Unit 3 Discussion Assignment, BUS 5211: Managing in the Global Economy (University of the People)

Unit 3 Discussion Assignment

BUS 5211: Managing in the Global Economy, University of the People

In the discussion forum, you are expected to participate often and engage in deep levels of discourse.  Please post your initial response as early as possible and continue to participate throughout the unit. You are required to post an initial response to the question/issue presented in the Forum and then respond to at least 3 of your classmates’ initial posts.  You should also respond to anyone who has responded to you. 

Discuss each specific element of the ABC’s (Acquire, Build, Contemplate, and Do) of Cultural Intelligence. What makes culture intelligence unique and how does it differ from emotional and social intelligence?  What makes cultural intelligence particularly valuable in terms of a leadership competency in today’s global market?

Grade: 9.67/10 (559 words)

     Cultural intelligence is the "ability to successfully adapt to unfamiliar cultural settings" The framework for cultural intelligence consists of ABCs: Acquire, Build, Contemplate, and Do. (Cultural intelligence for leaders, 2012). I will introduce the basic concept of the framework for cultural intelligence. Next, I will describe the difference between CQ, EQ, and SQ.

ABC of Cultural Intelligence
Acquire: Acquire Knowledge
Knowledge is a central tenet in intercultural training and unfamiliar cultures. Knowing how cultures are created, interpreted, and shared and how cultural interpretations, meaning, and symbols can impact behaviors and attitudes.
Build: Build Strategic Thinking
After gaining knowledge, building awareness of surroundings through preparation and planning is required. It is referred to as "metacognition." Understanding how you learn and process the information helps make sense of unfamiliar situations.
Contemplate: Contemplate Motivation and Ability to Work with Others
Pay attention to your surroundings as well as your responses to unfamiliar situations.
Do: Adapt and Perform
Adaptability and ability to perform new behaviors based on new cultural surroundings.
(Cultural intelligence for leaders, 2012)

What makes culture intelligence (CQ) unique, and how does it differ from emotional (EQ) and social intelligence (SQ)?
     Emotional intelligence is "the ability and capacity to identify, assess, and manage one's emotions as well as others' emotions" (Cultural intelligence for leaders, 2012). Social intelligence is "the ability and capacity to sense one's inner state, feelings, and thoughts about one's social environment, and to react appropriately in that environment for social success" (Cultural intelligence for leaders, 2012). The distinction between cultural intelligence and emotional-social intelligence can be found in a cross-cultural context. (Kumar et al., 2008)
     CQ heavily emphasizes the meta-cognitions, including an individual's cultural consciousness and awareness during interactions with those with different cultural backgrounds. (Kumar et al., 2008) For example, Martha is a person with high emotional and social intelligence. However, she couldn't respond appropriately to her colleague, who has a different background from her. (Cultural intelligence for leaders, 2012)
     The example showed EQ involves skills such as self-awareness, impulse control, self-efficacy, empathy, and social agility, which may not carry over to other cultures. According to Kumar et al. (2008), emotional cues are constructed and historically transmitted within culture; the ability to encode and decode emotions in the home culture does not automatically transfer to unfamiliar cultures. Thus, a person with high EQ in one cultural context may not be emotionally intelligent in another culture.

What makes cultural intelligence particularly valuable in leadership competency in today's global market?
     EQ and SQ are essential intelligence for leaders. However, as stated above, these two types of intelligence may not be effective in dealing with different cultures because they are built on the person's country and culture. In contrast, CQ emphasizes the meta-cognitions. Therefore, leaders can deal with unfamiliar cultural situations with CQ even though they don't know the culture particularly well.

Conclusion
     Throughout this discussion, I introduced the difference between EQ, SQ, and CQ. Also, the fine point and uniqueness of CQ in the case of intercultural situations. CQ can contribute to adapting to different cultural conditions based on the framework. The framework consists of ABC: Adapt, Build, Contemplate and Do. Leaders can deal with unfamiliar cultural situations with CQ even though they don't know the culture particularly well because CQ emphasizes meta-cognition, and it is limitless.

