case study 4 a new leadership culture

7.4 Case Study 4: A New Leadership Culture

It’s been 6 months since Kolab was hired to lead a large, nonprofit organization called, International Education Center (IEC), which provides international education and information to the citizens of a Midwestern state. The organization provides opportunities for individuals to learn about different cultures and to gain an understanding about their role as citizens of the world. It does this by connecting the people of the state with visitors from all over the world in order to meet and learn from one another.

Prior to the job at the IEC, Kolab directed national programming and services for the Office of Refugee Resettlement (ORR) in Washington, D.C. Before her job at the ORR, she worked for an international relief agency and traveled extensively throughout Southeast Asia and Africa, working in the organization’s field offices, managing its daily operations.

Kolab, born in Cambodia, fled with her parents to the United States as refugees during the regime of Pol Pot and the Khmer Rouge (the followers of the Communist Party who ruled Cambodia from the 1975-1979). Her experiences growing up as a refugee fuel her motivation and passion for international work. It also shaped her expectations and working style. She is known to her colleagues as a “go-getter” and a “high performer.”

The board of trustees thought Kolab’s international experiences and goal-oriented, achievement-focused attitude was just what they needed to expand the organization on a national level. The previous president, Hanh, did not have the strategic thinking and vision to move IEC, even though she was very effective at building relationships throughout the state. After 10 years with IEC, Hanh decided to step down from her leadership role. This gave the board of directors an opportunity to hire someone like Kolab who can challenge employees and push the organization to reach its financial and fundraising goals.

Since Kolab’s hire, employee productivity and motivation has decreased. Staff used to enjoy coming to work, talking with one another, and planning programs and services for the community. Now they come to work because “we need a paycheck,” and they accomplish their tasks because “Kolab told me to do so.” There is no enthusiasm for the mission of the organization and the vision for the new work that Kolab and the directors created in a strategic planning meeting. A couple of times, when Kolab passed employee cubicles, she heard comments like, “She works us all like we don’t have a personal life,” “She’s so impersonable,” “I miss just chatting with people,” and “Hanh was never like this. She always made time to talk to us.”

Just last week, Kolab had a staff meeting, and the majority of staff sauntered in late. Throughout the meeting, they gave her blank stares, and, as soon as the meeting was over, they quickly left. Kolab is tired of the staff attitudes and behaviors. “The culture of this organization can’t operate the way it used to. I am determined to change it,” she thinks to herself.

• How does Kolab’s self-concept influence her ability to lead?
• What cultural value dimensions does the organization operate under? What about Kolab?
• What cultural intelligence strategies do you recommend for Kolab and her employees?

There are several issues here that Kolab needs to work through. First, Kolab has a specific leadership style that she likes to use. Her style is task- and goal-oriented, and is influenced by her upbringing. Her beliefs and her attitude is exactly what the board wants, but it is drastically different than the leadership style and organizational culture that is familiar to the employees. Second, Kolab wants the culture of the organization to move toward accountability, goals, and achievement; this is not to say that the organization was not goal-oriented before. Kolab’s vision for the organization’s goals, and how to get there, is a departure from what the cultural norm dictated in the past. Third, the staff has a self-concept that was developed as a result of Hanh’s leadership influence. They are feeling a dissonance between their self-concept and the new one that Kolab wants to enforce. Kolab would need to address all these areas and find strategies that help to keep her staff motivated during this time of change.

CI Model in Action

• Acquire: There are multiple levels of culture at work in this case study, particularly how individual cultural differences are expressed and interpreted. Kolab has an approach to work that differs from her employees; most of the approach is based on her personal experiences and history as a refugee. As a leader practicing cultural intelligence, Kolab will need to take a look at her self-concept and how it differs or corresponds with her staff. She can do this in two ways: first, by exploring her own personal history and second, by getting to know her staff as individuals. The knowledge she gains about herself and others will bridge her understanding of individual cultural differences and how they are expressed in an organization.
• Build: Kolab was hired because she is a “go-getter,” which typically means that she is achievement focused and oriented. Her staff interprets this as “impersonable.” To build an understanding of cultural differences, Kolab can build into her personal development plan ways to observe and listen to her staff. As an observer, she can pick up on verbal and nonverbal cues in her environment, thus helping her pay attention to her surroundings. By actively listening to her staff, she will learn how to adapt her behavior appropriately for the situation she is in.
• Contemplate: Kolab has a high ability to be resilient, which she developed as part of her personality and individual culture because of her experience as a refugee. This will be helpful to her in staying positive about the situation. However, one of the things she could improve on is her ability to gauge the emotions of her staff during their interactions. She is not accurately perceiving the thoughts and emotions, thus she is unable to handle the relationships in a way that is appropriate.
• Do: Kolab is trying to change the culture of the organization. As a leader, she needs to recognize that cultural shifts can be difficult, and it is her responsibility as a leader to help her employees make the changes successfully. She can help change cultural behavior through the use of stories. She can strategize this in different ways. She can set time for people to share the stories of the “old culture” and what they would like to see in the new culture. She can, using the power of words and language, share stories of herself, her vision, and where she would like the organization to be. She can combine her stories with the stories of her employees to create a unified story.

