, group formation, unconscious mechanics, group norms Intelligences Personality 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

12. 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.

13. Inclusivity Transformation Process Sustainable Transformation Strategic architecture The articulated and clearly understood concept of the desired future state Strategy translation into Operational terms Leadership alignment Vision Mission Core purpose Structure Core values Core capabilities External and Internal Value Prop Leadership Framework Profit modeling Shared views of the present and the future Leadership formulates strategy Change resilience Alignment, Shared understanding Renewed capacity to perform Understanding differences Engagement Insight Leadership Drives and implement strategy Strategy operationalised Balanced Score Card and Values Operational goals Measures Targets Strategic Initiatives Strategic Goals Values Group and Individual BSC Scenario planning IDP KPA’s Behaviours SWOT PESTLE PORTER The DOING Step 1: Analysis The DOING Step 2: Planning The DOING Step 3: Translation The BEING Step 2: Inclusion The BEING Step 3: Translation The DOING and BEING Final Step: Cementing Optimal people job fit The BEING Step 1: Ensure talent OD interventions Internal Branding Localisation / Sustainable Development SOAR

14. The individual The Team The Organisation Assumptions About We Assumptions About They Assumptions About Me Self Regard Resilience, Efficacy Personal Responsibility Corporate Citizenship Support, Leadership, Work Attributes Valuing Diversity, Accountability Trust, Competitiveness, Adaptability to change, Inclusivity, Ethics Within the context of the country: Factors critical for engagement

15. “ 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:

16. 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

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

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

19. 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

20. 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

21. 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

22. 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

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

24. Intercultural Understanding 6 6

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

26. Spiral Dynamics Beck,1996

27. 1000ventures.com Kotelnikov : 2005 Culture

28. 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 cultural differences Invisible cultural roots Kotelnikov : 2005 Managing Cultural Differences

29. East West Beliefs, Values, Character: East vs. West

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

31. 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

32. IndividualismConsensus HierarchyDirectness Cultural Diversity

33. Hofstede:1997 Cultural Intelligence and Modern Management

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

35. Hofstede:1997 Power Distance

36. Hofstede:1997. Individualism/ Collectivism

37. Hofstede: 1997 Masculinity

38. Hofstede 1997 Uncertainty Avoidance

39. Hofstede:1997 Long Term Orientation

40. 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

41. 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

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

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

44. 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

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

46. 1000ventures.com The Wheel of TeachingThe 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

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

48. Tanzania

49. Return and get it Sankofa GHANA

51. “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

52. 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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55. 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.

56. 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.

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58. Questions ?