ConceptsNest

  ***Continued from Chapter 01 (Covered previously: Meaning & Understanding of Cultural Intelligence, Cultural Quotient, Definitions,   Components of Cultural intelligence , Framework for Cultural intelligence ) Link to Chapter 01: https://conceptsnest.blogspot.com/2024/05/cultural-intelligence-demystified.html Cultural Intelligence in Institutions Institutions, too, have cultures, often very distinctive; anyone who joins a new company spends the first few weeks deciphering its cultural code. Within any large institution, there are sparring subcultures as well: The sales force cannot talk to the engineers, and the PR people lose patience with the lawyers. Departments, divisions, professions, geographical regions—each has a constellation of manners, meanings, histories, and values that will confuse the interloper and cause him/ her to stumble. Unless, that is, he or she has a high Cultural Intelligence. Cultural Intelligence Profiles Global leaders who possess a high leve

  IQ, EQ now CQ? As globalization has rendered the business environment more complex, dynamic, and competitive, the ability to function effectively in different cultural contexts, called Cultural Intelligence (CQ), has never been more important for institutions. Originally, the term cultural intelligence and the abbreviation “CQ” (Cultural Quotient) was developed by the research done by Soon Ang and Linn Van Dyne as a researched-based way of measuring and predicting intercultural performance.  The concept is related to that of cross-cultural competence but goes beyond that to look at intercultural capabilities as a form of intelligence that can be measured and developed . Cultural intelligence may be defined as “ a person’s capability to adapt as s/he interacts with others from different cultural regions ”, and has  behavioral, motivational,  and  metacognitive  aspects. Without cultural intelligence, we are susceptible to mirror imaging. The mirror effect can be observed in variou

  ***Continued from Chapter 01 (Covered previously: Intelligence & its meaning, Emotional & Social Intelligence, Social Intelligence at the Workplace, Social Intelligence & Nurturing Behaviours ) Link to Chapter 01: CHAPTER - 01 Attributes that Aid in Building Social Intelligence [01]:- The Proto-conversation: There is so much going on behind our words. As we speak, our brains are taking in micro-expressions, voice intonations, gestures and pheromones. People who have high SI have a greater awareness of their proto-conversations. This may be viewed under two aspects: [02]:- Our Social Triggers: Let’s start with our social awareness. People and places trigger different emotions and this affects our ability to connect. Think about a time when we felt excited and energized by an interaction. Now think of a time when we felt drained and defeated after an interaction. The theory on how our brain processes social interactions is: Why are these important? The Low Road guides our g

  Social intelligence is the ability to understand and navigate social situations effectively. It involves the ability to read and interpret social cues, manage emotions, communicate effectively, and build and maintain relationships. Social intelligence has been linked to a range of positive outcomes, including improved job performance, better health outcomes, and more satisfying relationships. Intelligence According to Psychology Today, intelligence is “…a construct that includes problem solving abilities, spatial manipulation and language acquisition.” Intelligence measured by IQ tests isn’t the be all and end all. Regardless of the number of languages that we learn to speak, the amount of information we memorize, and even how well we can complete math problems, intelligence inevitably is a more complex measure.  There are three types of intelligence, two of which are unmeasurable in IQ tests, and are pivotal for success in leadership levels in business, and even in innovation.

  Background By definition, competence is a collection of related abilities, commitments, knowledge, and skills that enable a person to act effectively in a job or situation. Competency is measurable and can be developed through learning & development. The term "competence" first appeared in an article authored by R.W. White in 1959 as a concept for performance motivation . The term gained traction in 1973 when David McClelland wrote a seminal paper entitled, "Testing for Competence Rather Than for Intelligence". The term, created by McClelland, was commissioned by the State Department (USA) to explain characteristics common to high-performing agents of embassy, as well as help them in recruitment and development. It has since been popularized by Richard Boyatzis, and many others who used the concept in performance improvement. Its uses vary widely, which has led to considerable misunderstanding. Some scholars see "competence" as a combination o