The article sheds light on cultural intelligencee, its sources, profiles and ways to cultivate own cultural intelligence. Authors describe the phenomenon as the natural ability of the outsider to interpret the ambiguous and unfamiliar gestures of the person in the way that person’s known compatriots would. The three components of the cultural intelligence are physical, cognitive and emotional similar to the working together of head, body, and heart. Six profiles in which the manager can find himself are provincial, analyst, natural, ambassador, mimic and chameleon. The natural is not adaptive to cultural differences.
The analyst deciphers the rules and regulations of the foreign culture with the help of giving reference to different elaborate learning strategies. The natural depends on his instincts and intuitions instead of accepting systematic learning style. Next is the ambassador who is able to communicate his certainty in the foreign cultural setting, mimic has high control over settings and Chameleon has high levels of all three components. Cultural intelligence can be cultivated by the proper understanding of the foreign culture (Earley and Mosakowski 2004). If you want a fresh copy of this assignment or any other assignment related to Cultural Intelligence or Management Studies then fill the form at the right side.
The author presents the significance and application of cultural intelligence in organizations. There are several aspects of engaging in cultural intelligence in organizations, such as the suspending judgments until there is enough availability of information about the person from other culture, paying attention to the particular situation, cross-cultural training with an increase in the isomorphic attributes, etc. The author talks about ethnocentrism and ways to overcome it by placing oneself into the shoes of the other organizational member’s culture. The difference in organizations can be seen in the orientation whether it is collectivist or individualist. In order to be culturally intelligent, there is a requirement of extensive training because intelligence is bound by culture. Aspects such as searching for multiple cues, avoiding countercultural situations and suspending judgments play a crucial role in building intelligence. A critical examination of one’s own culture, as well as the culture of other organizational members, is equally important (Triandis 2006).
The article researches the effect of cultural intelligence on various types of processes and outcomes of intercultural negotiations, personality, and control for the other types of intelligence and on experience at the international level. The research took 124 transcripts for negotiators from America and East Asia and these transcripts were given codes for getting correct sequences of combined information, which in turn predicts the joint profit. Usually, there is a lack of cooperativeness that is associated with interaction with culturally unfamiliar people thus leading fewer chances of obtaining joint profit in intercultural negotiations.
Cultural intelligence can be regarded as a powerful predictor of the effectiveness of negotiations at the intercultural level. The study indicates that people with higher cultural intelligence are usually more cooperative and have a greater desire to understand their surroundings in comparison to those with lower CQ. Practical implications of the study are for diplomats, military personnel, managers and many other such people who tend to meet for negotiation processes due to global interdependence (Imai and Gelfand 2010).
Early, P.C. and Mosakowski, E. 2004. Cultural Intelligence. Harvard Business Review.
Imai, L. and Gelfand, M.J. 2010. The culturally intelligent negotiator: The impact of cultural intelligence (CQ) on
negotiation sequences and outcomes. Organizational Behavior and Human Decision Processes, 112, 83–98.
Triandis, H.C. 2006. Cultural Intelligence in Organizations. Group Organization Management, 31(20).