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Cultural Intelligence · Expand Your Borders
Diagnose team friction across communication, feedback, hierarchy, decision, trust and time styles, and design team practices and agreements so no single style becomes the default.
About 48 minutes, plus optional practice · 4 lessons · Voluntary learning
Identify the four common challenges of multicultural teams described by Brett, Behfar and Kern.
Distinguish more explicit communication from communication that relies more on context and shared understanding.
Explain how attitudes toward hierarchy can affect whether team members speak up to a supervisor.
Compare task-based and relationship-based approaches to building trust, and linear and flexible approaches to scheduling.
Draft three questions to open a team agreement conversation: one about time, one about trust and relationship, and one about how disagreement is raised. Schedule the conversation and plan a date to review what the team agrees.
Diagnose team friction across communication, feedback, hierarchy, decision, trust and time styles, and design team practices and agreements so no single style becomes the default.
Draft three questions to open a team agreement conversation: one about time, one about trust and relationship, and one about how disagreement is raised. Schedule the conversation and plan a date to review what the team agrees.
Participation and course completion in this program do not count toward DHS-required training credits unless management, a director, or DHS leadership expressly approves an exception.
Source for the four challenges of multicultural teams and the strategies of adaptation, structural intervention, managerial intervention and exit, and for the finding that effective managers set norms early. Research drew on business teams; applied here with public sector limits on exit.
Names the Culture Map's eight behavior scales and emphasizes relative position, plus advice to expect difficulty, apply multiple perspectives, find the positive in other approaches and keep adjusting. Scale placements describe national tendencies, not individuals.
Source for upgraders and downgraders and the warning that imitating a more direct style can backfire.
Record of the field study linking team psychological safety to learning behavior and performance; the definition quoted in the course comes from the article itself.
Supports the caution that group-level patterns, such as national scale placements, do not predict individual team members.
Department commitment to operate as an antiracist, multicultural and intercultural organization and to examine personal beliefs and biases, which frames leaders' responsibilities in this course.