Cultural Intelligenz (CQ)

Cultural intelligence or how to avoid a cultural ‚faux-pas‘? 

Cultural intelligence and its impact on professional as well as organizational success is a recurring subject of research. Especially in the course of globalization, it has become increasingly important for internationally operating companies, intercultural teams and managers that are leading people from various cultural backgrounds. 

What is behind this term? Earley & Ang (2003) defined CQ (Cultural Quotient) as a person’s ability to behave effectively and appropriately in intercultural contexts. Thomas & Inksen (2017) added, cultural intelligence means navigating and adapting in a flexible way through situations in foreign cultures, interacting tactfully with others as well as questioning one’s own thought patterns and adapting to the new environment.   

Components of Cultural intelligence  

According to Livermore & Soon (2015), CQ is made up of four main elements:  

1. CQ Drive: the confidence, interest and motivation to navigate different cultural situations – Do I want to engage with the foreign culture? 

2) CQ Knowledge: A person’s understanding of differences and similarities between cultures (knowledge, values, norms) – What do I know about the other culture?  

3 CQ Strategy: The ability to understand and process culturally different experiences (language, non-verbal, behavior) – How can I plan?  

4. CQ Action: The ability to adapt one’s own verbal and non-verbal behavior to different cultures (awareness, metacognition, planning) – How do I behave? 

All four components provide information about a person’s cultural intelligence. The higher the CQ, the easier it will be for a person to adapt successfully in a foreign environment, build trust and deal flexibly with ambiguity. However, a lack of cultural intelligence in key positions can have negative consequences on a personal level (isolation, difficulties in adapting, failure to succeed in an international assignment) as well as on an organizational level (ineffective teamwork, conflicts, lack of global competitiveness). 

How can we increase our cultural intelligence?  

1. Intercultural training can be helpful to gain knowledge about other cultures and to train your own sensitivity. 
2. Use tailored Coaching to reflect on past experiences, raise awareness and prepare for intercultural challenges. 
3. Seek feedback from colleagues and friends who have been involved in interactions with people from other cultures – both non-verbal and verbal. 
4. Exposure: seek opportunities to interact with people from other cultures and initially observe the other culture or interactions in a culturally diverse teamcarefully. 

According to Graf von Hoyos et al., empathy, a non-judgmental interpretation, and the ability to listen and understand the other culture are of fundamental importance. 

Erin Meyer, professor at INSEAD in Paris, has been researching intercultural competence and globally cooperating teams for many years. In her book “The Culture Map”, she describes the “pitfalls” that people can fall into if they lack knowledge and experience of other cultures. She has developed 8 scales that can be used to classify countries, e.g. in the scale “evaluating” Germany scores at one end of the scale (direct feedback), while Japan, Thailand or Vietnam are located at the other end (indirect feedback). Erin Meyer also offers advice on how teams can collaborate better and how managers can communicate more effectively.  

Hogan and cultural intelligence   

Regarding cultural intelligence, Hogan can assist in selection processes for intercultural or expatriate roles, leadership development and team building for culturally diverse teams:  

– The HPI can provide insights into adaptability, agility and openness to new experiences and feedback – the scales interpersonal sensitivity, prudence and adjustment are of particular interest here.  

– The HDS can reveal behavioral risks under stress, such as those that can occur during assignments, e.g., whether a person withdraws or tends to interrupt others or falls into micromanagement. 

– The scales affiliation, security and tradition in the MVPI can indicate whether there is a fit of the person’s values and interests with an intercultural environment or a position that requires a certain degree of cultural sensitivity. 

Regardless of the context in which cultural intelligence plays a role, companies should strengthen their awareness of cultural differences, ensure the right fit between personality and job when selecting candidates and foster a mindful communication within culturally diverse teams. 

References:  

Ang, S., Van Dyne, L., Rockstuhl, T., Gelfand, M. J., Chiu, C. Y., & Hong, Y. Y. (2015). Cultural intelligence. Handbook of advances in culture and psychology, 5, 273-324.  

Earley, P.C. & Ang, S. (2003). Cultural intelligence: Individual interactions across cultures. Palo Alto, CA: Stanford University Press.  

Graf von Hoyos, C., Starz, Philipp & Piana, Laura: “Kulturelle Intelligenz – Gekonnt unterwegs im globalen Umfeld”  

Livermore, D., & Soon, A. N. G. (2015). Leading with cultural intelligence: The real secret to success. Amacom.  

Meyer, E. (2014. The Culture Map. New York: PublicAffairs.  

Thomas, D. C., & Inkson, K. C. (2017). Cultural intelligence: Surviving and thriving in the global village. Berrett-Koehler Publishers.  

https://fastercapital.com/de/inhalt/Kulturelle-Leistung-und-Verbesserung–Kulturelle-Intelligenz–Eine-Schluesselkompetenz-fuer-den-Geschaeftserfolg.html  

https://asana.com/de/resources/cultural-intelligence  

https://globalpartnerstraining.com/de/cultural-intelligence/  

https://people-mobility.org/wp-content/uploads/2024/09/PF0924_FB-1_S.-52-57.pdf