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Leading With Cultural Intelligence: The New Secret to Success (英語) ハードカバー – 2009/10
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Why are some leaders able to create trust and negotiate contracts with Chinese, Latin Americans, and Germans all in the same day, while others are barely able to manage the diversity in their own offices? The answer lies in their cultural intelligence, or CQ. Packed with practical tools, research, and case studies, "Leading with Cultural Intelligence" breaks new ground, offering today's global workforce a specific, four-step model to becoming more adept at managing across cultures. Practical and insightful, this indispensable guide shows leaders how to connect across any cultural divide, including national, ethnic, and organizational cultures.
"I'd recommend this book to anyone going abroad for business...very valuable read." "--TD Magazine"商品の説明をすべて表示する
Amazon.com で最も参考になったカスタマーレビュー (beta)
Dr. Livermore not only is academically grounded but personally experienced in the science and art of choreographing and improvising crosscultural relationships. He has done consulting and training with leaders in 75 countries across the Americas, Africa, Asia, Australia, and Europe and his book is chock full of stories from those experiences as he uses them -- with candor and humor -- to add color commentary to the four-dimensional cultural intelligence(CQ)model he presents.
Any organizational or functional leader, manager, or entrepreneur thinking about or already doing business globally needs to pack this book along with their Ambien, Berlitz phrase book, and PDA.
Overall, I feel this is a must-read for anybody looking to improve his or her cross-cultural competence. The book is based on the theory of Cultural Intelligence (CQ) and translates the theory into a practical four-step process to help us develop our CQ skills and improve our cross-cultural leadership techniques. The other theme that runs through the book is the positive relationship that exists between the acquisition of CQ and leaders' effectiveness.
I found the chapter devoted to the five scales used to measure core cultural values among nations particularly useful. But, as others have commented, I also found some of the advice offered rather obvious (go to the movies, eat out, learn a new language, etc.). The writing can be wordy at times and some editing for conciseness would help.
Also I wish examples cited in the book had gone beyond the personal experience of the author and explored recent business transactions or product launches where national and organizational cultures were important considerations (e.g., the merger of Daimler-Benz and Chrysler, or the localizing of a consumer internet product from its initial base in the US to other countries).
The book isn't perfect. But there doesn't seem to be much else available and you should definitely read it if you are serious about improving your cross-cultural skills.
It is an easy book to read, it flows in front of you, but I missed some more examples.
As I said, if you are just now learning about the subject, this is a book you should read.