References
Cultural intelligence for leaders (v. 1.0). (2012, December 29). Lardbucket. Retrieved from https://2012books.lardbucket.org/pdfs/cultural-intelligence-for-leaders.pdf
Kumar, N,, Rose, R. C. & Ramalu, S. S. (2008, November). The bond between intelligences: Cultural, emotional, and social. Performance Improvement. Retrieved from https://www.researchgate.net/publication/230297676_The_bond_between_intelligences_Cultural_emotional_and_social

Unit 2 Discussion Assignment, BUS 5211: Managing in the Global Economy (University of the People)

Unit 2 Discussion Assignment

BUS 5211: Managing in the Global Economy, University of the People

In the discussion forum, you are expected to participate often and engage in deep levels of discourse.  Please post your initial response as early as possible and continue to participate throughout the unit. You are required to post an initial response to the question/issue presented in the Forum and then respond to at least 3 of your classmates’ initial posts.  You should also respond to anyone who has responded to you. 

Discuss how cultural strategic thinking plays a part within your current organization or an organization that you are familiar with.  What two specific cultural strategic thinking techniques have you observed within your team? Did you see evidence of Cultural Intelligence (CQ)? Using the article you read and your text discuss some of what you observed, both in terms of positives and deficits and discuss how CQ could have been improved.

Grade: 8/10 (688 words)

     When working on a multinational team or supervising and leading an international staff, we need to have a higher level of thinking. I begin by describing the concept of cultural strategic thinking briefly. After that, I answer the questions.

Cultural strategic thinking
     Cultural strategic thinking is the ability to think and solve problems in specific ways under unfamiliar cultural situations. Cultural strategic thinking is mainly composed of two elements: cognition and metacognition. (Cultural intelligence for leaders, 2012) Cognition is the ability to process information. Metacognition is the ability to control one's thinking processes through various strategies, such as organizing, monitoring, and adapting. Additionally, the ability reflects upon the tasks and selects and utilizes the appropriate strategies necessary in particular intercultural interactions. (Cultural intelligence for leaders, 2012)
Culture levels can be categorized into five: national, regional, organizational, team, and individual. (Cultural intelligence for leaders, 2012) ." I will answer the question focused on the cultural levels of team and individual.

Cultural strategic thinking techniques
     Cultural intelligence for leaders introduced three steps for developing cultural strategic thinking.

• connect new information to the old
• select the appropriate strategies, and then
• plan, monitor, and evaluate the strategies

(Cultural intelligence for leaders, 2012)
     Also, here are the specific techniques: "peer learning, writing your experiences, gaining cultural knowledge, thinking, being, and staying positive, finding a coach or mentor, being an observer, active listening, and changing your questions" (Cultural intelligence for leaders, 2012).

Two specific cultural strategic thinking techniques in my team (my experience)
     To answer the question, I will briefly describe my situation. My organization, a private university in Tokyo, Japan, requires cultural strategic thinking techniques mostly when we transfer to a different department.
Like other typical Japanese companies, my organization conducts “job rotation”. Under the job rotation system, employees must transfer to various departments every 3-10 years. The transferring department span is different depending on the employee.
     I have experience working for the organization for 7 years and have worked for three departments: Career center, International, and Academic Affairs Office. Although in the same organization, the jobs of the three departments are far different, and the cultures of the departments and teams are different. Therefore, cultural strategic thinking techniques are required when we transfer to another department.
     I use two specific cultural strategic thinking techniques: Being an Observer and Writing my experience. Last year, I transferred from the International Office to the Academic Affairs Office. There are many differences at the point of working procedures and communication tools.
     In the previous department, most jobs were based on bottom-up decision-making, so I had to think about new ideas and make proposals. On the other hand, in the current department, all works are conducted with the same plan as the previous year. To notice the differences, I must be an observer.
     Regarding communication, the current colleagues like to utilize the internet chat even when we sit next to the next. When I just transferred, I felt it was an awkward and inefficient work style, and I wrote my feelings honestly in my work diary. After spending almost one year in my current department, I could find the positive side of this communication style. Compared to the previous department, we have many matters to handle and operate our work without any mistakes, so avoiding verbal communication and recording by chat is crucial for the current team.
     Based on my experiences, I successfully dealt with cultural differences appropriately. It is evidence of cultural intelligence. Cultural intelligence is the ability to adapt to unfamiliar cultural settings successfully. (Cultural intelligence for leaders, 2012)

