FQs for Cultural Intelligence

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Cognitive (Head) – This component deals with the Individual’s ability to develop learning strategies that allow him/her to discern hints of saltcellars between cultures. These clues will enable that Individual to better understand the people with whom he/she Is working. Physical (Body) – The ability to gain the trust of someone of another culture simply by adopting actions or mannerisms similar to those of the culture to which that person belongs. This could be the way a person shakes hands, to kiss both cheeks in greeting, etc. Willingness to conform to their ways could make the person/people whose trust is desired, less likely to extend it. Emotional/ motivational (Heart) – This component pertains to the individual’s confidence that they can and will succeed in understanding the people of another culture. If one does not feel that they will ever “fit in”, one tends to give up and not try, causing the very people with whom he/she wants to assimilate with to distrust them. 3. How does cultural intelligence differ from emotional and social intelligence?

Whereas cultural intelligence pertains to the differences between groups of people (departments, divisions, countries, etc. ), emotional and social intelligence can refer to the differences to those who are members of the same group of people. Emotional intelligence is the ability to pick up on someone’s emotional state of mind, their feelings, and behave accordingly, and social intelligence is the ability to interact effectively with other people, no matter the cultural affiliations. 4. Rate your cultural Intelligence using the instrument on page 4 of the reading.

Rate the extent to which you agree with each statement, using the scale: 1 = strongly disagree, 2 = disagree, 3 = neutral, 4 = agree, 5 = strongly agree 4 Before I interact with people from a new culture, I ask myself what I hope to achieve. 4 If I encounter something unexpected while working in a new culture, I use this experience to figure out new ways to approach other cultures in the future. 3 1 plan how I’m going to relate to people from a different culture before I meet them. + 2 When I come Into a new cultural tuition, I can Immediately sense whether something Is going well or something Is wrong, 13 Total 3. 5 cognitive ICQ 2 It’s easy for me to change my body language (for example, eye contact or posture) to suit people from a different culture. 4 1 can alter my expression when a cultural encounter requires it. 5 1 modify my speech style (for example, accent or tone) to suit people from a different culture. + 4 1 easily change the way I act 4 1 have confidence that I can deal well with people from a different culture. 5 1 m certain that I can befriend people whose cultural backgrounds are different from mine. 3 1 can adapt to the lifestyle off different culture with relative ease. 3 I am confident that I can deal with a cultural situation that’s unfamiliar. 15 Total / 4 3. 75 Emotional / Motivational ICQ Cognitive ICQ Physical ICQ 3. 25 3. 75 Emotional / Motivational ICQ 5. Briefly describe the six cultural intelligence profiles. The provincial – Although possessing the ability to effectively work with people with similar backgrounds, the provincial has problems when going into other cultural areas. The analyst – Using learning strategies to systematically evaluate the rules and expectations of a certain culture, the analyst is able to determine the cultural patterns present and teach himself to interact within them.

The natural – The natural, not utilizing any learning strategies or styles, relies solely on his intuition and first impressions when dealing with members of other cultures. The ambassador – With the necessary humility to admit that he/she is not knowledgeable of the culture in which he/she is working, the ambassador has the ability to convincingly behave as f he/she unquestionably belongs there while avoiding taking multicultural differences too lightly.

This is a common type for managers. The mimic – Not to be confused with imitating, the mimic will do things like the members of the culture in question to make guests and hosts more comfortable, facilitate communication, and develop more trusting relationships. The chameleon – Rating high in all three components of ICQ, the chameleon can pass for a native because he/she employs the skills of an insider and the perception of an outsider. This is an uncommon type for managers.

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