Showing posts with label IQ. Show all posts
Showing posts with label IQ. Show all posts

Thursday, June 25, 2015

Understanding Differences as a Sign of Intelligent and Scientific Thinking



The ability to understand differences between similar objects has always been a sign of intelligence. Science itself is based on the idea of investigating the differences and similarities of objects to create a full picture of a phenomenon. When done well, we can create hypotheses, models and theories that help to explain and predict our environment. Our adaptation and full development as a person is based on recognizing and appreciating differences.

Simplicity and definiteness make for great followers but hardly constitutes leadership. Intelligent people look deeper at issues to see if they can find differences or similarities that help them understand and create working models to use in other places. Persons who lack the will to put forward effort, or the faculty of intelligence, to understand complex ideas jump to quick conclusions.

The issue of categorization is a significant problem. Broad categories are simple and easy to use. Examples of simplicity include discrimination, racism, bigotry, etc. that cannot differentiate between members of a general category. They are not able to understand that sometimes the general category doesn’t represent anything but what is going on in the perceivers head.

Intelligent people rarely say, “All people are like this….or “Those people all do this….). Then have the insight and intellectual faculty to see differences between people and events by looking beyond the obvious. They are not easily fooled into believing false information or opinion without some proof to back up the claims. They are societies intellectuals and thinkers.

Maslow and Rogers described the fully functioning person as extensional. Rogers wrote in his paper Towards a Theory of Creativity, “The creative person, instead of perceiving in predetermined categories is aware of the existential moment as it is, and therefore he is alive to many experiences that fall outside the usual categories (As cited in Hayakawa, 1958, pp. 62).”

In essence, intelligent people are more scientific in their thoughts and avoid putting items into quick heuristic categories. They think about differences, view the multiple ways in which a thing or event can be categorized, and then are open to the possibility they are wrong. Beliefs and rules are adjustable based upon new information.

Such people are aware that the world around them is not so simple, and they become accustomed to ambiguity and using their cognitive fluidity to adjust their understandings. As a fully developed individual, they can use science as an enhancement to discriminate among different elements in their environment while understanding that scientific findings are always in flux. What we believe today may be different than what we think tomorrow.

The next time you are SURE you know something…..consider re-evaluating the facts from a different perspective. Jumping to conclusions is almost never beneficial as simplicity of thought limits what we see in any particular situation.

Hayakawa, S. (1958) Symbol, Status and Personality. pp. 62 New York:HBJ

Friday, August 30, 2013

Developing Global Cultural Intelligence in Multinational Firms

Organizations that work within multiple-countries have varying cultures and subgroups within their working populations. As multi-national firms become more common it is necessary for leaders to develop a level of cultural intelligence in order to function effectively with people of varying backgrounds. A team of researchers Rockstuhl, et. al. (2011) investigated an elusive concept that has been gaining attention called cultural intelligence. Where IQ helps one solve problems and emotional intelligence (EI) encourages inter-personal relations, cultural intelligence (EQ) may impact international leadership effectiveness.

Changing environments require changes in the skill set of leaders. Due to these changes the careful selection, grooming, and development of leaders within the global economy are necessary to meet new challenges (Avolio, et, al., 2009). Despite this need, most leadership literature has been focused on domestic leadership skills without emphasis on decisions within a more complex global environment.

Global leaders have a greater awareness that exists beyond national borders. To effectively work as a global leader it is necessary to 1.) adopt a multi-cultural perspective beyond national borders; 2.) balance both local and global demands even when they are in contradiction; and, 3.) work with multiple cultures simultaneously instead of with a single culture (Barlett & Goshal, 1992). As each culture views leadership slightly different it is necessary for the multi-national leader to develop a larger perspective to fit within these perceptions.

To develop this wider perspective a level of intelligence is needed to not only manage daily affairs across borders, the complexity of business operations, but also the social aspects of leading. Both general intelligence (IQ) (Judge, et. al, 2004) and emotional intelligence (EI) (Caruso, 2002) have done well in explaining leadership success in national contexts. Yet this leaves cross-border leadership still undefined and elusive to many researchers.