     I described my workplace experiences and showed that cultural conflicts could happen in the same organization and not only occur in multi-national environments. Culture includes five categories: national, regional, organizational, team, and individual. (Cultural intelligence for leaders, 2012) We can overcome the conflicts by developing our cognition and metacognition and utilizing cultural strategic thinking techniques.

References
Cultural intelligence for leaders (v. 1.0). (2012, December 29). Lardbucket. Retrieved from https://2012books.lardbucket.org/pdfs/cultural-intelligence-for-leaders.pdf

Unit 1 Discussion Assignment, BUS 5211: Managing in the Global Economy (University of the People)

Unit 1 Discussion Assignment

BUS 5211: Managing in the Global Economy, University of the People

 How does an organization accurately identify the elements of its own culture? How does it go about promoting critical awareness of culture among its personnel?  Does cultural awareness play a role in organizational success?  Is a global organization, in the 21st century, obligated to provide opportunities for its employees to become more culturally sensitive or increase their cultural awareness through an understanding the cultural system of values, assumptions, and symbols? What do they stand to lose if they don’t?

Grade: 9.5/10 (435 words)

     According to Cultural intelligence for leaders. (2012, December 29)., cultures are shown and are expressed in many ways. However, all forms and levels of cultures are composed of three fundamental aspects: values, assumptions, and symbols.

• How does an organization accurately identify the elements of its own culture?

     Organizations can identify the elements of culture by beliefs, values, and assumptions of an organization. Also, there are many kinds of Team Cultures in an organization. (Cultural intelligence for leaders., 2012, December 29) "The values, beliefs, and norms of culture are present in team environments, dictating the team's operations and efficiency" (Cultural intelligence for leaders., 2012, December 29). Understanding macrocultures are essential to understanding the organizational culture more accurately. For example, Catholicism is categorized as a macroculture. (Cultural intelligence for leaders., 2012, December 29)

• How does it go about promoting critical awareness of culture among its personnel?

     Ahmed introduced 4 methods for promoting critical awareness of culture.
1. Create Cultural Awareness Guidelines and Policies

2. Celebrate Diversity and Cultures
3. Communicate Clearly and Avoid Misunderstandings
4. Learn From Differences (Ahmed, 2020, July 2).

• Does cultural awareness play a role in organizational success?

     Cultural awareness is essential for organizational success because culture controls corporate members' behavior, values, assumptions, and beliefs. (Cultural intelligence for leaders., 2012, December 29) Therefore, if leaders want to lead the organization to success, they must manage and create a positive organizational culture.

     In the 21st century, most organizations should provide opportunities for employees to develop cultural awareness by understanding the cultural system of values, assumptions, and symbols. For example, my workplace, a private university in Tokyo, Japan. The number of international students and foreign staff has increased dramatically in recent years. Traditionally, about 98% of the population of Japan is Japanese, so most Japanese are not familiar with other cultures. However, as stated before, the number of foreigners has increased in my organization, so understanding the differences in culture and dealing with them properly is essential for our organization to provide appropriate educational services for every student. Also, the declining birthrate and aging population in Japan are crucial problems. It is inevitable to improve cultural awareness, and expand international applicants to develop our organization.

     I introduced the importance and specific methods of developing cultural awareness of organizations. Organizations can’t grow without promoting cultural awareness of employees because culture controls complete members’ behavior, values, assumptions, and beliefs. Also, as external factors, the demand for understanding different cultures is increasing. Organizations should identify the elements of culture and develop and manage its culture for success.

