Study Examines How Cultural Thoughts and Feelings Impact Collaboration Across Cultures Reports ViewHue.com

San Francisco, CA -- (SBWIRE) -- 09/28/2012 -- It is possible for some folks, whether they are artists, entrepreneurs, or executives, to be able to bridge a gap between cultures and leverage foreign opportunities and ideas.

Certain individuals collaborate creatively around the world, while some may only succeed with those more similar to themselves. New research shows that having a certain mindfulness about cultural assumptions is a key component. It shows that people who tend to be more habitually aware of their cultural frameworks often develop a more affectively trusting relationship with people from other cultures. This opens them up to a more free flow of ideas.

There has been a lot of attention drawn to the differences of individuality in a thing called “cultural metacognition”. The term points to a proclivity to reflect on and fine-tune one’s cultural assumptions when interacting with other individuals. There have been three studies which use various ways of measuring the cross-cultural collaboration, where successes with predicting an individual’s cultural metacognition score were found.

The first study took lists from business executives of people whom they worked with from different cultures over the course of their career. These associates were then tracked down andsurveyed over their management style, which included the executive’s successes in creative collaboration across cultural boundaries. Those scores of intercultural collaboration successes were predicted by an executive’s cultural metacognition score. This was true even when the ability to control personality and other standard individual differences took place.

The second study showed use of social network surveying where managers were asked to provide the names of 20 contacts with whom they frequently interacted with in their workplace. A series of computer-driven questions were presented to each contact that included a marker of creative collaboration. As predicted, the cultural metacognition scores from each respondent showed the extent of collaborative communication within their cross-cultural ties, while not in there same-cultural ties.

According to all the research, having a diverse professional network seems to not be enough. There is a large lack of trust. Trust is necessary to fosters the open sharing of ideas. In relationships that involve a lack of trust, the creative potential in the executives goes unrealized. It showed that pairs succeeded as long as one of the two partners had a higher metacognition.

It is fortunate that cultural metacognition is a social intelligence that is completely capable of learning by an individual. The final suggestions of the research is that the effort will pay on in a couple of ways. Having closer relationships with your associates from different cultures is one benefit. While experiencing more successes in collaboration of ideas is the other gain.

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