Cultural Intelligence and Diversity in the Workplace

Overview of Earley and Mosakowski's Article

Earley, P. & Mosakowski, E. (2004). "Cultural intelligence." Harvard Business Review (October), pp. 1–9.

Throughout the several and varied sections of this article, the authors attempt to define cultural intelligence and, more importantly, to demonstrate the means of cultivating it and acting in ways that promote true intercultural understanding and collaboration. Their effort begins with a straightforward yet meaningful explanation of what culture is and what the term "cultural intelligence" means, providing examples of how different cultures perceive situations and operate differently. People with high levels of cultural intelligence are better able to correctly interpret the gestures, tones, and inflections of people from other cultures, making for more effective communication. Examples are provided throughout the article to illustrate the principles the authors discuss, including cases where these qualities are lacking.

The authors then identify and describe three sources of cultural intelligence, listing the head, the body, and the heart as the essential elements. The head is the source of traditional learning — remembering facts about another culture and discovering meaning in its actions and customs. The body, through gestures and body language, can more directly demonstrate a level of cultural knowledge. The heart concerns one's belief in one's own efficacy and ability to communicate across cultural lines, providing the confidence needed for genuine cultural intelligence.

Critique of the Cultural Intelligence Framework

After describing the ways in which cultural understanding can be developed and the goals of this development, the authors turn to describing typical personality types and situations encountered in relation to cultural intelligence. These personality types are categorized based on how individuals approach other cultures and how they prepare — or fail to prepare — for intercultural interactions. The positive and negative aspects of each type are discussed, along with scenarios and suggestions for improvement. The authors close with a section providing an explicit, practical guide to cultivating cultural intelligence, grounding the article's definitions and descriptions in actionable recommendations.

Understanding cultural intelligence as a phenomenon related to but distinct from general intelligence and emotional intelligence is in itself a powerful insight. Though diversity is a term frequently heard in business and other arenas, the concept is not fully understood or appreciated by many and is instead often paid mere lip-service, however earnestly that service may be offered (Hays-Thomas, 2004). This article makes clear that cultivating and truly respecting diversity does not mean treating everyone the same, but rather treating everyone with respect in the manner to which they are accustomed (Earley & Mosakowski, 2004). This is cultural diversity intelligently handled.

At the same time, many of the scenarios and personality types described by the authors appear to involve far more complex problems — and to require far more nuanced solutions — than the article provides. While it is clear that the authors were trying to present a great deal of information within a limited space, a task that necessarily calls for some simplification, acknowledging that far deeper issues can arise when two or more cultures clash would strengthen the argument considerably. The complexities of diversity do not produce simple issues, and even as these issues become better understood, the actions required to foster cultural intelligence remain highly complex (Hays-Thomas, 2004; Earley & Mosakowski, 2004). This is somewhat acknowledged by the authors in a direct sense, but the scenarios they describe and the solutions they propose in terms of improved behaviors seem to undercut that acknowledgment.

This reviewer fully agrees with the authors' conclusion that cultural intelligence, while possessed to greater degrees by some individuals than others, must be consciously cultivated in order to make both individual and organizational dealings across cultures effective. The idea that cultural awareness can arise automatically is only true to a point; beyond that, it is simply impossible to understand the full import and meaning of certain gestures and customs from a foreign culture without conscious effort. The fact that the authors provide explicit guidelines for cultivating cultural intelligence is one of the article's major strengths.