文化智力

Cultural Intelligence

在日漸多樣化的商業環境中，企業管理人員必須能夠克服同事們彼此不同的習慣、舉止、假設等帶來的重重障礙。不同國家中，異域文化無處不在，在不同公司、行業及地區中也是如此。與身處其中的個體交流需要洞察力和適應力，而具備這些能力的人並不必然在相似環境中取得巨大成功。文化智力，或文化商，即是能夠理解並適應不同文化環境的能力。這種能力包含三個要素：認知、行為及情緒或者動機。儘管文化商的許多特性與情商相同，但它在情商的基礎上前進了一大步，即使人具備了區分由於文化環境不同產生的行為、極度個人化的行為與全人類共同行為的能力。一項針對60個國家2000多名企業管理人員的調查發現，許多管理者在文化商三要素中都存在著不同程度的缺失。文章還設計了可測定個體文化商優勢的工具，並開發了相應的訓練策略幫助人們克服弱點，並得出結論：任何敏銳的、積極的、沉著的人都能夠擁有不錯的文化商。

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 2000 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.