Review:
As research on human nature continues to expand, there is now understanding and measurement of people’s IQ – intellectual intelligence and EQ – emotional intelligence. Intellectual intelligence measures people’s reasoning and perception abilities; emotional intelligence measures people’s ability “to perceive, assess and manage their own emotions and the emotions of others” (David Livermore, Cultural Intelligence, Baker Academic, 2009, p. 32). The new component added to this research is CQ – cultural intelligence. “Cultural intelligence helps people work effectively with others across cultural borders. CQ picks up where EQ leaves off.” (p.32)
Dr. M.L. Codman-Wilson, 7/15/2011
Summary:
David Livermore claims, in this book Cultural Intelligence, the new Secret to Success, that CQ is a strong predictor of a leader’s overall performance and adjustment when placed in multicultural situations…[Research has shown that] CQ was more strongly related to an individual’s overall performance cross-culturally than things like academic achievement or an exceptional IQ…CQ is positively related to a leader’s ability to work and adapt in an environment where the assumptions, values and traditions differ from those in the local context…Leaders who develop cultural intelligence are less likely to experience burnout” (pp.164-166). His research across continents has also shown that “the biggest challenge in leadership across cultures lie in miscommunication, misunderstanding, personality conflicts, poor leadership and bad teamwork.” (157).
Livermore writes his book to address this challenge especially for those in the business community. He maintains that what works in business dealings in one culture may not be at all effective in another culture. “Business is not just business” done the same way worldwide, as some CEO’s of American companies seem to think. He offers CQ as “a compass for guiding people through the globalized world of leadership” (xv). Market success in a globalized market is his bottom line. The book is written from a secular perspective and replete with stories from various companies and CEOs worldwide. His research and active teaching in the area of CQ has also spanned the globe. So there is wisdom here for Christian missionaries. Since the book is heavily focused on economic issues, however, it may not be needed for most missionaries’ libraries. But CQ is definitely needed for all who are working across cultures, so here is a summary of the points that are most relevant for those in mission contexts.
Livermore presents CQ as a 4 step cycle or quadrant:
1. CQ drive – the leader’s level of interest, drive and energy to adapt cross-culturally. This includes the confidence and drive to work through the challenges and conflicts that inevitably accompany cross-cultural work and the belief that you will be effective in a cross-cultural encounter…The ability to persevere through cross-cultural challenges is one of the most important aspects of CQ” (26).
2. CQ knowledge – an understanding of how cultures work systemically and in terms of their norms and values. He compares the differences between capitalist and socialist economic systems; between kinship vs. nuclear marriage and family systems; between formal vs. informal educational systems, between formal laws and informal practices in legal systems; between rational vs. mystical approaches in religious systems, and between solid boundary-oriented vs. fluid indiscriminate line oriented artistic systems (pp. 76-87). He also deals with the most important core values in a culture – material that is more adequately covered in recent books like Elmer’s Cross-Cultural Servanthood, Pluddemann’s Leading Across Cultures and much of the earlier literature from M. Mayers, S. Lingenfelter, D. Augsburger etc. Livermore uses the helpful analogy of an iceberg: the tip of the iceberg is the visible things seen in a culture and the universal things shared by all peoples, but what’s most important to a culture is below the surface in the values, assumptions, thoughts, systems, artifacts, personal preferences and history. CQ knowledge works to get an understanding of these deeper layers of meaning.
3. CQ strategy – “This is the linchpin between understanding cultural issues and actually being able to use our understanding to be more effective. It draws on our understanding to solve culturally complex problems, accurately interpret what’s going on and cross-check to see if our perceptions are accurate or need revision.” (27-28). He urges anyone moving cross-culturally to “turn off your cruise control” (115), i.e., the patterns of communication and behavior that have worked in your culture of origin, and be “really attentive to what’s going on around you, what’s different and what different responses are needed” (115). It involves “suspending assumptions and sits with the uncomfortable state of not knowing. It includes accepting confusion…It drives us to continually revise and innovate as we monitor the effectiveness of what we’re doing. One must keep asking the question: “Why? Why? Why?” (127-129).
4. CQ action - the extent to which we appropriately change our verbal and nonverbal actions when we interact cross-culturally...The emphasis is on inward transformation in our perspective and outlook rather than just trying to master the “do’s” and avoid the taboos” (136). “CQ actions involve flexible actions tailored to specific cultural contexts” (28). Therefore, he emphasizes learning what topics are appropriate to discuss or not, how to reframe a request (usually by asking “Can you help me with this problem?”), how to apologize and for what, what non-verbals communicate in a culture, and when and how to give compliments and for what (139-149). Also he cautions westerners specifically to work on verbal delivery – “as a rule, slow down, use, clear, slow speech, enunciate carefully, repeat important points using different words to explain the same thing, use visual representations to support what’s being said.”(146)
He believes there are predictors of Cultural Intelligence. The most important personality trait is to be open to varying experiences and perspectives. The second is extraversion (where you are energized by contact with people). Then agreeableness, conscientiousness and emotional stability (part of one’s EQ) all tie for third (170). However, he maintains and demonstrates through his own working with people globally that “CQ can be developed or enhanced through education, interactions and experience. It relates closely to how we see people from within – i.e., genuinely respecting and valuing people” (33, 35).
Questions for Reflection or Discussion:
1. What aspects of Livermore’s thinking on Cultural Intelligence (from this summary report) do you find helpful? Why?
2. Using Livermore’s quadrant of the CQ cycle, what specific areas do you as a team and do individuals on the team need to work on for more effective ministry in your context?
3. What actions steps can you take in each area?
4. What have you learned to apologize for (and what not to apologize for) and to whom?
5. How should this emphasis on Cultural Intelligence affect recruiting and training for short term and long term missionary service or for the group with which you serve cross-culturally?
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