Cultural Intelligence: a Guide to Working with People from Other Cultures Pdf

FREE CULTURAL INTELLIGENCE: A GUIDE TO WORKING WITH PEOPLE FROM OTHER CULTURES PDF

From the early days of urban climbing in beginning of the 20th century, climbing feats have drawn crowds of onlookers and brought personal fame to the climbers. And it wasn't long before climbers figured out ways to commercialize their stunts. Some early builderers wore promotional signs on their backs and unfolded banners once reaching the top. In the early days of buildering, newspapers reported breathlessly on the climbs, just as Cultural Intelligence: A Guide to Working with People from Other Cultures did with tightrope walking and other public stunts. But in television era, urban climbers enjoyed a different kind of fame. Urban climbers have also been recruited as stunt men in action movies. In contemporary culture, climbing stunts have become a fixture of big-budget movies. But perhaps the most famous example of buildering in recent years was when Tom Cruise climbed out a window of the Burj Kahlifa in Dubai -- the Cultural Intelligence: A Guide to Working with People from Other Cultures tallest tower -- and climbed around at a vertigo-inducing elevation of about 2, feet Cruise wasn't free soloing; he had the aid of a rope, but at age 48 he deserved some serious kudos for doing his own stunts [source: Littlejohn ]. Even Alain Robert, the world's most accomplished free soloist who has used his platform to promote social and environmental causes, hasn't been immune to commercial interests. Although he has been jailed and fined for climbing buildings in many parts of the world Robert is banned from even entering Chinahis stunts are welcomed in some places, as building owners pay him thousands of dollars to draw attention to their structures. Ina documentary filmmaker invited Robert to come to Chicago to climb skyscrapers for a documentary about extreme sports, bringing him worldwide fame. Today, Robert even has a sponsor -- Norgil, a hair augmentation company [source: Collins ]. But even the world's most accomplished urban climber hasn't been immune to the dangers of buildering. In the next section we'll discuss some of the safety and legal issues associated with urban climbing. Prev NEXT. Buildering in Popular Culture. 4 Strengths of Family-Friendly Work Cultures

We can easily notice the most varied examples and implications of machine learningin which most cases outperform humans in efficiency and endurance, automating a great range of traditionally human activity. However, less perceived by us, a particular implication, that it can lead to decrease the cultural diversity over time. The emerging relationships between humans and intelligent machines raise the automation of cultural artifacts, under these circumstances, tends to go towards a cultural standardization. First of all, talk about culture is not an easy task, even for many theorists who work extensively with this subject, there is no unanimous concept, furthermore, its definition changes over time. The original meaning of agricultural cultivation has been extended to the cultivation of human faculties, in which culture passes from the idea of cultivating grains to cultivating the mind. But what happens when the cultivation of the mind transcends the human being and start to be accomplished also by machines? This scenario is not exclusive in the business context, once, in fact, intelligent machines start to appear more and more in our homes, usually in forms of smart assistants like Siri, Google Home, Alexa, as well in our leisure time, including places where the human being expresses his creativity, such as museums and cultural centers. As an instance, the Museum of Modern Art in Buenos Aires have used cognitive conversation between people and art pieces. The assistant, the cognitive machine, allowed a closer experience than the one when using an audio guide. This could have made the interaction between the art and the visitors of the Argentine museum easier. In another scenario, we can see AI and deep learning in creative works that look like human-generated, in a special manner, in visual artmusic or even poetry. As a result, emerges a fertile place to bring new concerns about the realm of the creation of art. Aware to this new scenario, some places have been doing a phenomenal job bringing to the discussion this theme, as a good illustration of that, the Artificial Intelligence Art and Aesthetics Exhibition of the japanese Okinawa Institute of Science and Technology Graduate University. However, in the examples above, creates a fertile ground to automate massive ways of production and distribution of cultural products. It drove us to the question: Could the uniformity of culture reproduced by AI methods, lead us to a cultural standardization? All right, we are talking about artificial intelligence, bots, machine learning, deep learning, cognitive machines… but this is not a new question. In a not so closest past, we had similar concerns regarding technologies as photography, radio, television, and cinema. Close to one hundred years