Practice the vocabulary of cultural intelligence and cross-cultural communication in international tech teams.
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What is 'cultural intelligence' (CQ)?
Cultural intelligence (CQ) includes cognitive (knowing cultural differences), motivational (caring about adapting), and behavioral (actually adapting your communication) components. It is distinct from cultural knowledge alone.
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What is the difference between 'high-context' and 'low-context' communication cultures?
Japan, China, and Arab cultures tend toward high-context (implicit communication). Germany, US, and Netherlands tend toward low-context (explicit). Miscommunication often happens when low-context engineers interpret high-context signals too literally (or miss them entirely).
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What does 'saving face' mean in the context of cross-cultural work?
Face-saving is critical in many East Asian and Middle Eastern cultures. Direct public criticism causes loss of face for the recipient. Being aware of this means delivering critical feedback privately, framing it diplomatically, and never embarrassing colleagues in group settings.
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What does 'power distance' refer to in cross-cultural communication?
In high power distance cultures (Philippines, India), challenging a manager's decision in a meeting is unusual. In low power distance cultures (Netherlands, Denmark), disagreement with leadership is expected and welcomed. This affects how you facilitate cross-cultural meetings.
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What is 'code-switching' in a professional context?
Code-switching is natural and skillful: using more formal language with Japanese colleagues, more direct language with Dutch colleagues, or more deferential language in hierarchical organizations. High CQ individuals code-switch fluidly.
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What does 'uncertainty avoidance' mean in cross-cultural business contexts?
High uncertainty avoidance cultures (Germany, Japan) prefer detailed plans and clear processes before starting. Low uncertainty avoidance cultures (US, UK) are comfortable with agile ambiguity. This affects how you run planning sessions with international teams.
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What is 'unconscious bias' in team communication?
Unconscious bias affects whose ideas get heard, who gets promoted, and who gets credit. Common examples: favoring ideas stated confidently (disadvantaging non-native speakers who hesitate), or attributing a good idea to someone other than who said it.
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What does 'stereotype threat' mean in a cross-cultural team context?
Stereotype threat affects performance: if a non-native speaker fears being perceived as less capable, they may avoid speaking up in meetings. Creating environments where everyone's contribution is valued actively counters stereotype threat.