The Issue of Interpreting Cultural Intelligence Essay

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Updated: Feb 26th, 2024

Introduction

The current world agenda requires from apprentices and skilled professionals not only a high level of working and language knowledge but also an understanding of the rules of different cultures. This segment has become extremely demanded in the aspects of politics, education, and business. Researchers call this phenomenon cultural intelligence, although some give it a different name – cultural quotient (CQ). It is, according to Earley and Mosakowski (2004), “…natural ability to interpret someone’s unfamiliar and ambiguous gestures in just the way that person’s compatriots and colleagues would, even to mirror them” (p. 139). The purpose of this paper is to discuss individual CQ testing, its interpretation of certain aspects, and how it affects my general knowledge about cultural intelligence.

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Personal Cultural Intelligence Test Scores

Passing personal tests based on professional research is an exciting and enjoyable component of the learning process. According to Ang et al. (2007), “relatively little research, however, focuses on factors that could improve intercultural encounters” (p. 336). My results in terms of CQ Strategy is 16 points, which is slightly above average, where the maximum score is 28. Within the framework of CQ knowledge, my score was meager 9 points. However, in terms of CQ motivation, I scored almost a peak of 34 marks out of 35. In the final CQ behavior testing scale, I was able to achieve 29 points, which is a good indicator. Although positive indicators are essential, conclusions drawn from the test are also of significant meaning.

Individual Level of CQ Opportunities in Task Performance and Adjustment

The test shows that in terms of CQ Strategy, I have a basic understanding of competent contact with foreign representatives. I could maintain a positive interaction, but a lack of CQ knowledge about traditions and rituals can violate the effectiveness of task performance. This is not an obstacle because, according to Earley and Mosakowski (2004), “someone lacking cognitive CQ might work on developing his analogical and inductive reasoning…” (p. 45).

This shortcoming is leveled out by the high level of the motivational and behavioral components. These two indicators mean that I could quickly and correctly adjust to the task in a multicultural setting. The general picture of my CQ shows that I can perform tasks at the intercultural level, and the difficulties that arise will be solved with the help of the volitional component of my character.

Effect of Personal Testing on General Knowledge about CQ

The results obtained indicate that, along with knowledge of intercultural interaction, the general study of cultures as a whole is also crucial. They also show the need for additional research and learning about CQ Strategy. According to Earley and Mosakowski (2004), the most effective way to achieve both goals would be a practical method, namely putting a person in a culture of interest to him. This approach allows getting all the necessary theoretical basis and practical skills of a verbal and non-verbal nature. This technique originates from the discipline of ethnography, which deals with the internal and external processes of cultures and intercultural interplay.

Conclusion

Testing is an easy, fast, and most importantly, effective means of knowledge verification. I was able to identify my positive and negative aspects of the CQ field. The strengths of my cultural intelligence were the behavioral and motivational parts. In terms of CQ Strategy and Knowledge, I still have a lot to learn. I was able to draw these conclusions based on the studied materials and works of various researchers related to the CQ discipline. The solution to new issues lies in the active praxis of different tasks of an intercultural nature.

References

Ang, S., Van Dyne, L., Koh, C. K. S., Ng, K. Y., Templer, K. J., Tay, C., & Chandrasekar, N. A. (2007). Cultural intelligence: Its measurement and effects on cultural judgment and decision making, cultural adaptation, and task performance. Management and Organization Review, 3, 335–371.

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Earley, P. C. & Mosakowski, E. (2004). Cultural Intelligence. Harvard Business Review, 82(10), 139–146.

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IvyPanda. 2024. "The Issue of Interpreting Cultural Intelligence." February 26, 2024. https://ivypanda.com/essays/the-issue-of-interpreting-cultural-intelligence/.

1. IvyPanda. "The Issue of Interpreting Cultural Intelligence." February 26, 2024. https://ivypanda.com/essays/the-issue-of-interpreting-cultural-intelligence/.


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IvyPanda. "The Issue of Interpreting Cultural Intelligence." February 26, 2024. https://ivypanda.com/essays/the-issue-of-interpreting-cultural-intelligence/.

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