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Social Intelligence, Emotional Intelligence, & Cross-cultural Competency Building Tomorrow’s Skills Today
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  • Social Intelligence, Emotional Intelligence, & Cross-cultural Competency Building Tomorrow’s Skills Today

  • Social Intelligence, Emotional Intelligence, & Cross-cultural Competency: Building Tomorrow’s Skills Today

    Catherine Ciano, Ph.D. [email protected]

    Dr. Catherine Ciano holds a Ph.D. in psychology, and has spent most of her career working in hospitals and clinical settings across the U.S. Her interests in proactive approaches to mental wellness and creating sustainable change, inspired her to branch outside of clinical psychology to explore psychology’s broader applications.

    Presently captivated by maximizing human potential, Dr. Ciano applies her psychological understanding of emotions and human behavior to change management, the future of work, and creativity and inspiration. She works as a Psychologist in Primary Care at the University of California, Berkeley, and is an MBA Candidate at the McCombs School of Business at University of Texas, Austin. She is Past President of the Santa Clara County Psychological Association and Membership and Assessment Chair of Cal Women’s Network. 2

  • Today’s Agenda


    Ø Objectives ü Understand how social intelligence, emotional

    intelligence and cross-cultural competency are related to the present and future of work.

    ü Identify tools to build skills Ø Overview

    ü  Education (17 mins) ü  Role Play (19 mins) ü  Debrief Q&A (17 min)

    Ø Emotional Goal

    ü Feel Empowered & Hopeful

  • Mindfulness Practice


    Ø Defined ü Nonjudgmental present moment awareness ü Paying attention on purpose

    Ø What

    ü  Notice ü  Observe ü  Describe ü  Nonjudgmentally

  • 5

    ①  “We’re automating…if you’ve ever had to deal with people on a production floor, you’d know why…machines don’t have attitudes…and it’s never been cheaper.” (Owner of pot-pie business)

    ②  “Automation and AI will take all our jobs away…” (Mechanical Engineering Professor, Columbia University)

    ③  “If we can digitize work…it can go anywhere. It’s more effective to [develop in people]…the capability and internal resources to invent work for themselves, and the work of the future.” (Research Institute of the Finish Economy)

    ④  “We can’t rely on old ideas- we must create value around new possibilities…the most exciting enterprises are making it up as they go…they’re comfortable with ambiguity and uncertainty” (Entrepreneurship & Management Chair, Berea College)

    ⑤  “…foretelling the future of work is no easier than foretelling the future of anything…the future of work depends less on our digital creations than on our collective imagination” (Journalism Professor, Boston College)



    We need to be able to do things machines can’t.

    Teams & work cultures will be diverse & multinational. We need skills to work

    with, lead, and quickly build rapport with those different from us.

    Without inclusion, you don’t reap benefits of diversity. Facilitating cultures

    of inclusion & belonging is inherent to functions of managers & leaders.



    Authority History

    Stress Response

    Interpersonal Style

    Traumatic Experiences

    Cultural Background

    Current Stressors



    Social Intelligence Emotional Intelligence Cross-cultural Competency

    Humble Inquiry** A keen awareness of

    the value of social connections.

    The capacity to be aware of own and

    other’s emotion, and discriminate.

    The ability to understand others in a different cultural


    The ability to take another’s

    perspective.(***) (**)

    Ability to regulate (control) & express

    one's emotions.

    The ability to effectively perform with others in a

    different cultural context.

    Validation*** The capacity to engage in satisfying


    Ability to handle interpersonal

    relationships judiciously & empathetically.***

    The ability communicate, & engage with others in a

    different cultural context.***


  • Humble Inquiry


    •  Inquiring in a way that will best discover what is really on the other person’s mind

    •  One should feel the inquirer accepts, is interested and genuinely curious about them

    •  Challenges: power differentials, varying cultural norms and values

  • 10

    Q: “Can we simulate being caring if we don’t have the feeling or attitude humble

    inquiry demands?”

  • 11

    A: “ Humans are very sensitive creatures and we send many signals of which we are not aware…the insincere boss is spotted very quickly…I suspect that if I am not interested, the other person will sense it no matter how I phrase my question.”

    - Edgar Schein, PhD

  • Validation


    •  Acknowledging the kernel of truth in every experience/situation

    •  The experience makes sense is some way and is therefore understandable

    •  Not necessarily agreeing, or liking it •  Challenges: our experience being different,

    lack of exposure, faulty assumptions

  • Role Play


    1.  Break into groups of 3 ² Employee, Leader, Observer

    2.  Select situation to role play

    ² You will play employee

    3.  Decide which skill(s) to practice as leader 4.  Discuss

    ² Observer 1st, Employee 2nd, Leader 3rd

  • Debrief


    q  Observations in groups? q  New Learning? q  Next Steps q  Q&A

  • 15

    Work is changing. Today you learned skills to respond

    adaptively. Practice your new skills, and keep learning.

  • Thank you!

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