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Discussion Thread: CQ in the Marketplace reply
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The article I chose was called: Cultural Intelligence: A Model for Cross-Cultural Problem Solving. This article primarily focused on cultural intelligence as problem-solving ability in cross-cultural contexts (Stallter, 2009). This aspect of cultural intelligence can be defined as the ability to recognize, define, analyze, and select an approach to problems that involve cultural values, beliefs, and assumptions from contexts other than one’s own (Stallter, 2009). One of the main issues that missionaries need to work on is the ability to self-reflect not only on one's own cultural norms but how they affect your own behavior (Stallter, 2009). Self-reflection was mentioned many times in this article. Another issue that could hurt in a missionaries quest is having automatic responses to things that happen in our own culture that sort of bail us out. If you weren’t consciously aware of these things and did them in another culture, it could hurt or create a variety of outcomes–some catastrophic. The article goes on to harp about cultural self-awareness and how the missionary must understand it and the integrated systems of the host culture (Stallter, 2009). Towards the end the author states that you must be able to see situations and events through the eyes of the host nationals, and the ability to perform the appropriate behavior called for within their frame of reference (Stallter, 2009). This is done through formal education. Whether it be classes or simulation, the missionary must continue his or her education to stay up to date on the host’s culture in order to be successful (Stallter, 2009).

 

My current profession is IT-Engineering. I work with people from all over the world. Thus I’ve already had some experience talking with peoples of different cultures. I will say it is a challenge seeing how different cultures express and value things differently. CQ can help me become more successful by working in multicultural workgroups to accomplish a task. One aspect of all of this, at least from my experience, is that most of the time it ‘feels’ like we (Americans) are the host nation though. Many of the other cultures we interact with at work seem to try and use our culture instead of their own. I find this interesting. 

The topics I would focus on would be specific to the culture or cultures we interact with on a daily basis. You must find the cultures first. Then I would have lists of different automatic cultural responses that each culture uses to show people how certain interactions look like. Then I would give time to study these and put them to the test. I think simulations are a great way to practice self-awareness and coaching at the same time. If available, I would also have members of different cultures sit in and coach as well thus helping the team focus on our goals.

Stallter, Tom. "Cultural Intelligence: A Model for Cross-Cultural Problem Solving." Missiology, vol. 37, no. 4, 2009, pp. 543-554.



I read the article on Cultural intelligence in Contemporary and Urban Warfare. The report addressed the impact of not having the correct CQ while combating insurgencies after warfare. The military formed a group called the human terrain system that was and is comprised of civil and military social scientists. These scientists went from area to area conducting interviews of various civilians in the regions. These interviews were meant to help them gain greater cultural competence. Shortly after the research started, the results that did come back were more than satisfactory. Right after the higher-ups received the reviews on the progress of the experiment, they soon deployed more Human Terrain scientist to conduct more research and intertwine with the military personnel on the ground. However, this wound up causing an upside pyramid effect on the communication getting out to those who could make changes and affect the project's outcome. This resulted in mixed messages and data being interpreted improperly.

 

            CQ is essential to have in my field of work. I have a customer-facing career that consists of constant interaction with others who are not like me. Without some sibilance of CQ, there is no way I could thrive in my career. Having a higher CQ in my career would significantly improve my chances of understanding what others need or expect from me. Learning another language could give me a better opportunity to share. Sometimes, this language barrier gets into how a customer perceives me. Having a higher CQ would also allow me to understand better those who work under me. Something as simple as being able to ask the right question is invaluable. Unfortunately, if someone doesn't have a strong enough CQ, incorrect questions asked improperly in the wrong context could come off as offensive.

 

            If I were to create a CQ development course, I would like to focus on the nuances of other cultures. The reason being is that most misunderstand are simply mistakes made due to a lack of understanding of how someone interprets tone, body language, or facial expressions. In my profession, specifically how you look and use your tone of voice directly reflects how a customer will engage in a conversation with you. Especially nowadays, most people are more on edge than they have been. To apply this, I would want different cultures to make it a point to get to know someone outside their own culture or background. "The goal is to hold our hypothetical plans very loosely and become aware of what's going on in the midst of the interaction to see whether the plan is appropriate."Leading with Cultural Intelligence: The Real Secret to Success, Second Edition. (American Management Association, 2015), 141.

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