The Case of Alana Robertson: Cultural Intelligence in a Global Context

This case study analyzes Alana Robertson's experience at Munchie, focusing on her challenges in a cross-cultural work environment. The analysis begins with a detailed profile of Alana, examining her background, education, professional experience, and personality traits, and how these factors contributed to the situations described in the case. The study then identifies and analyzes factors that led to Alana's breakdown using the lens of cultural intelligence, including cognitive, behavioral, motivational, and metacognitive dimensions. Recommendations are provided for Alana to develop strategies to acquire cultural intelligence, including a framework based on the research-based CQ model, with steps to acquire knowledge, build strategic thinking, and implement actions. Further recommendations are offered for Alana’s boss and mentor, Thomas Stijns, addressing how he can support Alana’s development. The conclusion summarizes the issues, causal factors, and remedial steps, highlighting the importance of cultural intelligence in global business contexts. The study emphasizes the need for cross-cultural skills, cultural mindfulness, and strategic thinking for effective functioning in diverse settings. The analysis underscores the importance of adapting to new cultures, developing tolerance for uncertainty, and the role of cultural intelligence in social interactions in the workplace.

Running head: CULTURAL INTELLIGENCE
CULTURAL INTELLIGENCE
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................2
Alana’s profile:.......................................................................................................................2
Factors contributing to the breakdown:..................................................................................3
Recommendations for Alana:.................................................................................................5
Recommendations:.....................................................................................................................9
Conclusion:..............................................................................................................................10

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Introduction
Cultural Intelligence can be defined as the capability of making sense in unacquainted
contexts and of blending in within the different existent cultures. Three elements of the
cultural intelligence are physical, motivational and cognitive (Ott & Michailova, 2018, pp.99).
Another term used for cultural intelligence is the cultural quotient. Cultural quotient depicts
the theory of organisational psychology and management, which aims at the understanding
of the effect of individual cultural background (Raver & Van Dyne, 2017). The understanding
of cultural intelligence is very crucial, especially for businesses in accepting the cultural
differences and unique cultural environment. The concept of cultural intelligence can be
explained as an individual's ability to interpret ambiguous and unfamiliar gestures, even
being an outsider, reflects the cultural intelligence of the individual (Solomon & Steyn, 2017).
The purpose of the paper is to assess the cultural intelligence of the protagonist in the case
study of 'Alana Robertson at Munchie' with its impact on social interactions and to determine
the role of cultural intelligence in social interactions at the workplace. The paper will present
an understanding of the factors, which affected the calm of Alana from the perspective of
cultural intelligence. The paper will frame recommendations based on the issues or
situations experienced by Alana. The recommendations will not only be directed towards
Alana but also the mentor and boss of Alana, Thomas Stijns. The paper will be concluded by
summarizing the issues, causal factors and remedial steps, which will be used as a solution
tool for the new business venture and knowledge of Thomas and Alana about cultural
quotient or cultural intelligence.
Discussion
Alana’s profile:
Alana belonged to the United Kingdom in a small town. Her childhood experienced a rough
patch with fewer or minimum economic opportunities. Despite the lack of economic
opportunities, she always excelled in academics. She completed her graduation and
master’s degree from prestigious colleges before moving to the unknown city of Europe,
Amsterdam. She was employed by a start-up at first as the business development
professional but had to experience a downturn when the start-up failed drastically.
A year of employment for Alana took a toll on her career path and stability, as she was
unemployed for a year. She interviewed for an e-commerce organization, Tirella for
managing the business in the United Kingdom. In the detailed interview process, the last
stage contributed majorly on her career graph as it helped Alana to discover her expertise
beyond her experiences and educational background. CEO of her present employer,

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Thomas Stijns played a significant role in recognising her expertise. Alana was offered a
significant role and accountability for managing major projects and operational duties for the
venture, Tirella. It was evident that Alana was handling each situation responsibly and was
excelling in every duty assigned to her (HBSP.harvard.edu, 2020). Alana always kept her
professional and personal life separate. Alana was usually shy in socialising with people
other than work in the workplace and even outside hold the smaller group. Alana was an
introvert, was not outspoken and maintained a gap between her vulnerability and office
colleagues. Even in her personality test, according to Myer's Brigg's Type Indicator, she
resulted in INTJ (Introverted, Intuitive, Thinking and Judging). The introverted personality
trait and the lack of belief in the significance of networking challenged Alana’s contribution
and expertise in the Asia office. She was incapable of adapting to the new culture and was
unable to source significant information for the new venture. She failed to maintain her calm
and never interacted or reflected her vulnerability amongst her colleagues (Deesilatham &
Hosany, 2018, pp.767).
Factors contributing to the breakdown:
Alana’s breakdown in the meeting was unexpected for the members and her well-
wisher and boss, the CEO, Thomas. Cultural intelligence is one of the most crucial aspects
in the age of globalization and networking. In the 21st century, all businesses aim at the
strategy of operating in multiple locations other than the home country for accommodating
the benefits from globalization. The expansion plan requires the accommodation of the
understanding of cultural intelligence. Cultural intelligence is the capability of effectively
functioning in a diverse setting. The cyclical steps of adopting cultural intelligence include the
drive, which reflects the motivation, confidence, intrinsic and extrinsic interests of an
individual. The drive will determine the knowledge and understanding of an individual. The
knowledge will be followed by the strategy, which frames the steps by which cultural quotient
can be accomplished (Ott & Michailova, 2018, pp.99). The last step is action, which
demonstrates the behaviour of the individual after adopting the strategy.
These elements are crucial for behaving and acting responsibly in a culturally diverse
business environment. In this case, Alana was majorly affected due to the lack of the
necessary elements of cultural intelligence. The four dimensions of Cultural Intelligence are
cognitive, behavioural, motivational and metacognitive. Metacognition reflects the constant
adjustment in revising personal presumptions and the mental maps in different cultures
before entering a foreign business environment. Cognition arises from gained knowledge
regarding various cultures by categorizing differences and similarities. High motivation is

