Cultural IntelligenceCultural Intelligence

An outsider’s An outsider’s

seemingly natural seemingly natural

ability to interpret ability to interpret

someone’s unfamiliar someone’s unfamiliar

and ambiguous and ambiguous

gestures the way that gestures the way that

person’s compatriots person’s compatriots

would. would.

A person with high cultural intelligence can A person with high cultural intelligence can

somehow tease out of person’s or group’s somehow tease out of person’s or group’s

behaviour those features that would be true behaviour those features that would be true

of all people and all groups, those peculiar of all people and all groups, those peculiar

to this person or this group, and those that to this person or this group, and those that

are neither universal nor idiosynoratic. The are neither universal nor idiosynoratic. The

vast realm that lies between those two vast realm that lies between those two

poles is culture.poles is culture.

The three sources of cultural The three sources of cultural intelligence:intelligence:

HeadHeadAlthough most people find it difficult to discover a Although most people find it difficult to discover a

point of entry into alien cultures, whose coherence point of entry into alien cultures, whose coherence can make them seem like separate, paralell can make them seem like separate, paralell worlds, an individual with high cognitive CQ worlds, an individual with high cognitive CQ notices dues to a culture’s shared understanding. notices dues to a culture’s shared understanding.

2.2. BodyBodyYour actions and endeavour must prove that you Your actions and endeavour must prove that you

have already to some extend entered their have already to some extend entered their world. Whether it’s the way you shake hands or world. Whether it’s the way you shake hands or order a coffee, evidence of an ability to mirror order a coffee, evidence of an ability to mirror the customs and gestures of the people around the customs and gestures of the people around you, who will prove that you estreem them well you, who will prove that you estreem them well enough to want to be like them.enough to want to be like them.

3.3. HeartHeartAdapting to a new culture involves overcoming Adapting to a new culture involves overcoming

obstacles and setbacks. People can do that only obstacles and setbacks. People can do that only if they believe in their own efficiency.if they believe in their own efficiency.

Confidence Confidence

Head, Body, Heart work togetherHead, Body, Heart work together

Cultural Intelligence Profiles I.Cultural Intelligence Profiles I.

The ProvincialThe Provincial can be quite effective when can be quite effective when working with people of similar background.working with people of similar background.

The AnalystThe Analyst methodically deciphers a methodically deciphers a foreign culture’s rules and expectations by foreign culture’s rules and expectations by resorting to a variety of elaborate learning resorting to a variety of elaborate learning strategies.strategies.

The analyst realizes quickly be in alien The analyst realizes quickly be in alien territory but then ascertains usually in territory but then ascertains usually in stages the nature of the patterns at work stages the nature of the patterns at work and how he should interact with them.and how he should interact with them.

Cultural Intelligence Profiles II.Cultural Intelligence Profiles II.

The NaturalThe Natural relies entirely on his intuition relies entirely on his intuition rather than on systematic learning style. He rather than on systematic learning style. He is rarely steered wrong by first impressions. is rarely steered wrong by first impressions. When facing ambiguous multicultural When facing ambiguous multicultural situations that he must take control of. The situations that he must take control of. The natural may falter because he has never had natural may falter because he has never had to improvise learning strategies or cope with to improvise learning strategies or cope with feelings of disorientation.feelings of disorientation.

Cultural Intelligence Profiles Cultural Intelligence Profiles III.III.

The AmbassadorThe Ambassador, like many political , like many political appointees, may not know much about the appointees, may not know much about the culture he has just entered, but he culture he has just entered, but he cinvincingly communicates his certainty that cinvincingly communicates his certainty that he belongs there. he belongs there.

The ambassador must have the humility to The ambassador must have the humility to know what he doesn’t know – that is, to know know what he doesn’t know – that is, to know how to avoid underestimating cultural how to avoid underestimating cultural differences, even though doing so will inflict differences, even though doing so will inflict a degree of discomfort.a degree of discomfort.

Cultural Intelligence Profiles Cultural Intelligence Profiles IV.IV.