Metacognitive cultural intelligence (CQ) is a level of conscious awareness about different cultures, their underlining assumptions, and how these assumptions impact behavior. They use deep level processing to create cognitive maps of cultures and peoples in social settings in order to navigate those settings for effective outcomes. As more life experience is earned they continue to adjust and update their mental maps (Triandis, 2006). They are rarely stagnant and always adjusting.

Those with such skills have an intrinsic interest in cultures, understand non-verbal cues and are able to better to communicate with people (Rockstuhl, et. al, 2011). They have a natural sense of what people need and try and put them at ease in order to better communicate. With their ability to understand themselves, people within the environment, and challenge assumptions they become more accurate in their influential behavior. Throughout their lives this process becomes more accurate, more aware, and more effective.

The researchers (Rockstuhl, et. al, 2011) used 126 military leaders from the Swiss Military Academy in Zurich. Each of the participants were part of a 3 year program to improve their cross-border effectiveness due to increased likelihood of international conflict. The results found that IQ was related to effectiveness. Emotional Intelligence (EI) was related to general effectiveness within national borders but not internationally. Cultural Intelligence (CQ) was related to overall cross-border effectiveness. This increased as people become more culturally aware.

Avolio, J., Walumbwa, F. & Weber, T. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421 – 449.

Bartlett, C. & Ghoshal, S. (1992). What is a global manager? Harvard Business Review (September-October), 124 – 132.

Caruso, D.,  Mayer, J.,  & Salovey, P. (2002). Emotional intelligence and emotional leadership. In R. E. Riggio, S. E. Murphy, & F. J. Pirozzolo (Eds.), Multiple intelligences and leadership (pp. 55 – 74). Mahwah, NJ: Lawrence Erlbaum.

Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755 – 768.

Rockstuhl, et. al. (2011). Beyond General Intelligence (IQ) and Emotional Intelligence (EQ): The Role of Cultural Intelligence (CQ) on Cross-Border Leadership Effectiveness in a GlobalizedWorld. Journal of Social Issues, 67 (4),

Triandis, H. C. (2006). Cultural intelligence in organizations. Group and Organization Management, 31, p. 20 – 26.

Thursday, March 14, 2013

Book Review: The Brain and Emotional Intelligence: New Insights, by Daniel Goleman


Dr Daniel Goleman, a scholar and a scientist, with a passion for emotional intelligence and applying it to different disciplines has published an update on some of the research that is being done in the field of emotional intelligence.
Goleman has posted the question: “Is emotional intelligence distinct from IQ?”  “Now brain researchers have identified distinct circuitry for emotional intelligence in a landmark study” by Reuven Bar-on. This study provides convincing proof that EI is located in a distinct area in the brain, different from IQ (Goleman, 2011).
Social Brain
Goleman (2011) also wrote about the social brain.  A study was done between doctors and their patients during psychotherapy sessions. What was found was that there is a physiology of rapport.  Three elements of rapport exist:  1) “paying full attention” (p. 57), 2) “being in synch non-verbally” (p. 57), and 3) “micro-flow, an interpersonal high” or a positive feeling (p. 57). “These moments of interpersonal chemistry, or simpatico, are when things happen at their best – no matter the specifics of what we’re doing together” (Goleman, 2011, p. 57). Further, the Harvard Business Review calls this interaction a human moment.
Gender Differences
Of all the studies that have been done on gender differences and EI, it appears that overall women have better EI scores than men on average.  However, there is conflicting data out there on this. Scientist Ruth Malloy reviewed “gender differences on the Emotional and Social Competence Inventory” (Goleman, 2011, p. 65).  Malloy’s study resulted in gender differences exist, but when you reach the top 10% of business performers there seems to be no differences.  “The men are as good as the women, the women as good as the men, across the board” (Goleman, 2011, p. 65).
Conclusion
This is a very easy read and a light summary of the research that is going on regarding emotional intelligence and the brain.  Very interesting.  Just the right reading level for a 30-minute ride on the light rail!

Author: Dr. Andree Swanson
Reference
Goleman, D. (2011). The brain and emotional intelligence: New insights. Northhampton, MA: More than Sound LLC.
Human moment: Edward Hallowell (1999). The human moment at work. Harvard Business Review.