• No results found

Case Study 4: A New Leadership Culture

Ci model in action, 7.4 case study 4: a new leadership culture.

It’s been 6 months since Kolab was hired to lead a large, nonprofit organization called, International Education Center (IEC), which provides international education and information to the citizens of a Midwestern state. The organization provides opportunities for individuals to learn about different cultures and to gain an understanding about their role as citizens of the world. It does this by connecting the people of the state with visitors from all over the world in order to meet and learn from one another.

Prior to the job at the IEC, Kolab directed national programming and services for the Office of Refugee Resettlement (ORR) in Washington, D.C. Before her job at the ORR, she worked for an international relief agency and traveled extensively throughout Southeast Asia and Africa, working in the organization’s field offices, managing its daily operations.

Kolab, born in Cambodia, fled with her parents to the United States as refugees during the regime of Pol Pot and the Khmer Rouge (the followers of the Communist Party who ruled Cambodia from the 1975-1979). Her experiences growing up as a refugee fuel her motivation and passion for

international work. It also shaped her expectations and working style. She is known to her colleagues as a “go-getter” and a “high performer.”

The board of trustees thought Kolab’s international experiences and goal-oriented, achievement- focused attitude was just what they needed to expand the organization on a national level. The previous president, Hanh, did not have the strategic thinking and vision to move IEC, even though she was very effective at building relationships throughout the state. After 10 years with IEC, Hanh decided to step down from her leadership role. This gave the board of directors an opportunity to hire someone like Kolab who can challenge employees and push the organization to reach its financial and fundraising goals.

Since Kolab’s hire, employee productivity and motivation has decreased. Staff used to enjoy coming to work, talking with one another, and planning programs and services for the community. Now they come to work because “we need a paycheck,” and they accomplish their tasks because “Kolab told me to do so.” There is no enthusiasm for the mission of the organization and the vision for the new work

that Kolab and the directors created in a strategic planning meeting. A couple of times, when Kolab passed employee cubicles, she heard comments like, “She works us all like we don’t have a personal life,” “She’s so impersonable,” “I miss just chatting with people,” and “Hanh was never like this. She always made time to talk to us.”

Just last week, Kolab had a staff meeting, and the majority of staff sauntered in late. Throughout the meeting, they gave her blank stares, and, as soon as the meeting was over, they quickly left. Kolab is tired of the staff attitudes and behaviors. “The culture of this organization can’t operate the way it used to. I am determined to change it,” she thinks to herself.

1. How does Kolab’s self-concept influence her ability to lead?

2. What cultural value dimensions does the organization operate under? What about Kolab? 3. What cultural intelligence strategies do you recommend for Kolab and her employees?

There are several issues here that Kolab needs to work through. First, Kolab has a specific leadership style that she likes to use. Her style is task- and goal-oriented, and is influenced by her upbringing. Her beliefs and her attitude is exactly what the board wants, but it is drastically different than the leadership style and organizational culture that is familiar to the employees. Second, Kolab wants the culture of the organization to move toward accountability, goals, and achievement; this is not to say that the organization was not goal-oriented before. Kolab’s vision for the organization’s goals, and how to get there, is a departure from what the cultural norm dictated in the past. Third, the staff has a self-concept that was developed as a result of Hanh’s leadership influence. They are feeling a dissonance between their self-concept and the new one that Kolab wants to enforce. Kolab would need to address all these areas and find strategies that help to keep her staff motivated during this time of change.

 Acquire: There are multiple levels of culture at work in this case study, particularly how individual cultural differences are expressed and interpreted. Kolab has an approach to work that differs from her employees; most of the approach is based on her personal experiences and history as a

refugee. As a leader practicing cultural intelligence, Kolab will need to take a look at her self- concept and how it differs or corresponds with her staff. She can do this in two ways: first, by exploring her own personal history and second, by getting to know her staff as individuals. The knowledge she gains about herself and others will bridge her understanding of individual cultural differences and how they are expressed in an organization.