The MimicThe Mimic has a high degree of control over has a high degree of control over his actions and behaviour, if not a great deal his actions and behaviour, if not a great deal of insight into the significance of the cultural of insight into the significance of the cultural cues he picks up.cues he picks up.

Mimic cues facilitates communication, and Mimic cues facilitates communication, and builds trust.builds trust.

The ChameleonThe Chameleon possesses high levels of possesses high levels of all three CQ components and is a very all three CQ components and is a very uncommon mangerial type. He or she even uncommon mangerial type. He or she even may be mistaken for a native of the country. may be mistaken for a native of the country. (5%)(5%)

Many managers are a hybrid of two or more of Many managers are a hybrid of two or more of the types.the types.

Diagnosing Your Cultural Diagnosing Your Cultural IntelligenceIntelligence

These statements reflect different facets of cultural These statements reflect different facets of cultural intelligence. For each set, add up your scores and intelligence. For each set, add up your scores and divide by four to produce an average. Our work with divide by four to produce an average. Our work with large groups of managers shows that for purposes large groups of managers shows that for purposes of your own development, it is most useful to think of your own development, it is most useful to think about your three scores in comparison to one about your three scores in comparison to one another. Generally, an average of less than 3 would another. Generally, an average of less than 3 would indicate an area calling for improvement, while an indicate an area calling for improvement, while an average of greater than 4.5 reflects a true CQ average of greater than 4.5 reflects a true CQ strength.strength.

Rate the extent to which you agree with each Rate the extent to which you agree with each statement, using the scale:statement, using the scale:

1=strongly disagree, 2=disagree, 3=neutral, 1=strongly disagree, 2=disagree, 3=neutral, 4=agree, 5=strongly agree4=agree, 5=strongly agree

Before I interact wih people from a new Before I interact wih people from a new culture, I ask myself what I hope to achieve.culture, I ask myself what I hope to achieve.

If I encounter something unexpected while If I encounter something unexpected while working in a new culture, I use this working in a new culture, I use this

experience experience to figure out new ways to to figure out new ways to approach other cultures in the future.approach other cultures in the future.

I plan how I’m going to relate to people from I plan how I’m going to relate to people from a different culture before I meet them. a different culture before I meet them.

When I come into a new cultural situation, I When I come into a new cultural situation, I can immediately sense whether something can immediately sense whether something

is is going well or something is wrong.going well or something is wrong.+

Total

/ 4 = Cognitive CQ

It’s easy for me to change my body It’s easy for me to change my body language language (for example, eye contact or (for example, eye contact or posture) to posture) to suit people from a different suit people from a different culture. culture.

I can alter my expression when a I can alter my expression when a cultural cultural encounter requires it.encounter requires it.

I modify my speech style (for I modify my speech style (for example, example, accent or tone) to suit people accent or tone) to suit people from a from a different culture.different culture.

I easily change the way I act when a I easily change the way I act when a cross-cross-cultural encounter seems to require it.cultural encounter seems to require it.

+

Total

/ 4 = Physical CQ

I have confidence that I can deal well I have confidence that I can deal well with with people from a different culture.people from a different culture.

I am certain that I can befriend people I am certain that I can befriend people whosewhose cultural backgrounds are cultural backgrounds are

different different from mine.from mine.

I can adapt to a lifestyle of a different I can adapt to a lifestyle of a different culture with relative ease.culture with relative ease.

I am confident that I can deal with a I am confident that I can deal with a cultural cultural situation that’s unfamiliar.situation that’s unfamiliar.

+

Total

/ 4 = Emotional/ motivational CQ

Cultivating Your CQCultivating Your CQ

1)1) The individual examines his CQ strengths The individual examines his CQ strengths and weaknesses in order to establish a and weaknesses in order to establish a starting point for subsequent development starting point for subsequent development efforts.efforts.

2)2) Self-assessmentSelf-assessment

3)3) Individual and group trainingsIndividual and group trainings

4)4) PracticePractice

5)5) Reevaluation Reevaluation