Discussion 1
Week 1 Discussion Post
Cultural intelligence (CQ), is one of the recently realised intelligence traits that defines how dynamic and equipped a person is to live in the world today. As asserted by Livermore, PhD. (2018) when working with Millennials, we should stop teaching about cultural differences. The world has become a global village, which in essence, implies that different people are increasingly moving and interacting with others in different parts of the globe in increasingly diverse ways, Rockstuhl and Van Dyne (2018). Based on my resultant CQ scores, I am able to comfortably and adequately interact with people from diverse cultures and thrive in areas of extreme cultural diversity to my native land. Matsumoto and Hwang (2013), claim that this, is the ideal meaning of cultural intelligence (CQ).
As Alexandra (2018) asserts, there are four major aspects of CQ, which if followed through in tandem with a well-laid-out plan, will assist in honing my skills further in terms of cultural intelligence. These four aspects include: motivation (CQ Drive), cognition (CQ Knowledge), meta-cognition (CQ Strategy) and behaviour (CQ Action). These four aspects intricately define how a person who would have been otherwise culturally unintelligent cold develop skills and a personality that is in tune with the above states aspects. As the world continues to grow, develop and evolve, it is imperative that the new generation becomes well-equipped with the essential skills to thrive in different environments.
Week 2 Discussion Post
Hofstede and Culture
In Hofstede’s study, we gauge how persons are able to bypass the common biases of: Uncertainty Avoidance, Individualism, Power Distance and Masculinity to ascertain how comfortable they would be in different cultural settings, Hofstede (1998). The ability to thrive despite common obvious cultural prejudices can be termed as the epitome of cultural intelligence (CQ) Hofstede (2006). In his study, Hofstede arrived at the conclusion that Americans were the best joiners and had high scores in Power Distance. That means that they were able to thrive even in areas that were totally diverse from their usual environments.
Based on my scores, I would perform relatively lower as compared to other persons but a keen interest in developing CQ and a good plan for the same would set me on the right path. Success in the world today is determined by the person’s ability to adapt. According to Hofstede, Van Deusen, Mueller and Charles (2002), CQ development is an adequate means of seeking out the required adaptation skills for success.
Discussion 2
Week 1 Discussion Post
International Faux Pas
an international marketing blunder made by a large company.
Week 2 Discussion Post
International Ad Comparison
Discussion 3
Week 1 Discussion Post
Currency Exchange
References
Rockstuhl, T., & Van Dyne, L. (2018). A bi-factor theory of the four-factor model of cultural intelligence: Meta-analysis and theoretical extensions. Organizational Behavior and Human Decision Processes, 148, 124-144
Matsumoto, D., & Hwang, H. C. (2013). Assessing cross-cultural competence: A review of available tests. Journal of cross-cultural psychology, 44(6), 849-873
Alexandra, V. (2018). Predicting CQ development in the context of experiential cross-cultural training: The role of social dominance orientation and the propensity to change stereotypes. Academy of Management Learning & Education, 17(1), 62-78
Livermore, PhD. D. (2018). Why You Need to Stop Teaching Cultural Differences – Cultural Intelligence Centre. Cultural Intelligence Centre – We provide research-based, innovative solutions for assessing, predicting, and improving cultural intelligence (CQ). Retrieved 21 March 2021, from https://culturalq.com/blog/why-you-need-to-stop-teaching-cultural-differences/
Hofstede, G. (1998). A Case for comparing a les with Oranges. International journal of comparative sociology, 39(3), 16-31
Hofstede, G. (2006). What did GLOBE really measure? Researchers’ minds versus respondents’ minds. Journal of international business studies, 37(6), 882-896
Hofstede, G., Van Deusen, C. A., Mueller, C. B., & Charles, T. A. (2002). What goals do business leaders pursue? A study in fifteen countries. Journal of International Business Studies, 33(4), 785-803.
