P. Christopher Earley

Elaine Mosakowski

Los ve en aeropuertos internacionales como Heathrow: pósters que anuncian el banco mundial HSBC que muestran un saltamontes y el mensaje «Estados Unidos, peste». China: mascota. Norte de Tailandia: aperitivo».

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Reprint: R0410J 

In an increasingly diverse business environment, managers must be able to navigate through the thicket of habits, gestures, and assumptions that define their coworkers&#8217; differences. Foreign cultures are everywhere&#8212;in other countries, certainly, but also in corporations, vocations, and regions. Interacting with individuals within them demands perceptiveness and adaptability. And the people who have those traits in abundance aren&#8217;t necessarily the ones who enjoy the greatest social success in familiar settings.
Cultural intelligence, or CQ, is the ability to make sense of unfamiliar contexts and then blend in. It has three components&#8212;the cognitive, the physical, and the emotional/motivational. While it shares many of the properties of emotional intelligence, CQ 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. In their surveys of 2,000 managers in 60 countries, the authors found that most managers are not equally strong in all three of these areas of cultural intelligence.
The authors have devised tools that show how to identify one&#8217;s strengths, and they have developed training techniques to help people overcome weaknesses. They conclude that anyone reasonably alert, motivated, and poised can attain an acceptable CQ.

Cultural Intelligence

Reimpresión: R0410J En un entorno empresarial cada vez más diverso, los directivos deben ser capaces de sortear la maraña de hábitos, gestos y suposiciones que definen las diferencias de sus compañeros de trabajo. Las culturas extranjeras están en todas partes, en otros países, sin duda, pero también en las empresas, las vocaciones y las regiones. Interactuar con las personas que hay dentro de ellas exige perspicacia y adaptabilidad. Y las personas que tienen esos rasgos en abundancia no son necesariamente las que disfrutan del mayor éxito social en entornos conocidos. Inteligencia cultural, o CQ, es la habilidad de dar sentido a contextos desconocidos y, luego, mezclarse. Tiene tres componentes: el cognitivo, el físico y el emocional/motivacional. Si bien comparte muchas de las propiedades de la inteligencia emocional, el CQ va un paso más allá al permitir a la persona distinguir los comportamientos producidos por la cultura en cuestión de los comportamientos que son propios de determinadas personas y de los que se encuentran en todos los seres humanos. En sus encuestas a 2000 directivos en 60 países, los autores descubrieron que la mayoría de los directivos no son igual de fuertes en las tres áreas de la inteligencia cultural. Los autores han creado herramientas que muestran cómo identificar los puntos fuertes y han desarrollado técnicas de entrenamiento para ayudar a las personas a superar los puntos débiles. Llegan a la conclusión de que cualquier persona razonablemente alerta, motivada y preparada puede obtener un CQ aceptable.

Inteligencia cultural

Reprint: R0410J 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 perceptiveness and adaptability. And the people who have those traits in abundance aren’t necessarily the ones who enjoy the greatest social success in familiar settings. Cultural intelligence , or CQ , is the ability to make sense of unfamiliar contexts and then blend in. It has three components—the cognitive, the physical, and the emotional/motivational. While it shares many of the properties of emotional intelligence, CQ 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. In their surveys of 2,000 managers in 60 countries, the authors found that most managers are not equally strong in all three of these areas of cultural intelligence. The authors have devised tools that show how to identify one’s strengths, and they have developed training techniques to help people overcome weaknesses. They conclude that anyone reasonably alert, motivated, and poised can attain an acceptable CQ.

Inteligencia cultural

Resumen.

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