ago, some theoretical currents criticise the emergence of massive ways of production and distribution of cultural products. Scholars like Adorno and Horkheimer, in The Culture Industry: Enlightenment as Mass Deception masterpiece, gave a strong weight for the understanding of the uniformity of culture reproduced by radio, films, magazines etc. This, in turn, has Cultural Intelligence: A Guide to Working with People from Other Cultures weakening, atrophying and destroying the capacity of the individual to think and act in a critical and autonomous way. However, there is no consensus among many experts and scholars, about how is consumed Cultural Intelligence: A Guide to Working with People from Other Cultures the people the massive production of culture produced by the industry. We can not assume that the audience passively receives all mass cultural production. An approach of the cultural theorist Stuart Hall, one of the main proponents of reception theory. The author is not talking only about television discourse, he talks about a message or product, could be a book, movie, or other creative work, whatever, that is not simply passively accepted by the audience. What he said sounds fine, but as we can see, effects in our culture as result of new kinds of art and media, are unpredictable and permeated with ambiguity. Cultural theorists and specialists have not unanimity about the consequences in so complex and so slippery world. Like the invention of the radio, the printing press, cinema, television, and computers, we believe machine intelligence is an innovation that will profoundly affect art and culture. Is emerging a scenario where machines start to learn, spread and influence our culture. In the nearer term, it will change our understanding of external reality and our perceptual and cognitive processes. We can assume that our culture begins to be extended to machines, and more, with great power to reproduces and changes it in new ways. Sterlac, a performance artist who often explores the boundary between human and machine, talk that our body is obsolete, and it needs to be upgraded. If the Sterlarc says that our body needs to be extended, in this Cultural Intelligence: A Guide to Working with People from Other Cultures of view our mind and culture can be considered obsolete as well. If on the one hand, our body and culture are obsolete, on another hand, we are developing technologies that can hack and extend both. In 19s century steam machines extended and automated our power at a level never seen before, and now, we see machines that start extends our body, mind, and culture in levels never seen before. To finish, we are testifying going away a time of human been and machines in each side, nowadays, however, we Cultural Intelligence: A Guide to Working with People from Other Cultures starting to see a process of hybridization that mix analogical and Cultural Intelligence: A Guide to Working with People from Other Cultures in an unprecedentedly way, in this way, arises humans more machines and machines more humans. Making Crypto Payments Less Scary. Cultural Standardization in the Age of Machine Intelligence by bruno. Visit NordVPN. Subscribe to get your daily round-up of top tech stories! How to create a security-focused work culture - TechRepublic

As late as February, investments in family-friendly benefits like flexible work days, back-up care reimbursement, remote working options, and prohibiting end of day meetings were made in the name of recruitment, retention and brand culture. And while some of these programs grew out of the economic realities of a formerly low unemployment rate — it left these same organizations well positioned for the quickly shifting workplace dynamics of Covid In interviews with employees and HR departments about how their workplace dynamics are shifting during Covid, the author explores how companies with already strong caregiving cultures Cultural Intelligence: A Guide to Working with People from Other Cultures been able to leverage that strength through the Covid crisis. Edelman was committed to supporting the shifting needs of its employees and their families, even if they Cultural Intelligence: A Guide to Working with People from Other Cultures to relocate, and to that end the company had put in place a set of technologies, protocols, tools designed to help enable remote work — which had made it possible for Mike to move to Los Angeles with his family but still stay on the DC team that he loved. He felt lucky. As late as February, when companies Cultural Intelligence: A Guide to Working with People from Other Cultures themselves to family-friendly benefits by offering flexible work days, back-up-care reimbursement, and remote working options, and by prohibiting end-of-day meetings, they typically did so in the name of recruitment, retention, and brand culture. But no longer. Among those employees is Emma Patti Harris, a deputy managing editor who often works from home while caring for a toddler son. When I talked to Emma about her arrangement, she praised the culture of flexibility and support at Education Week, and she told me