References
Cultural intelligence for leaders (v. 1.0). (2012, December 29). Lardbucket. 

     https://2012books.lardbucket.org/pdfs/cultural-intelligence-for-leaders.pdf licensed under CC-BY-NC-SA 3.0 or for download here.

Ahmed, A. (2020, July 2). Culture awareness in the workplace. Small Business - Chron.com.
     Retrieved June 20, 2022, from https://smallbusiness.chron.com/culture-awareness-workplace-737.html

Unit 5 Portfolio, BUS 5113: Organizational Theory and Behavior (University of the People)

Unit 5 Portfolio, University of the People

In personal and workplace settings, conflicts inevitably occur. It is important that conflicts are resolved as soon as they are recognized. Conflict resolution styles, such as avoidance, competition, accommodation, compromise, and collaboration are used to address conflict situations. In the following scenarios, suggest the appropriate conflict resolution style(s). Explain your rationale for the choice and the anticipated outcome.

1. Laura has planned to take a day off this week. Her supervisor Tara noticed that work demands will be high on the day of her request. She wants Laura to reschedule her day off with the promise to allow her flex time and leave as soon as the job is accomplished.
   
   
2. Two talented but aggressive teammates want to show off their skills during a project meeting. One wants to take credit for the work he has done and the other tries to advance his ideas front and center. The team leader wants these two to work together well.
   
   
3. A company picnic is being planned. Two subgroups are tasked to come up with a fun and enjoyable program for the employees and their families. One group has its own set of group activities while the other group leans more toward individual participation. At a recent communication meeting, the two groups have expressed their desire to work together.
   
   
4. Responding to the rumor mill, Mary confronted Alyssa at a coffee break for spreading lies about her love life. Mary was relentless and fuming mad about the situation. Entering the cafeteria, coworker Latisha witnessed the entire argument.
    
5. Mario who works as a front-line employee in a packing company is one of the most reliable in the group. One day, he received a phone call from his wife informing him that the babysitter for their two sons fell sick. He would have to come home because the wife must leave for work within the next hour. The line is short-staffed and supervisor Mark wants Mario to complete his duties. 

Grade: 10/10 (413 words)

 There are numerous conflict-handling styles from many perspectives. (Hunt et al., 2010) Rahim & Bonoma explained the most recent conflict-handling type, the five theories: Competition, Accommodating, Avoiding, Compromising, and Collaborating. (Rahim, 2010) I will describe which conflict-handling styles are appropriate for each scenario.

Laura's case 

Laura wanted to take a day off this week, but her supervisor wanted her to reschedule her day off because work demands would be high on the day of her request. 

     In this case, Competition can solve the conflict. The supervisor has the right to make her subordinates follow her orders as far as her order is reasonable from the tasks' perspective. Therefore, if Laura's day off is not requiring an emergency, Competition can solve the situation.

Aggressive teammates' case

The team leader wants two aggressive but talented employees to work together. One wants to be admired, and the other wants to realize his ideas. 

     I think Accommodation is proper in this case. Although the two employees' characteristics are aggressive, their interests are different. Their aggressiveness can be ignored, and it will not cause significant problems.

Picnic planning case

Two subgroups want to work together. Both teams have different types of ideas, and the teams have a desire to work together. 

     They can Collaborate on picnic planning. Moreover, two group's differences can invent new ideas that are superior to original ideas.

collaboration

The rumor's case

Mary and Alyssa argued about the lies about Mary's love life, which Alyssa was spreading, and coworker Latisha witnessed the entire argument. In this case,      

     Avoidance is the most appropriate way to solve the conflict. The argument's theme is not related to their tasks, so other handling solutions can not solve them. Mary and Alyssa's conflict will not be solved by Avoidance. However, other people should pretend there is no problem and keep a distance from the situation.

Mario's case 

Mario is a front-line employee, and the line he is working at is short-staffed. When Mario needed to leave work early, his supervisor wanted to prevent his leaving.

