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The complexities and varying types of diversity do not create simple issues, and even as these issues of diversity become better understood, the actions that must be taken to foster cultural intelligence are none the less highly complex (Hays-Thomas 2004; Earley & Mosakowski 2004). This is somewhat acknowledged by the authors in a direct sense, but the scenarios as they describe them and the solutions provided in terms of better behaviors seem to belie this acknowledgement.
I fully agree with the author's conclusions that cultural intelligence, while possessed to greater levels by some than by others, is something that must be consciously cultivated by individuals in order to make their and their organization's dealings with individuals and organizations of other cultures effective. The idea that cultural awareness can come automatically is only true to a certain degree; at some point, it is simply impossible to understand the full import and meaning of certain gestures and customs from a foreign culture without some conscious effort. The fact that the authors provide explicit guidelines for the cultivation of cultural intelligence is one of the major strong points of this article.
Applying the recommendations given by the authors to the workplace would be a fairly straightforward process, though this is not to say it would be easy. Individuals within the organization could and should simply begin to notice the different gestures, sayings, and customs of those around them, as these individual differences...
Managers of larger groups of employees can arrange for speakers form different cultures to attend meetings and describe certain aspects of their culture's customs, beliefs, and values, especially if the organization would soon be dealing with other individuals or organizations of another culture. Individuals within the organization would also be encouraged to explain their cultural differences, though not in any way that makes any individual feel singled out and/or uncomfortable, or somehow labeled as "other than" the standard employee. All of these methods could help to build both a higher general level of cultural intelligence in the organization and its individual members, as well as leading to understandings of specific cultures in preparation for planned encounters and collaborations.
Discussion Questions
How can one go about building a solid relationship with a member of a foreign culture of which nothing is known? Are there universal techniques of cultural intelligence/intercultural interaction that can be applied, or is every intercultural relationship necessarily unique?
References
Earley, P. & Mosakowski, E. (2004). "Cultural intelligence." Harvard business review (October), pp. 1-9.
Hays-Thomas, R. (2004). "Why now? The contemporary focus on managing diversity." In Stockdale, M. & Crosby, F. The psychology and management of workplace diversity. Malden, MA: Wiley.
police adopted intelligence-Led policing? What are the problems associated with its implementations? Over time, policing methods have advanced, with the most recent strategy in improving response time of police being intelligence-led policing (or ILP). ILP is still in its initial developmental stages, is still not wholly understood, and has not yet been adopted by all agencies (Taylor, Kowalyk and Boba 2007). Studying police managers' views and attitudes can help recognize
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