that the company had provided her and other employees with the right tools and technology to make their individualized schedules work. The arrangement, Emma said, allowed her to find a work-life fit that encouraged her to focus Cultural Intelligence: A Guide to Working with People from Other Cultures all she valued and embraced, and she felt grateful that the company listened so carefully to what its employees needed to make their caregiving and work lives intersect. When Covid hit, the entire team at Education Week made a smooth transition to remote work. Live, on-line documents allowed colleagues to share calendars Cultural Intelligence: A Guide to Working with People from Other Cultures identify deadlines, and Slack helped to manage active communications. Leadership went back to the listening skills that they had used to set up remote-work opportunities so long ago and asked what employees needed to make it through this crisis. This took the form of a robust survey, whose results indicated that employees needed better work stations at home. So employees were provided a stipend for equipment and supplies. The company also worked to ensure that employees remained connected once they were working from home. It lifted old restraints and restrictions, and the result was that employees were able to do work during the pandemic that far exceeded expectations. Life got complicated for Kate in the early months ofhowever, when she fell ill with pneumonia, had to help her mother undergo a hip replacement, and had to manage at home while Cultural Intelligence: A Guide to Working with People from Other Cultures husband commuted twice monthly to New Haven, where he had just started in a senior-executive MBA program at Yale. Soon, because of the pandemic, she also had to pull her kids from day-care. There was clear communication and understanding that no one really knew what would happen next, but Andy was not going to create any uncomfortable situations, and I felt grateful. During this trying period, Spoken Layer worked in myriad ways to maintain camaraderie and connection. The company provided lunch-and-learn programming, for example, and even by organized Starch Madness, in which employees bracketed out the best way to serve a potato. Such offerings were always optional and respectful of time; often the point was simply to give employees ways to laugh things out. Jenny lives in Washington, D. Her manager also has been great at assuring that Jenny is well integrated into social events that the company offers through Microsoft Teams. Caring for Covid-era Employees As different as they are, all of the work arrangements described above have been made possible by companies with strong caregiving cultures. They know how to listen to what employees need. In my experience, the companies that create supportive cultures for working parents and caregivers do so by first listening to what their employees need. For example, many parents find it difficult and stressful to attend late afternoon meetings. Putting a moratorium on these meetings is a win-win. They know how to create community. But the pandemic has made many of these things a distant memory. The companies that are adapting most successfully are those that recognize and acknowledge the role that such modes of connection play in a caregiving culture, and that therefore work to provide employees with new ways of connecting remotely, as with the lunch-and-learn program at Spoken Layer and the socializing via Zoom that Edelman encourages its employees to do. They respect the many roles that employees fill. Organizations that had already committed to cultivating a community of respect for working family members were the ones best prepared for real-time Covid shifts. The team at Education Week showed Emma that they respected her working parenthood when they welcomed her son on their Zoom calls. This respect for the life of a working parent during a pandemic— at home with kids requiring energy and focus with no obvious end in sight— was a powerful gift. They know how to trust their employees and colleagues. The same is true of parental caregiving, where often the role of managing an adult parent after a fall or a stroke is suddenly thrust upon an employee. When organizations make these things a priority, all employees benefit. And by ensuring that employees can take care of themselves, their children, their spouses, and their elders, organizations in fact make themselves stronger and better able to adapt to periods of extended crisis. We are focused on making sure we are giving our colleagues the grace we could give ourselves. If our content helps you to contend with coronavirus and other challenges, please consider subscribing to HBR. A subscription purchase is the best way to support the creation of these resources. Flexibility has a high return on investment. Executive Summary As late as February, investments in family-friendly benefits like flexible work days, back-up care reimbursement, remote working options, and prohibiting end of day meetings were made in the name of recruitment, retention and brand culture. Partner Center.