 Build: Kolab was hired because she is a “go-getter,” which typically means that she is achievement focused and oriented. Her staff interprets this as “impersonable.” To build an understanding of cultural differences, Kolab can build into her personal development plan ways to observe and listen to her staff. As an observer, she can pick up on verbal and nonverbal cues in her

environment, thus helping her pay attention to her surroundings. By actively listening to her staff, she will learn how to adapt her behavior appropriately for the situation she is in.

 Contemplate: Kolab has a high ability to be resilient, which she developed as part of her

personality and individual culture because of her experience as a refugee. This will be helpful to her in staying positive about the situation. However, one of the things she could improve on is her ability to gauge the emotions of her staff during their interactions. She is not accurately perceiving the thoughts and emotions, thus she is unable to handle the relationships in a way that is

appropriate.

 Do: Kolab is trying to change the culture of the organization. As a leader, she needs to recognize that cultural shifts can be difficult, and it is her responsibility as a leader to help her employees make the changes successfully. She can help change cultural behavior through the use of stories. She can strategize this in different ways. She can set time for people to share the stories of the “old culture” and what they would like to see in the new culture. She can, using the power of words and language, share stories of herself, her vision, and where she would like the organization to be. She can combine her stories with the stories of her employees to create a unified story.

• Understanding Culture
• Figure 2.2 Elements of Culture
• Individual Culture
• Value Dimensions of Culture
• Uncertainty
• Leadership Behaviors and Culture
• Cultural Intelligence Defined
• What Makes Cultural Intelligence Unique?
• The Role of Self-Efficacy in Cultural Intelligence
• Mindfulness and Self-Efficacy
• Mindlessness and Self-Efficacy
• Emphasize Self-Improvement
• Reduce Anxiety and Stress Related to Cultural Interactions
• Adapting and Performing
• Developing a Self-Concept
• Linguistic Relativity
• Behavior and Communication
• The Concept of Face
• Storytelling Unites Cultures
• Case Study 2: Young, Confident, and Moving too Fast Julia, who is 26 years old, recently graduated from the University of Chicago with her master’s
• Case Study 3: Building a Multicultural Team—Is it Worth it?
• Case Study 4: A New Leadership Culture (You are here)
• Case Study 5: Marketing the Right Messages
• Case Study 6: On Opposite Political Sides
• Case Study 7: From Hometown to Global Village
• Case Study 10: An Old Boy’s Club

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Case Study: A New Leadership Culture

It’s been 6 months since Kolab was hired to lead a large, nonprofit organization called, International Education Center (IEC), which provides international education and information to the citizens of a Midwestern state. The organization provides opportunities for individuals to learn about different cultures and to gain an understanding about their role as citizens of the world. It does this by connecting the people of the state with visitors from all over the world in order to meet and learn from one another.

Prior to the job at the IEC, Kolab directed national programming and services for the Office of Refugee Resettlement (ORR) in Washington, D.C. Before her job at the ORR, she worked for an international relief agency and traveled extensively throughout Southeast Asia and Africa, working in the organization’s field offices, managing its daily operations.

Kolab, born in Cambodia, fled with her parents to the United States as refugees during the regime of Pol Pot and the Khmer Rouge (the followers of the Communist Party who ruled Cambodia from the 1975-1979). Her experiences growing up as a refugee fuel her motivation and passion for international work. It also shaped her expectations and working style. She is known to her colleagues as a “go-getter” and a “high performer.”

The board of trustees thought Kolab’s international experiences and goal-oriented, achievement- focused attitude was just what they needed to expand the organization on a national level. The previous president, Hanh, did not have the strategic thinking and vision to move IEC, even though she was very effective at building relationships throughout the state. After 10 years with IEC, Hanh decided to step down from her leadership role. This gave the board of directors an opportunity to hire someone like Kolab who can challenge employees and push the organization to reach its financial and fundraising goals.

Since Kolab’s hire, employee productivity and motivation has decreased. Staff used to enjoy coming to work, talking with one another, and planning programs and services for the community. Now they come to work because “we need a paycheck,” and they accomplish their tasks because “Kolab told me to do so.” There is no enthusiasm for the mission of the organization and the vision for the new work that Kolab and the directors created in a strategic planning meeting. A couple of times, when Kolab passed employee cubicles, she heard comments like, “She works us all like we don’t have a personal life,” “She’s so impersonable,” “I miss just chatting with people,” and “Hanh was never like this. She always made time to talk to us.”