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generated from the enthusiasm and energy combined for constructing a learning map. High
level of Cultural Quotient also allows an organization and group to portray the ability to use
the appropriate tone, gestures, body language, terminologies, and phrases. The first and
foremost factor, which contributed to Alana’s state, is an unorganized priority and drive in
learning the differences and commonalities between the foreign culture and her practices,
which can direct an individual towards knowledge. The consciousness, goals, and self-
efficacy help in developing adequate knowledge about the cultural practices and beliefs of
the foreign location. Although Alana had a goal of strategically proposing a city, which can
be the stop for their new business owners, there was a lack of consciousness and urge of
learning the new culture. Another factor, which affected the calm of Alana was the lack of
knowledge, as weak CQ in the drive phase negatively contributed to the adaptability and
information extraction from the external environment and industry. Due to the hasty decision,
no time was left for synching the 'move'. Moreover, Alana did not invest in developing a
strategy for the ease of adapting to the new culture.
Therefore, lack of strategic-approach was another factor, which contributed to the
devastating state of Alana. The unshakable faith and dependency of the CEO, Thomas on
Alana exerted pressure that restricted the expression of vulnerability, thereby resulting in
disruption of the positive and productive behaviour of Alana. Recognition was another factor
contributing to the breakdown of Alana as she failed to understand and recognize the
probable differences from her home, UK, Europe to Asia. The Asian culture, rituals, and
routines are not appropriately studied before engaging in the stage of market research. For
planning and proposing a specific location for the business venture, she needed sufficient
and appropriate data for deducing the statistics for location selection. However, due to a lack
of knowledge and understanding about the differences in cultural gestures like a business
handshake, punctuality, and body language, she could not source relevant data. Lack of
awareness, incomplete mindfulness and negative behavioural approach of handling
situations resulted in the breakdown of Alana. Introversion, lack of knowledge and over-
consumption of responsibilities for justifying the significant position in the organization were
also the contributing factors for Alana’s breakdown (Sleep et al., 2019).
Recommendations for Alana:
The most unexpected behaviour depicted in the case was of Alana when she reacted
negatively to the meeting, where the decision was to be made for the final location. There
were multiple contributing factors affecting her confidence and emotions. One of them was
stability. Amsterdam was the turning point in Alana’s life, where she invested her time and
efforts to learn the local language and culture for better interaction and better career

5CULTURAL INTELLIGENCE
opportunities (Thomas, 2017). The current state of Alana, with her low confidence and self-
esteem, can be responded by adopting the following strategies:
 Cultural Knowledge: The first step of Alana should be focussed on developing
cultural knowledge about the Asian regions before arriving for business purposes.
The primary causal agent for the state and feeling of instability of The knowledge
about cultural differences and commonalities is constructed from the content (what
are the primary cultural practices and beliefs) and how of the cultural knowledge,
which determines the process of learning about the practices (Alon et al., 2016,
pp.237).
 Cross-cultural skills: These skills involve a broader range of skills, which are
instrumental for intercultural effectiveness such as, relational skills, adaptability,
tolerance towards uncertainty, empathy and perceptual acuity. The relation skills
determine the process of interacting and talking with people belonging to a different
culture (HBR.org, 2004). The adaptability skills in an individual in a foreign
environment allow changing behaviour based on the demands of cultural heritage.
The tolerance towards arising uncertainty can be developed by understanding the
reason or motive behind the unexpected changes, ambiguities during an intercultural
conversation or experience (Peterson, 2019, pp.76). Empathy can only arise by the
complete understanding and respect of other cultures and perspectives irrespective
of a habit or unforeseen challenges.
 Cultural Mindfulness: The control and knowledge over the learning activities and
thinking process regarding strategies and cultural experiences can be developed by
the skills of cultural mindfulness (Gonçalves et al., 2016, pp.). The mindfulness of
culture will allow Alana to be stimulating the awareness regarding the cultural context
by consciously assessing the interactions and strategizes courses in transformed
cultural context (Darvishmotevali, Altinay & De Vita, 2018, pp.44).
To reflect the process involved in developing the strategies aimed at addressing the
issues of cultural intelligence for Alana can be addressed by one of the most significant
frameworks named, the research-based CQ model (Marcotte, Rustambekov & Trendowski,
2019). This model helps in accommodating the four dimensions of Cultural Intelligence,
Metacognition, Cognition, Motivation, and Behaviour. This cultural intelligence model
includes the following elements:
 Acquire
 Build
 Contemplate

