Cultural Intelligence

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Coping with national cultures, corporate cultures and vocational cultures. Explanation of Cultural Intelligence of Earley and Mosakowski. ('04)

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  3. Best Practices
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Cultural IntelligenceCultural Intelligence (CQ) is the ability to cope with national, corporate and vocational cultures as described by Christopher Earley and Elaine Mosakowski in HBR of October 2004. CQ is the ability to understand unfamiliar contexts, and then to adjust. They describe three sources of Cultural Intelligence.


Three sources of Cultural Intelligence

  1. The Head /  Cognitive. Rote learning about the beliefs, habits and taboos of foreign cultures, will not work well.

  2. The Body / Physical. You will not disarm your foreign hosts, guests, or colleagues simply by showing you understand their culture; your actions and demeanor must prove that you have already to some extent entered their world.

  3. The Heart / Emotional/motivational. To adjust to a new culture involves overcoming obstacles and setbacks. People can do that only if they believe in their own efficacy.

While it shares many of the properties of emotional intelligence, Cultural Intelligence goes one step further by equipping a person to distinguish behaviors produced by the culture in question from behaviors that are peculiar to particular individuals and those found in all human beings.


Importance of Cultural Intelligence

Why Cultural Intelligence? In an increasingly diverse business environment, managers must be able to navigate through the thicket of habits, gestures, and assumptions that define their coworkers' differences. Foreign cultures are everywhere. In other countries, certainly, but also in corporations, vocations, and regions. Interacting with individuals within them demands sensitivity and adaptability. And the people who have those traits in abundance, are not necessarily the ones, who enjoy the greatest social success in familiar settings.
 

The people who are socially the most successful among their friends, often have the greatest difficulty to understand cultural strangers, and to accepted by them. Those who fully embody the habits and norms of their native culture, may be the most alien when they enter another culture. Sometimes, somewhat detached people from their own culture, can more easily adopt the habits and even the body language of an unfamiliar host. They are natural observers, and easily make a conscious effort to fit in.
 

Growing your Cultural Intelligence

Earley and Mosakowski conclude that anyone who is reasonably alert, motivated and poised, can attain an acceptable CQ. They recommend a 6 step approach to cultivating your cultural intelligence:

  1. Examine your CQ strengths and weaknesses. In this way you establish a starting point.

  2. Select training that focuses on your weaknesses.

  3. Apply this training.

  4. Organize support in own organization.

  5. Enter the cultural setting. Start with a focus on your strengths.

  6. Reevaluate (360°). Possibly define further training.


Cultural Intelligence Forum
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  Moving Cultural Intelligence to Practice: Requiring a Minimum CQ for Certain Professions?
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  Cultural Intelligence is an Acquirable Skill Set
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  Using CQ and EQ as a Basis for Measuring Education, Leadership and Success?
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  Public Sector Companies and Cultural Intelligence
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  Cultural Adaptability
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  Cultural Intelligence Can Help Connect Cultures
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  Cultural Adjustment and the 'Collective Unconscious'
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  Detached People Adapt Easily
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  International Experience -> Cultural Intelligence?
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  5 Tips for International Communication
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  C.Q. is a Must in Today's Global Business Environment
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  Four Sources of Cultural Intelligence
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  Cultural Intelligence vs Skills Culture
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  Cultural Intelligence and Personality Structure
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  Examples of Cultural Intelligent People?
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  Significance of Cultural Intelligence for Multinationals
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Best Practices - Cultural Intelligence Premium
  The Relationship of Cultural Intelligence (CQ) with IQ and EQ
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  Going Against Core Principles and Values... Tough
Adapting to a cultural situation is all well and g...
     
 
  Establishing Cultural Intelligence in Organizations
It all depends on the organizational culture and h...
     
 

Expert Tips - Cultural Intelligence Premium
 

Pitfalls and Best Practices in Managing Multicultural Teams

Brett, Behfar and Kern describe 4 common proble...
Usage (application): Multicultural Teams
 
 
 

Theory of Multiple Intelligences

In 1983, Howard Gardner proposed the Theory of Mul...
Usage (application): Skills Development
 
 
 

Negotiation in Middle Eastern and Western countries

Geert Hofstede’s research on cultural dimensions p...
Usage (application): Cultural Dimensions, A Practical Example
 
 
 

How to Assess Your / Someone's Social Intelligence and Leadership Skills

In their article "Social Intelligence and the Biol...
Usage (application): Social Intelligence, Leadership Development
 
 
 

Cultural Intelligence in Mergers & Acquisitions

Cultural Intelligence in today's context assumes a...
Usage (application): M&A
 
 
 

Cultural Intelligence Profiles

In their article “Cultural Intelligence” (HBR, Oct...
Usage (application): Identify Personal CQ Profile
 
 
 

Thorndike on Intelligence 1920

E.L. Thorndike (1920: Intelligence and its uses) d...
Usage (application): 3 distinct types
 
 
 

Koreans vs Germans

In a recent interview on Business Spotlight 3/08, ...
Usage (application): Differences in Business Communication
 
 
 

Key CQ Traits and Capabilities?

Here are some basic traits and capabilities of ...
Usage (application): Cultural Intelligence
 
 

Resources - Cultural Intelligence Premium

Management Across Cultures: Managing in a Global Context

This presentation consist of six sections that tog...
Usage (application): Cross-Cultural Management, Cultural Dimensions, Cultural Intelligence, Multicultural Teams, Global Leadership, Global HR
 

5 Strategies to Successfully Manage Cultural Differences

Cultural differences can be an asset rather than a...
Usage (application): Cultural Differences, Cultural Intelligence, Cross-Cultural Teams, Company Culture, Hofstede
 

Your Organization in a Globalized World

Presentation about organizational behavior in an a...
Usage (application): Organizational Behavior, International, Hofstede, Organizational Culture, Globalization, Cultural Intelligence
 

Communication and Negotiation in a Cross-cultural Context

Presentation about Communications and Negotiations...
Usage (application): Cross-Cultural Communication, Cross-Cultural Negotiation
 

Corporate Diversity and Inclusion

In this introduction video, top managers of Skansk...
Usage (application): Cross Functional Team, Organizational Culture, Globalization, Organizational Change, HRM, Cultural Dimensions
 

Going Abroad / Cultural Intelligence Workshop

This presentation provides you with information ab...
Usage (application): Cultural Intelligence, Intercultural Engagement, Cultural Adaptation
 

5 Options to Work with People from Another Culture

A. How to build a global leadership group...
Usage (application): MNCs, Multinationals, Multinational Companies, Globalization, International Leadership Development, Cultural Intelligenc
 

Leading a 21st Century Global Organization

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Usage (application): Global Leadership, Globalization, Multinational Corporations, MNCs
 

Culture, Cultural Competence, Cultural Intelligence and the CQ

This presentation is a good introduction to cultur...
Usage (application): Cultural Intelligence
 

Perception of Cultural Intelligence in South African Organizations

Extensive presentation about Cultural Intelligence...
Usage (application): Cultural Intelligence Results and Examples
 
 

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Compare with Cultural Intelligence:  Emotional Intelligence  |  Cultural Dimensions  |  Culture Types  |  Social Intelligence  |  Framing  |  Levels of Culture  |  Coaching  |  Mentoring  |  Changing Organizational Cultures  |  Path-Goal Theory  |  Contingency Theory  |  Attribution Theory


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