Just last week, Kolab had a staff meeting, and the majority of staff sauntered in late. Throughout the meeting, they gave her blank stares, and, as soon as the meeting was over, they quickly left. Kolab is tired of the staff attitudes and behaviors. “The culture of this organization can’t operate the way it used to. I am determined to change it,” she thinks to herself.

• How does Kolab’s self-concept influence her ability to lead?
• What cultural value dimensions does the organization operate under? What about Kolab?
• What cultural intelligence strategies do you recommend for Kolab and her employees?
• CI Model in Action
• Why This Book?
• Who Is This Book For?
• Reading the Book
• Definitions and Terminology
• Chapter Summary
• The Difference between Managers and Leaders
• Importance of Leadership in a Global Economy
• Cultural Systems
• What is Culture?
• Culture is Learned
• Culture is Shared
• Culture is Dynamic
• Culture is Systemic
• Culture is Symbolic
• Stereotypes and Generalizations
• National Culture
• Regional Culture
• Organizational Culture
• Team Culture
• Individual Culture
• Assumptions
• Uncertainty
• Cultural Value Dimensions
• Leadership Behaviors and Culture
• Tuning into Cultural Intelligence
• Acquire Knowledge
• Build Your Strategic Thinking
• Contemplate Your Motivation and Ability to Work with Others
• Adapt and Perform
• What Makes Cultural Intelligence Unique?
• The Labyrinth of Cultural Intelligence
• What is Cognition?
• Metacognitive Knowledge
• Metacognitive Experience
• Metacognitive Strategies
• Connecting New Information
• Selecting Intentional Thinking Strategies
• Planning, Monitoring, and Evaluating
• Peer Learning
• Writing Your Experiences
• Gaining Cultural Knowledge
• Thinking, Being, and Staying Positive
• Finding a Coach or Mentor
• Being an Observer
• Active Listening
• Changing Your Questions
• What is Self-Efficacy?
• The Role of Self-Efficacy in Cultural Intelligence
• Emotional Intelligence and Self-Efficacy
• Mindfulness and Self-Efficacy
• Mindlessness and Self-Efficacy
• Identify Moments of Success
• Teach and Promote Resilience
• Provide Social Role Models
• Lead by Example
• Support Others in Their Self-Efficacy Development
• Emphasize Self-Improvement
• Reduce Anxiety and Stress Related to Cultural Interactions
• Developing a Self-Concept
• Developing a Self-Understanding
• Learning and Dissonance
• Larger Gaps, Larger Dissonance
• Adapting and Modifying Behaviors
• Linguistic Relativity
• Self-Disclosure
• Maintaining Relationships
• The Concept of Face
• Changing Behaviors, Changing Minds
• Storytelling Unites Cultures
• Adaptive Work
• Interdependency
• Consciousness
• A Return to the Cultural Labyrinth
•  Back Matter

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This is the table of contents for the book Cultural Intelligence for Leaders (v. 1.0). For more details on it (including licensing), click here .

This book is licensed under a Creative Commons by-nc-sa 3.0 license. See the license for more details, but that basically means you can share this book as long as you credit the author (but see below), don't make money from it, and do make it available to everyone else under the same terms.

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Normally, the author and publisher would be credited here. However, the publisher has asked for the customary Creative Commons attribution to the original publisher, authors, title, and book URI to be removed. Additionally, per the publisher's request, their name has been removed in some passages. More information is available on this project's attribution page .

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Cultural Intelligence for Leaders

Table of contents, introduction: a global community, chapter 1: culturally intelligent leadership matters.

• The Difference between Managers and Leaders
• Importance of Leadership in a Global Economy
• Chapter Summary

Chapter 2: Understanding Culture

• Cultural Systems
• What is Culture?
• Culture is Learned
• Culture is Shared
• Culture is Dynamic
• Culture is Systemic
• Culture is Symbolic
• Stereotypes and Generalizations
• Levels of Culture
• The Roots of Culture
• Value Dimensions of Culture
• Culture and Leadership

Chapter 3: Cultural Intelligence Defined

• What is Cultural Intelligence?
• Cultural Intelligence Model
• What Makes Cultural Intelligence Unique?
• The Labyrinth of Cultural Intelligence

Chapter 4: Thinking About Thinking

• What is Cognition?
• What is Metacognition?
• Techniques for Developing Strategic Thinking
• Cultural Strategic Thinking Techniques

