Quality Progress - June 2015 - 48

QUALITY IN THE FIRST PERSON BY JESSE STEVENSON Become the Change A four-step model to cultivate cultural intelligence AS A QUALITY director for a small, 1. CQ drive: the motivational dimen- To improve performance, you need nonprofit organization, I noticed a sion of CQ that shows interest and con- a new culture-one that consistently general lack of understanding about fidence. There are three subdimensions produces go-to people.5 At this nonprofit quality, as well as an inability to use of CQ drive: organization, there was only one go-to it to address problems and processes * Intrinsic motivation-the degree throughout the organization. To change to which you derive enjoyment from this, I became the change I sought. Change can be large or small, evolu- culturally diverse situations. * Extrinsic motivation-the tangi- person when it came to quality. 3. CQ strategy: strategizing and making sense of culturally diverse experiences, referring to the leader's ability tionary or revolutionary, sought after or ble benefits you gain from culturally to strategize when crossing cultures. resisted. I chose sought after. diverse experiences. The three subdimensions of CQ strategy Between 50 and 75% of change pro- * Self-efficacy-the confidence that grams fail because of their approach. you will be effective in cross-cultur- Some are too large and too wide.1 I al encounters.3 wanted to focus my changes on quality I had the drive and motivation to include: * Awareness-being in tune with what's going on in ourselves and others. and giving the organization an under- become the change I sought. I knew I * Planning-taking time to prepare standing of quality-what it meant and pursued something that was near and for a cross-cultural encounter by how to use it to move the organization dear to me, and if given the chance, this anticipating how to approach the forward. opportunity would benefit the organiza- people, topic and situation. My approach actually followed a four-step model of cultural intelligence * Checking-monitoring our interac- tion. 2. CQ knowledge: understand- tions to see whether our plans and expectations were appropriate.6 (cultural quotient or CQ) (see Figure ing cross-cultural issues and differ- 1). CQ is the capability to function ences-the cognitive dimension of the I understood this, and that's when I effectively across national, ethnic and CQ research-referring to the leader's decided to create Brown Bag University: organizational cultures.2 knowledge about culture and its role in During the lunch hour, basic quality shaping how business is tools were taught to anyone who wanted done.4 I realized that the to attend. By making it voluntary, I culture needed to change gained attendance of a cross-organiza- for quality to resonate tional culture of workers, supervisors throughout the organiza- and managers. tion. At that time, the culture 4. CQ action: changing verbal and nonverbal actions appropriately when believed quality was the interacting cross-culturally-the be- sole job of the quality havioral dimension of CQ-refers to the director, and anything leader's ability to act appropriately in a having to do with quality range of cross-cultural situations.7 was addressed by that The sessions were interactive. More position. This meant that small things, such as inef- period were taught quality tools such as ficient processes, were flowcharts, cause and effect diagrams, not addressed unless the scatter diagrams, Pareto analysis, quality director addressed histograms, check sheets and control them. 48 QP * www.qualityprogress.com than 160 employees during a six-month charts. http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - June 2015

Up Front
LogOn
Expert Answers
Perspectives
Keeping Current
Mr. Pareto Head
What’s Your Next Move?
Like Abilities
Assessing the Landscape
Change in Flow
Quality in the First Person
Career Corner
Statistics Roundtable
Standards Outlook
Special Section
QP Toolbox
QP Reviews
One Good Idea
Back to Basics

Quality Progress - June 2015

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