P. Christopher Earley

Elaine Mosakowski

Você os vê em aeroportos internacionais como Heathrow: cartazes anunciando o banco global HSBC que mostram um gafanhoto e a mensagem “EUA — Pest. China — Animal de estimação. Norte da Tailândia — 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

Reimpressão: R0410J Em um ambiente de negócios cada vez mais diversificado, os gerentes devem ser capazes de navegar pelo emaranhado de hábitos, gestos e suposições que definem as diferenças de seus colegas de trabalho. As culturas estrangeiras estão em toda parte — em outros países, certamente, mas também em corporações, vocações e regiões. Interagir com os indivíduos dentro deles exige percepção e adaptabilidade. E as pessoas que têm essas características em abundância não são necessariamente aquelas que desfrutam do maior sucesso social em ambientes familiares. Inteligência cultural, ou CQ, é a capacidade de entender contextos desconhecidos e depois se misturar. Tem três componentes: o cognitivo, o físico e o emocional/motivacional. Embora compartilhe muitas das propriedades da inteligência emocional, o CQ vai um passo além ao equipar uma pessoa para distinguir os comportamentos produzidos pela cultura em questão dos comportamentos que são peculiares a indivíduos específicos e aqueles encontrados em todos os seres humanos. Em suas pesquisas com 2.000 gerentes em 60 países, os autores descobriram que a maioria dos gerentes não é igualmente forte em todas essas três áreas de inteligência cultural. Os autores criaram ferramentas que mostram como identificar os pontos fortes de uma pessoa e desenvolveram técnicas de treinamento para ajudar as pessoas a superar as fraquezas. Eles concluem que qualquer pessoa razoavelmente alerta, motivada e preparada pode atingir um QC aceitável.

Intelig&ecirc;ncia 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.

Inteligência cultural

Resumo.

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