Chapter 5: I Think I Can and I Will

• What is Self-Efficacy?
• The Role of Self-Efficacy in Cultural Intelligence
• Emotional Intelligence and Self-Efficacy
• Mindfulness and Self-Efficacy
• Mindlessness and Self-Efficacy
• Developing Your Self-Efficacy

Chapter 6: Adapting and Performing

• Concept of Self
• Cognitive Dissonance
• Linguistic Relativity
• Behavior and Communication
• Changing Behaviors, Changing Minds
• Changing Minds Through Storytelling

Chapter 7: Cultural Intelligence in Action

• Chapter Introduction
• Case Study 1: Resistance to Change
• Case Study 2: Young, Confident, and Moving too Fast
• Case Study 3: Building a Multicultural Team—Is it Worth it?
• Case Study 4: A New Leadership Culture
• Case Study 5: Marketing the Right Messages
• Case Study 6: On Opposite Political Sides
• Case Study 7: From Hometown to Global Village
• Case Study 8: No Dogs Allowed
• Case Study 9: Faith and Health
• Case Study 10: An Old Boy’s Club

Chapter 8: The Future of Cultural Intelligence

• Adaptive Work
• Interdependency
• Consciousness
• A Return to the Cultural Labyrinth

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Assignment 4 Activity Cross-Cultural Case Study Analysis

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• Advanced Accounting
• Accounting - Others
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• Accounting Information System
• Accounting Equation
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• Case Study 4: A New Leadership...

Case Study 4: A New Leadership Culture. Please be sure to particularly address the following...

Case Study 4: A New Leadership Culture. Please be sure to particularly address the following questions related to the case:

• How does Kolab’s self-identify influence her ability to lead?
• What cultural value dimensions does the organization operate under? What about Kolab? How can Kolab integrate the organization's cultural value dimensions with her own to ensure overall success?
• What cultural intelligence strategies do you recommend for Kolab and her employees? How do these strategies benefit the organization?

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4 Case Study 4: A New Leadership Culture

