Introduction to Cultural

Intelligence Applied to
Intercultural Business
Communication
Hsin-Hsin Cindy Lee, PhD
Contents
 Multiple Intelligence (for your reference)
 Cultural Intelligence
 CQ V.S. EQ
 Cultural Intelligence Elaborated
 CQ Drive
 CQ Knowledge
 CQ Strategy
 CQ Action
 Cultural Intelligence V.S. Cultural Competence
 Is Cultural Intelligence Nature or Nurture?
 A leader’s Personal Development Plan
 Multiple Intelligence by Howard Gardner
(For your reference)
 A famous psychologist and professor at Harvard University, Howard
Gardner, in his 1983 book “Frames of Mind,” pointed out that there
are at least eight types of human intelligence.
 Each form of intelligence represents different ways a person best
processes information.
 Note that how high a person’s score in one category does not
necessarily influence how (high or low) his/her score is in another.
 Each form of intelligence is born in nature and may be learned or
trained better in nurture.
 Suppose people want to learn to be exceptional at something, like
becoming a master in a particular field. In that case, their best bet is
to understand the unique areas of intelligence where they have an
advantage and then build upon those strengths.
Multiple Intelligence (for your reference)
Source: https://www.cnbc.com/2021/03/10/harvard-psychologist-types-of-intelligence-where-do-you-score-
highest-in.html
 Cultural Intelligence by P. Christopher
Earley, Soon Ang, and Joo-Seng Tan [1]
 Cultural Intelligence is the concept studied by a group of
scholars specializing in management and business strategy.
 They define cultural intelligence as the ability to capture a
person’s adjustment to new cultures.
 They describe it as a person’s capability for successfully
adapting to new cultural settings, that is, to unfamiliar
environments that are attributable to cultural context.
 And what is essential is that cultural intelligence is not
identified as being born with but can be learned, trained,
and nourished.
 Cultural Intelligence by P. Christopher
Earley, Soon Ang, and Joo-Seng Tan [2]
 According to Christopher Earley, Soon Ang, and Joo-Seng Tan’s theory,
cultural intelligence consists of three essential parts. They include:
 what you think and how you solve problems (cultural strategic thinking),
 whether or not you are energized and persistent in your actions
(motivation), and
 where you can act in specific ways (behavior).
 In their notion, the cultural strategic thinking of cultural intelligence has
two components:
 cultural knowledge and
 cultural thinking and learning （= metacognition by the psychologist,
has also been referred to as “thinking about thinking” or “learning to
learn”)
 CQ V.S. EQ
 Emotional intelligence presumes that a person is familiar with his own
culture and often unconsciously uses a typical situation to act and react with
others.
 On the contrary, cultural intelligence picks where emotional intelligence
leaves off: dealing with people and situations in unfamiliar surroundings.
 E.g. TW employees work with other TW co-workers. A TW manager would
like to become a good leader of TW team members. [EQ]
 E.g.TW employees work with foreign workers. A TW manger would like to
lead an intercultural team members. [CQ]
 E.g. TW students study with other TW students. [EQ]
 E.g. TW students interact with overseas students. [CQ]
 E.g. A Politian looks down upon people who are “different” from him. (CQ)
Cultural Intelligence Elaborated by David
Livermore

CQ
What is CQ? CQ Drive Knowledg
e

CQ
CQ Action
Strategy
Introduction to CQ
Cultural Intelligence Elaborated
by David Livermore
 CQ Drive
 CQ Knowledge
 CQ Strategy
 CQ Action
 https://culturalq.c
om/what-is-cq/
9
CQ Drive

Intrinsic / Inner e.g. enjoyment

from culturally
Interest/ Motivation diverse situations

Extrinsic /external e.g. tangible

Interest/Motivation benefits

Confidence/ e.g. being

Self-efficacy effective
CQ Knowledge - Cultural-general
Understanding

 Norms, values
 Communication styles
 Religious beliefs
 Gender differences
 Economic, business, legal, political, family
systems (e.g. HR policies)
CQ Knowledge-
Context-specific Understanding

 Specialized, domain-specific cultural knowledge

 How culture influences your effectiveness in
specific domains
 Business VS University
 IT companies VS NPOs
 Knowledge alone does not assure leadership.
 One will need to apply your knowledge to form
a strategy to achieve his/her goal, and win
people's hearts to communicate successfully.
CQ Strategy
Making sense of culturally diverse experiences and
planning accordingly
Apply CQ knowledge to
Planning anticipate how to
approach the people,
topic, and situation

Be aware of what’s
Compare the actual
going on in ourselves
experience with what
and others during an
expected to happen
intercultural encounter

Checking Awareness
 CQ Action
Changing verbal and nonverbal actions
appropriately when interacting cross-culturally

Verbal Action

Nonverbal
Speech Acts
Action

*Note1: In different cultures, people *Note 2: Have a Growth

make request, warnings, promises, CQ Mindset!
apologies or show appreciations in
different ways. Action https://www.mindsethealth.co
m/matter/growth-vs-fixed-
https://www.thoughtco.com/speec
h-act-linguistics-1692119 mindset
 CQ Action - Notes Growth Mindset
Speech Acts  People with a fixed mindset tend to
see intelligence and abilities as fixed.
 Speech acts include:
They avoid challenges to prevent the
 requests,warnings, promises, possibility of failure.
apologies, greetings,
 A growth mindset tends to think
declarations, appreciation,
about things flexibly.
etc.
 People with a growth mindset
 Speech acts are an essential part
understand that not knowing or not
of communication. In different
being good at something can be a
cultures, people make requests,
temporary state.
warnings, promises, apologies,
or show appreciation in different  They are willing to embrace
ways. challenges and risk possible failure.
They also believe that effort and
 This is what you should learn
practice can lead to better
about speech acts as CQ action.
outcomes.
Cultural Intelligence VS Cultural
Competence
Measurement of
Cultural
Competence:
personality traits, CQ
CQ Drive=
attitudes, and Knowledge
Motivation
learned abilities = Cognition
Problems: How to
measure, how to
change, how to
develop? CQ
CQ Action = Strategy =
Behavior Metacognit
ion
 Is cultural intelligence nature or nurture?
 Studies show correlations between: High CQ and the Extravert / Openness
personality traits
 However, through learning and interventions everyone can become more
culturally intelligent.
 The introvert may not appear to socialize with people well at first sight,
but that trait won't hinder them from learning intercultural knowledge
and trying new things.
 People with a natural talent for adjusting their behavior for cross-cultural
situations do not necessarily become cross-cultural leaders. Further
learning and training will help such talent to be better utilized and thus
nourish into leadership.
 As one of the contemporary forms of intelligence, cultural intelligence is
more focused on nurture than nature.
 Through training, experience, and accountability, anyone can improve his or
her CQ.
A Leader’s Personal Development Plan
Four-Step Training Process
Step 1: This is an Inside-Out
Approach.
CQ Drive Not “pretending”,
“performing” to be
“foreign” or
“respectful”, but
Step 2:
Step 4: genuinely respect and
CQ value people from
CQ Action
Knowledge
different cultural
backgrounds

Step 3:
CQ
Strategy
Reflection & Checkpoint
 Explain the notion of Multiple Intelligence in education.
 What is the definition of Cultural Intelligence?
 What is the difference between CQ and EQ?
 What does CQ Drive suggest?
 What does CQ Knowledge cover?
 What does CQ Strategy imply?
 What does CQ Action mean?
 Is Cultural Intelligence Nature or Nurture?
 How to develop a leader’s CQ?
 How do you plan to develop your CQ?
Questions or Comments?
-End-