     I want to choose Compromise to solve this problem. Mario's two children are sick, but his wife had to work, so he is the only person to look after his children. He had no choice but to go home. Other team members will be busy due to his leave. However, it is not a big deal. Including me, sometimes, all employees experienced a busy day. Also, if other employees know Mario's situation, they can understand it.

References

Hunt, J., Osborn, R., Schermerhorn, J. & Uhl-Bien, M (2010) Organizational Behavior, 11th Edition. New York: John Wiley and Sons. 

Rahim, M. A. (2010). Managing conflict in organizations. ProQuest Ebook Central, Retrieved from https://ebookcentral.proquest.com/lib/univ-people-ebooks/reader.action?docID=4926100&ppg=95

Unit 4 Portfolio, BUS 5113: Organizational Theory and Behavior (University of the People)

Unit 4 Portfolio, University of the People

Recall our discussion of perceptions and how they influence our behavior. In organizational communication, perceptions play a big part in our thinking and response mechanisms; thus, affecting how we behave. We encounter barriers and noise that only compound the decision-making process. This dynamic is in motion each time we face a situation at work or anywhere we may be. 

Respond to the following work scenarios according to this scale:

A – Always

B – Sometimes

C – Never

1. I believe and trust everything that my superior tells me.
2. With communication, I process and filter the details to my advantage.
3. Information is shared across my organization efficiently.
4. Open and honest communication is always encouraged.
5. Rumors and grapevine are effectively managed.

Grade: 9/10 (502 words)

1.I believe and trust everything that my superior tells me.
C – Never
I thought superiors were right, so I trusted everything that directors said to me before. For example, I thought my boss's idea is better than mine because his workplace title is higher than mine. Also, he has a Master's degree from a prestigious university in the U.S and a Ph.D. from a top Japanese university. However, I realized my suggestion sometimes better than the boss's idea, and my assumptions are right. Then, I realized I was affected by Halo-effect, "A halo effect uses one attribute to develop an overall impression of a person or situation" (Hunt et al., 2010). After this experience, I am careful not to think people have higher educational backgrounds or titles are not always right. 
 
2.With communication, I process and filter the details to my advantage.
C – Never
Filtering what we see and hear to suit our own needs is called selective perception. Selective perception saves time because it is a way of assuming something based on limited information. However, at the same time, it can lead to misunderstanding. (Bauer & Erdogan, 2012) 
My work is explaining the study abroad programs held by my university to students. Therefore, avoiding misunderstandings of students' needs and conveying correct information is one of the most significant matters. To prevent processing and filtering, I paraphrase what I heard from students, and I ask them my understanding is right or not. I also use this confirmation process with my colleagues. Even though sometimes I misunderstand others' words, but it is not to my advantage.
 
3.Information is shared across my organization efficiently.
B – Sometimes
For example, some critical meeting' records are shared with all employees, so we know essential information effectively. However, it is a written communication channel and one-way communication. As I explained about selective perception, people can misunderstand the information. The other example is that when we ask other departments questions, most people do not ask the person in charge directly, but they tend to ask acquaintances. Sometimes, it takes too much time to get accurate information.

4.Open and honest communication is always encouraged.
B – Sometimes
Typically, open and honest communication could be interpreted as rude manners in Japanese society. Most Japanese companies are organized based on seniority, and people consider "WHO is saying" is more important than " a person says WHAT." On the other hand, juniors' suggestions are not always denied because perception and understanding are different depending on people, so some superiors embrace open and honest communication.
 
5.Rumors and grapevine are effectively managed.
C – Never
Basically, rumors and grapevine are not effectively managed. I experienced my words are changed when other people explain my comments. This kind of situation happens because people's perception is different, so the interpretations are different. Therefore rumors and grapevine convey the information unintentionally. As Hunt pointed out, "Rumors can be very dysfunctional, both to people and to organizations" (Hunt et al., 2010).