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 Do
Acquiring knowledge-
The primary step of addressing an unfamiliar environment in a foreign country should be
aimed at learning cross-cultural skills. Alana should develop the skills for better handling of
the situation in hand, better market research initiatives for inferring structured and
appropriate results for the decision on the final location. This is the step of the process
where, Alana will accommodate her curiosity with the learning gained from proper
outsourced or in-house training (Berraies, 2019). Alana will have to admit this to herself and
her boss, Thomas, that she is experiencing challenges in adapting to the new culture, which
will source the required resources of learning the intercultural skills for Alana. Alana will have
to acquire knowledge for satisfying the awareness about the new culture and challenges that
she is experiencing in Asia, which is questioning her stability and confidence in proving her
role in solving problems for Thomas and the team (Raver & Van Dyne, 2017). This step of
the process can be accommodated by preparing a cleaner canvas without incorporating a
sense of judgment and preconceived stereotypes. This step can be addressed if Alana can
move forward by eliminating all the probable biases (Van Dyne et al., 2012, pp.295).
Building the Strategic Thinking-
This stage of the model helps in answering the path of growing on the cultural
differences of strategic thinking. The strategies of cultural intelligence are in reality facilitated
in this section by incorporating the influence of multiple channels such as books,
newspapers and most significantly through entertainment components like movies (Alon et
al., 2018, pp.237). The most significant challenge that Alana needs to overcome for
facilitating this step of the process is to transform her introvert nature and start networking in
the new city or region. Networking is one of the most significant activities in which she can
indulge herself (Ahmad & Saidalavi, 2019). Networking can only be possible if she invests in
learning the local language, transport system and local rituals of Asian regions.

7CULTURAL INTELLIGENCE
Contemplating-
Contemplating the present abilities and motivation for working with the foreign or
cross-cultural team will frame the understanding of cultural intelligence. Alana should start
paying severe and focussed attention to her surroundings for understanding the similarities,
through which she can connect and the differences, which she needs to pay respect and
learn. Alana will have to understand her driving force for working away from home in a
foreign country. Contemplating will allow Alana to suspend the biases, assumptions, and
judgment about the foreign culture. It will direct her complete focus on the 'in-between lines'
meanings, which can guide her to adopt a new sense of readiness and acceptability for
different market challenges in Asia (Sleep et al., 2019, pp.123). Directing the focus towards
the surrounding will allow Alana to invest attention in the behavioural approach of local
business employees in stable and challenging situations (Schlaegel, Richter & Taras, 2017).
This understanding will serve as a base for assessing the personal behaviour of Alana and
develop skills accordingly. The process of contemplating the situation can be accommodated
by reflecting on both unsuccessful and successful interactions.
Adapting and performing-
According to Richard Carlson, 'everything we do has the potential to influence
another human being, the key element here is not to second-guess yourself but rather to
become conscious of how your life choices influence those around you'. In this case, Alana
needs to understand the significance and consequences of her responsibility of deciding and
establishing a new business venture, on which a large number of employees and Thomas,
the CEO is dependent. Despite accepting Thomas's faith in her as pressure, she should
understand her responsibility, worth and communicate transparently with him about her
challenges and new strategies.
Recommendations:
Although, Alana caused the unexpected situation in the case due to her lack of
understanding about cultural intelligence Thomas, her mentor, and the boss was also
responsible for the present situation. The following recommendations will be directed
towards Thomas Stijns:
 Training and Development: Being the most trustable mentor for Alana and other team
members and the responsibility of addressing the state of unemployment, Thomas
needs to start over in which the first step will be to incorporate training programs by
understanding the unrecognized needs of Alana (Adair, 2013). Training programs will
not teach Alana and other team members how to construct a business, operational or

8CULTURAL INTELLIGENCE
marketing plan but it will contribute towards their intercultural skills and create
awareness of the significance of learning the new culture through networking (Raver
& Van Dyne, 2017).
 Identifying similarities instead of investing time on differences: Encouraging Alana
and other employees for bonding over the similarities more rather than only
concentrating on the differences (Gonçalves et al., 2016).
 Personality descriptions: Rather than only concentrating on the incidence and
Alana's behaviour approach, Thomas should invest in understanding personality
traits. The understanding of the personality traits of Alana, which is IITJ, he will be
able to tap into her gap of communication and contribute to her unrecognized
intentions (Li, Mobley & Kelly, 2016).
Conclusion:
Therefore, it can be concluded from the paper that the case presents a common
phenomenon of failure in a foreign or unfamiliar business environment. The situation in the
case was marked by the lack of understanding about cultural intelligence and its importance,
which needs to be addressed by updating expertise and personality traits. The paper has
reflected the implication of the research-based CQ model for Alana's breakdown in a cross-
cultural situation.

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