Imagine meeting someone for the first time who comes from some distant country but is fluent in your language. There may appear to be no immediate communication1, so would you adapt the tone of your voice? How about adjusting your body language and facial expressions,2on the background of the person in front of you? Would you sit or stand differently and think carefully about your hand gestures?
These are just a handful of the unobvious3in behavior that indicate your "cultural intelligence," or CQ. Now, there is growing evidence that suggests they are well worth learning.
"The top4of your success in today's borderless world is not your IQ, not your resume, and not even your expertise (专长)," writes social scientist David Livermore in his book The Cultural Intelligence Difference. "It's your CQ."
Much of the research on CQ has been conducted by Soon Ang, a professor of management at the Nanyang Technological University in Singapore. Ang5 an international team of programmers to help solve problems.
These programmers were some of the brightest minds in the business, but Ang soon found that they have difficulty working6. Often, individual members would appear to agree on a solution, but then carry it out in completely7ways.
These findings led Ang to team up with British psychologist Christopher Earley. Together, they built a theory of CQ, which they defined as "the ability to function effectively in a variety of cultural8."
Typically, CQ is measured by evaluating four key components（组成）. The first is "CQ Drive" –the9to learn about other cultures. Then, there is "CQ Knowledge," which is an understanding of some of the general cultural differences. "CQ Strategy," meanwhile, examines how you10those difficult conflicts and learn from them. Finally, "CQ Action" involves your behavioral flexibility（灵活）——whether you are able to11your behavior like a "cultural chameleon (变色龙)."
Someone with12CQ might have a tendency to view everyone else's behavior through his own cultural lens(文化透镜）. If he comes from a more sociable environment, for instance, and notices that his Japanese colleagues are very13in a meeting, he may think that they are being unfriendly or bored. A person at the top of the scale,14, might realize that silence is a sign of respect and that feedback won't be given unless it is invited.
A high CQ could be essential in a wide range of careers, from bankers and soldiers to scientists and teachers - anyone, who regularly interacts with people from different backgrounds. Therefore, instead of just caring about your IQ and EQ, perhaps you should put15value on enhancing your CQ!