References
Bauer, T. & Erdogan, B. (2012)An Introduction to Organizational Behavior. (n.p.). Retrieved from
Hunt, J., Osborn, R., Schermerhorn, J. & Uhl-Bien, M (2010) Organizational Behavior, 11th Edition. New York: John Wiley and Sons. 

Unit 3 Portfolio, BUS 5113: Organizational Theory and Behavior (University of the People)

Unit 3 Portfolio, University of the People

In 1943, psychologist Abraham Maslow wrote a paper, “A Theory of Human Motivation,” which explained how drive and motivation are correlated to the understanding of human needs and behavior. Maslow’s Hierarchy of Needs is a motivational theory that proposes that while people aim to meet their basic needs, they aspire to attain higher order needs in the form of a pyramid. This idea is shown in his presentation below:

Finkelstein [CC BY-SA 3.0], via Wikimedia Commons

Research Maslow’s Theory and address the following:

1. In brief, describe the theory and how it has increased our understanding of personal and organizational needs and satisfaction. What are the criticisms of the theory?
   
   
2. Examine the pyramid and reflect on your current situation. Are your motivations dictated by your current needs? Explain.

Grade: 10/10 (443 words)

1) In brief, describe the theory and how it has increased our understanding of personal and organizational needs and satisfaction. What are the criticisms of the theory?

     Maslow classifies human needs in a hierarchy of five basic needs. "They range from self-actualization and esteem needs at the top, to social, safety, and physiological needs at the bottom" (Osborn et al., 2010). "The idea of the hierarchy is to show that needs on a given level must be satisfied before the needs on the next level become interesting" (Laegaard & Bindslev, 2006). This theory is one of the earliest motivation theories, and it recognizes and identifies individual needs. Maslow's theory helps managers to understand the subordinate's needs and motivate them. Also, the idea had the most significant impact on management practice and policy of the organization. (Soós, J & Takács, 2013) However, there are several criticisms regarding the theory. As Bauer and Erdogan, the needs' order can differ depending on the people, and researchers failed to support the arguments. (Bauer & Erdogan, 2012) Also, from a cross-cultural perspective, the theory is criticized. "For instance, social needs tend to take on higher importance in more collectivist societies, such as Mexico and Pakistan, than in individualistic ones like the United States" (Osborn et al., 2010). 

2) Examine the pyramid and reflect on your current situation. Are your motivations dictated by your current needs? Explain.

     As I explained above, the research shows that the theory has a significant impact on the study. However, the theory is not proven with data. Based on my current situation, I think my current needs do not dictate my motivations.  Now, sleeping is the thing that I want the most. I work as a full-time worker at a Japanese university. Usually, I finish my work after 8 PM. I take 90 minutes to go home from the workplace, so I get home around 10 PM. Then, I start doing my homework of "Organizational Behavior." In this situation, my sleeping hours are decreasing. I sleep only 3 or 4 hours on weekdays. Also, to do my assignments, I get more time to see a PC screen and a smartphone, so my eyes get tired, and I have a headache. If I follow Maslow's theory, I have to prioritize going to bed to satisfy the physiological needs located at the bottom of the pyramid. However, I do my best to study this course to achieve my goal: contributing to the university where I am working for and improving this society. I can't satisfy the lowest needs of Maslow's pyramid, however I am motivated to achieve my goal, categorized as self-actualization needs, which are the pyramid's top needs.

References

Laegaard, J. & Bindslev, M. (2006). Organizational theory (1st ed). Ventus Publishing & Bookboon.com.

Osborn, R., Hunt, J. Uhl-Bien, M & Schermerhorn, J. (2010) Organizational Behavior, 11th Edition. New York: John Wiley and Sons. 

