Summrise 2 chapters (chapter 1 and chapter2) - Book Report/Review Example

The world is shrinking picture and explanation pg 3-4 Examples from pg 4 “The world is shrinking” as Livermore puts it and he cites the following examples to show how the world continues to expand toward globalization (3-4):Tourist visas continue to rise with 1 billion issued annuallySixty percent of General Electric’s growth will come from foreign revenues in the next decadeForty-nine percent of U.S. kids aged five and below are children of colorChina is predicted to be the top country with the most English-speaking peopleSixty-seven percent of revenue from international air travel comes from airlines in Asian and Middle Eastern countriesStudents who study in universities abroad are now at one million per annumFour and a half North Americans go to international missions yearly How CQ was born pg 22-28A pioneer of the study of cultural intelligence, Soon Ang of Singapore’s Nanyang Technological University consulted with different companies who were preparing for the Y2K scare.

He gathered IT experts from various countries and noticed that although they were the best in their field, they all did not work well enough together to accomplish coming up with a solution. Ang worked with another researcher, Christopher Earley, toward a workplace capability which was eventually coined CQ (Livermore 23-24). Together, they surveyed existing theories and approaches to come up with a concrete analysis of what they figured would address the issue. Cultural Intelligence is born through two processes: first, Surveying Intercultural Research; and second, Surveying Intelligence Research.

Then in 2003, Ang and Earley published the first book in its topic titled Cultural Intelligence: Individual Interactions Across Cultures (Livermore 26).Journey from IQ to EQ and finally CQIntelligence is understood and measured in the most traditional sense through IQ by gauging cognitive proficiency. Following IQ, emotional intelligence has been brought to the limelight as a means to measure a person’s social success independent of his IQ. Researchers found that social intelligence, emotional intelligence and practical intelligence determine work success.

But the continued cultural intricacies faced by individuals in an organization need to be addressed (Livermore 25). Similar to how Emotional Quotient (EQ) has become a common concept coming from the delineated idea that it is Intellectual Quotient that matters, CQ emerged to understand the effectiveness of an individual in the business setting. CQ has acquired attention more recently in grasping how an individual or an organization is able to cope in a diverse cultural setting. CQ is not just a rehash of cultural competence but a new way to address today’s multicultural setting.

“Cultural intelligence picks up where emotional intelligence leaves off. It guides leaders and their teams through the twists and turns of our frenetic, globalized economy” (Livermore 22).Definition of CQ and 4 capabilities pg 5-7 Cultural Intelligence of CQ is simply “the capability to function effectively in a variety of cultural contexts” (Livermore 3). Intercultural success is important in today’s global world and it is determined by how one interacts successfully with different people who have varied culture.

Connectivity is the norm in today’s era where globalization connects people at an incredible speed.A person’s CQ is made up of four capabilities: 1. CQ Drive (motivation) involves interest and confidence in a varied cultural setting; 2. CQ Knowledge (cognition) is the aptitude to determine similarities and differences among cultures; 3. CQ Strategy (meta-cognition) is making sense of the diverse cultural experiences; 4. CQ Action (behavior) means the capability to adapt through proper conduct according to the cultural setting (Livermore 7).

Why these capabilities are important pg 28-29A person with high cultural intelligence understands his identity and his beliefs while being interested in others’ views. They do not feel threatened by diversity but looks at it as an opportunity for learning (Livermore 8). What is high cultural intelligence pg 7-11A person with high cultural intelligence understands his identity and his beliefs while being interested in others’ views. They do not feel threatened by diversity but looks at it as an opportunity for learning (Livermore 8).

What are the benefits of CQ The benefits of increasing one’s CEQ are the following:Superior cross-cultural adjustmentImproved job performanceEnhanced personal well-beingGreater profitability (Livermore 11-12).Cross Cultural AdjustmentCross Cultural Adjustment is vital in determining a person’s success. Livermore suggests that CQ can predict work relationships better than IQ or EQ. Further, a high CQ is determinant of good working relationship with people of diversified cultures that will play out significantly in today’s global economy.

Quite simply, CQ allows for flexibility which is needed in today’s age of multicultural situations (13). Job Performance Pg 11-15Scholars have found the link between CQ and augmented job performance in the following areas:Decision-making: Higher CQ means that a person will better anticipate and manage risks in connection with multicultural dynamics.Negotiation: A compromise is more likely to be achieved where the parties will attain a win-win situation as a person with high CQ will be able to appreciate nonverbal signals in negotiations.

Networking: Since one is able to confidently build relationships with others regardless of ethnicity or geographic locationGlobal Leadership Effectiveness: He will be able to promote personnel development and motivation as people will trust his judgment (Livermore 15-16).How CQ is measured pg 29-31 Cultural intelligence has continued to flourish as a bona fide subject area where many researchers have since elaborated on the concept. One’s CQ can be measured through the Cultural Intelligence Scale (CQS) that provides a comprehensive idea of a person’s cultural intelligence.

The CQS has been found to be consistently reliable based on empirical evidence on the validity of its measurement as found in a study conducted in 2007 (Livermore 29). There is the CQ Self-Assessment offered within the book that determines one’s strengths and weaknesses in cultural intelligence. Similarly, there is the CQ Multi-Rater Assessment (360°) that includes feedback from peers or colleagues and a comparison with their own assessment. Livermore further suggests that making self-observations of one’s four capabilities will give an idea on how you interact with others cross-culturally (30).