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Chapter 7 Cultural Intelligence in Action like we don’t have a personal life,” “She’s so impersonable,” “I miss just chatting with people,” and “Hanh was never like this. She always made time to talk to us.” Just last week, Kolab had a staff meeting, and the majority of staff sauntered in late. Throughout the meeting, they gave her blank stares, and, as soon as the meeting was over, they quickly left. Kolab is tired of the staff attitudes and behaviors. “The culture of this organization can’t operate the way it used to. I am determined to change it,” she thinks to herself. 1. How does Kolab’s self-concept influence her ability to lead? 2. What cultural value dimensions does the organization operate under? What about Kolab? 3. What cultural intelligence strategies do you recommend for Kolab and her employees? Reflection There are several issues here that Kolab needs to work through. First, Kolab has a specific leadership style that she likes to use. Her style is task- and goal-oriented, and is influenced by her upbringing. Her beliefs and her attitude is exactly what the board wants, but it is drastically different than the leadership style and organizational culture that is familiar to the employees. Second, Kolab wants the culture of the organization to move toward accountability, goals, and achievement; this is not to say that the organization was not goal-oriented before. Kolab’s vision for the organization’s goals, and how to get there, is a departure from what the cultural norm dictated in the past. Third, the staff has a self-concept that was developed as a result of Hanh’s leadership influence. They are feeling a dissonance between their self-concept and the new one that Kolab wants to enforce. Kolab would need to address all these areas and find strategies that help to keep her staff motivated during this time of change. CI Model in Action • Acquire: There are multiple levels of culture at work in this case study, particularly how individual cultural differences are expressed and interpreted. Kolab has an approach to work that differs from her employees; most of the approach is based on her personal experiences and history as a refugee. As a leader practicing cultural intelligence, Kolab will need to take a look at her self-concept and how it differs or corresponds with her staff. She can do this in two ways: first, by exploring her own personal history and second, by getting to know her staff as individuals. The knowledge she gains about herself and others 7.4 Case Study 4: A New Leadership Culture 168 Chapter 7 Cultural Intelligence in Action will bridge her understanding of individual cultural differences and how they are expressed in an organization. • Build: Kolab was hired because she is a “go-getter,” which typically means that she is achievement focused and oriented. Her staff interprets this as “impersonable.” To build an understanding of cultural differences, Kolab can build into her personal development plan ways to observe and listen to her staff. As an observer, she can pick up on verbal and nonverbal cues in her environment, thus helping her pay attention to her surroundings. By actively listening to her staff, she will learn how to adapt her behavior appropriately for the situation she is in. • Contemplate: Kolab has a high ability to be resilient, which she developed as part of her personality and individual culture because of her experience as a refugee. This will be helpful to her in staying positive about the situation. However, one of the things she could improve on is her ability to gauge the emotions of her staff during their interactions. She is not accurately perceiving the thoughts and emotions, thus she is unable to handle the relationships in a way that is appropriate. • Do: Kolab is trying to change the culture of the organization. As a leader, she needs to recognize that cultural shifts can be difficult, and it is her responsibility as a leader to help her employees make the changes successfully. She can help change cultural behavior through the use of stories. She can strategize this in different ways. She can set time for people to share the stories of the “old culture” and what they would like to see in the new culture. She can, using the power of words and language, share stories of herself, her vision, and where she would like the organization to be. She can combine her stories with the stories of her employees to create a unified story. 7.4 Case Study 4: A New Leadership Culture 169 Chapter 7 Cultural Intelligence in Action 7.5 Case Study 5: Marketing the Right Messages Diane is the president of a public relations and marketing company that is in its 10th year of business. The company has a wide range of clients in the government, in private businesses, and in the nonprofit sector. It provides media strategies, designs and develops media campaigns, and advises companies with their marketing plans. Recently, she negotiated a contract with a local nonprofit organization interested in creating a media campaign to address domestic abuse and violence issues in disadvantaged communities. The nonprofit provides transitional housing, mental health services, and counseling and education to women and children seeking safety from their abusers. Residents are primarily women and children, of which 87% are African American, 10% are Hispanic, and 3% are Asians. The nonprofit wants to reach out to the Hispanic and Asian communities. They want to provide information and education, and create awareness in the communities about their services. Felicia, the executive director, described to Diane what they have already done as an organization and the challenges they have encountered. She identifies these challenges as English language barriers, trust issues working with an organization not in their community, and different ways that the cultures respond to domestic violence and abuse issues. Felicia wants a campaign that will break these barriers and give the organization an opportunity to begin working with Hispanic and Asian communities. Diane’s company has never worked on a media campaign such as the one presented to her. Although they have done campaigns and advised on strategies in the social services field, the topic of domestic abuse and violence, especially in Hispanic and Asian communities, is new to her and her employees. She is not worried about reaching the African American community, since she is from that community and has been successful in creating a variety of strategies and campaigns. She knows that her employees will need to do some research before creating media messages that speak to the Hispanic and Asian markets. She is up for the challenge and thinks this project will expand the company in a new and exciting direction. In addition, it will help her staff improve their knowledge and work with the diverse communities within their city. 1. How can Diane and her employees use the idea of “self-concept” to help them in their work? 170 Chapter 7 Cultural Intelligence in Action 2. What cultural value dimensions should Diane and her employees be aware of when working with Hispanic and Asian communities? Reflection Diane knows that there is culturally specific information and knowledge missing in her organization that could help the business execute a media campaign. Using cultural strategic thinking, she can outline the outcomes of what she wants to achieve by looking at the gaps. Diane’s team can also use Hofstede’s cultural value dimensions to gain an understanding of each cultural group. By doing this, they can learn about the nature of power, relationships, and identity that exists in each group. They may find that one cultural value dimension takes more precedence than others in a cultural group. As a result of their cultural strategic thinking, they will come to learn about themselves as an organization and as individuals. When they do this, they will be better prepared to serve the client and the community. CI Model in Action • Acquire: Diane and her team can acquire cultural knowledge by identifying what they currently know and what they would like to learn. For example, if they know the communities they need to reach have language challenges, the team can describe what they would like to learn to overcome those barriers. Based on this first piece, the team can develop strategies to bridge the gaps between their knowledge. As they implement the plan, they can monitor and evaluate the success of the strategies. • Build: It may be helpful to Diane and her team to create an advisory group of people from the communities they would like to reach. A group like this can provide them with peer learning opportunities and offer guidance in the project. Additionally, they can build their cultural intelligence by attending local events or talking to people from the communities they will market to. This provides them with an opportunity to check their assumptions and gather cultural information and facts. • Contemplate: Diane seems ready to address the challenges, thus indicating that she is motivated and confident that herself and her team will end up successful. To keep their spirits high, the team can identify moments of success from past projects as well as identify current successes. Creating environments where her team feels successful in their job and accomplishment of goals will help Diane and her team to stay positive and focused. Doing this helps to increase their levels of self-efficacy and mindfulness. 7.5 Case Study 5: Marketing the Right Messages 171 

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