Soós, J and Takács, I. (2013)Psychology. Budapest, Hungary. Retrieved from https://regi.tankonyvtar.hu/en/tartalom/tamop412A/2011-0023_Psychology/030300.html

Bauer, T. & Erdogan, B. (2012)An Introduction to Organizational Behavior. (n.p.). Retrieved from  https://2012books.lardbucket.org/books/an-introduction-to-organizational-behavior-v1.1/s09-theories-of-motivation.html

Unit 2 Portfolio, BUS 5113: Organizational Theory and Behavior (University of the People)

Unit 2 Portfolio, University of the People

Our perception can sometimes ignore important aspects when we scan our surroundings. For example, in a situation, our assumptions quickly set in. We focus on what is present and ignore what is missing, which can possibly clarify the behavior of those around us. Amy Herman termed this phenomenon as the pertinent negative (Burkus, 2016). Sometimes, the most valuable information is what we cannot see. In the study of perceptions, this consideration can help us to respond better and avoid misjudgments. 

Research the concept, Pertinent Negative as it relates to our personal behaviors and perceptions. Then answer the following questions in essay format:

1. What are the benefits of Pertinent Negative in human interaction?
   
   
2. How can we use the broader view of things in improving our relationships with others?
   
   
3. If you were a manager, how would you use pertinent negative in understanding employee behaviors and actions? 
   
   
4. Reflect on your current situation to see how this concept can improve your own attitudes, perceptions, and behaviors. 

Grade: 7/10 (506 words)

Amy Herman explains Pertinent Negative is “the power of noticing what you’re not seeing(Burkus, 2016)”. She knew the term from emergency medicine, and she emphasized the importance of paying attention to what is not there. Before thinking about the Pertinent Negative, we need to know about the people’s tendency, the Baader-Meinhof phenomenon, and Frequency Illusion. According to Zwicky, Baader-Meinhof phenomenon, and Frequency Illusion, you believe it happens a lot once you notice a phenomenon, but it is not really. (Zwicky, 2006) The phenomenon is composed of people’s frequency selective attention and bias talking. (n.d., 2016) Therefore, we must remember that everyone has more or less biased thinking without our will.

1. What are the benefits of Pertinent Negative in human interaction?
The benefits of Pertinent Negative in human interaction are preventing misunderstanding, building a good relationship, and having effective communication. As explained above, we misunderstand each other, and the misunderstanding leads to new problems. 

2. How can we use the broader view of things in improving our relationships with others?
First, we should understand we all have biases, and we can not see and know everything. Second, we can't be conscious of what we can not see. For example, if I feel bad because of someone’s act or comment, I can ask others about it. Then I can understand the different perceptions of others’ views and learn new things or remove understandings.   

3. If you were a manager, how would you use pertinent negative in understanding employee behaviors and actions?  
If I were a manager, I would not make decisions based on only my perceptions because I can miss information or misinterpret some incidents. Therefore, I will ask questions of several employees to understand their behaviors. Burkus and Herman recommend making a habit of asking what I don’t notice in the team collaboration. (Burkus, 2016)

4. Reflect on your current situation to see how this concept can improve your attitudes, perceptions, and behaviors.
As a working staff at the International Office in Japanese University, one of my tasks is to organize intercultural events for students and manage the event team. Since Covid-19, my working environment has changed a lot. I had to spend a lot of time adjusting to adjust to the rapidly changing environment. Moreover, two new employees joined my team in April. It was a confusing time. Under these circumstances, I could not have a lot of time to care about the new employees, and the team did not work well. The new employees could not understand my explanation, and I felt dissatisfied with them. The effect of the Convid-19 was huge to our work, and it was not only my fault, but I can more improve my attitude to the new employees. Maybe I might miss some important facts, and after I find the new perception, I can be better to make a good relationship with my colleagues.  

References
Burkus, D. (2016). How to notice what you can’t see. Inc. Retrieved from https://www.inc.com/david-burkus/how-to-notice-what-you-cant-see.html
n.d. (2016). How visually intelligent are you? Take Amy Herman’s perception test. Big Think. Retrieved from https://bigthink.com/videos/amy-herman-on-visual-intelligence-and-the-pertinent-negative
Zwicky, A. (2006). Why are we so illuded? Stanford University. Retrieved from https://web.stanford.edu/~zwicky/LSA07illude.abst.pdf