Collaborating Across Cultures The team then surveyed up . Ito former coworkers of each manager whose cultural background was different from . Ithe manager s asking how they rated the manager s effectiveness in creative collaborations. Managers with higher cultural metacognition scores on. I the questionnaires garnered higher ratings from their colleagues as well.
While such a result may seem expected
The bigger question is how does cultural awareness lead to more effective innovation Based on previous studies the researchers focused on the role of trust in that equation distinguishing between two kinds cognitive trust an intellectual appreciation Germany Mobile Database of another person s skills abilities and reliability and affective trust an emotional belief that another person has one s best interests at heart. Affective trust is especially critical in creative collaboration because unlike collaboration that merely involves the sharing of labor creative collaboration requires sharing of new ideas Chua says. Given that new ideas are often undeveloped they are risky to share he continues. Sharing a bad idea might cause one to be ridiculed. Conversely a good idea might be stolen. Only when there is high affective trust would two partners be willing to freely exchange new ideas.
In their second study the researchers
Found that affective trust was much more likely to stem from having high cultural metacognition than cognitive trust. executive MBA course were asked to Croatia Phone Number complete a network survey listing up to of their primary professional contacts and asked the extent to which they were able to rely on them professionally cognitive trust and the extent to which they were able to share their personal hopes dreams and difficulties affective trust . Next they were asked to rate how willing they were to share new ideas with each person.
