领导力系列（第5部分）：情商和文化智商，相互排斥还是相互补充？
Eddy 2013年7月15日
由于近来“情商”渐渐受到越来越多的关注，于是我想我在这里发布一系列以领导力为载体的关于情商和文化智商的主题文章应该也会很有意义。如果你不确定“情商”和“文化智商”都指什么，那么接下来你可能会像我之前一样被这些概念弄糊涂。
首先，你有听说过“情商“或者“文化智商”吗？你可能听说过智商（用来探测人们有多聪明的传统衡量工具），并且可能你都知道自己的智商是多少（祝贺你），但是让我们首先重申一下”智力“是什么。可能是因为在法语中这个词的意思是”聪明的‘，然后从这层意思上错误地传播开来了。我觉得有必要下一个定义以帮助你概念化理解这些名词的含义。
因此，“智力”就意味着“聪明“吗？情报机构有把聪明的人都挑出来重组到一个机构里面吗？我将和你分享一些我个人的观点，我相信也有你自己的看法。所以说，智力是指用一种聪明的方式收集信息、数据并对其进行运用。当然你会告诉我你有不同意见。但是，我最近正在辅导一位同事，并且我发现她确实是在收集信息，收集许许多多的信息 … 太多了，以至于她的思路浑浊不清。她说她简直想“把脑袋拧成麻花”— 她对这些信息毫不理解。她都告诉不了你她一分钟前学到了些什么，先丢下一些日子。是她变笨了吗？当然不是，但是她的大脑确实一下子接受不了所有的数据，而她又想获得尽可能多的信息而不管信息的质量（对她的价值）；因此她吸收了很多不必要的信息却无法对其进行处理，所以说，没有什么智力不智力。
现在，我们来谈谈什么是情商（EI）。自从丹尼尔•戈尔曼（Daniel Goleman）1995年把情商这个概念公布于众（Goleman, 1995）之后，这个概念最终（或许吧）被人们理解，特别是情商可以给我们在工作和生活中带来的积极影响。有时候这个概念以其“化学”的形式被介绍给大家。 “那么它到底是什么”，你按捺不住脱口问道！确实，你的大脑中有一些好的和不好的化学物质，既可以让你在工作中感到快乐，也可以让你感到悲伤（或者是痛苦）！我偏向于更通用的说法：认识你自己，你会更好地理解他人。简单吧？学着去识别所有这些情感、直觉、本能 … 并且弄清楚它们的来处和运行机制。然后你在面对他人的时候，不管他们带着什么样的情绪包袱，你都能自如应对。当然我不是说每个人的感觉、行为或反应都像你一样，但是明白影响你情绪高涨或低落的因素是什么一定会帮助你看到别人的情绪包袱的来处。开始的时候，你应该让自己对自己感到放松（某种程度上来说是胸有成竹？），这将转而为你留出更多的时间、视角和精力来关注他人。
现在，为什么我们要把情商（EI）和文化智力（CQ）结合起来说？你没有看到大趋势吗？在这个全球化程度越来越高的世界，目前为止你接触过多少种文化？在“文化”中，要理解混合的源语文化和居住国主流文化（mixed host and home cultures）、双重文化、宗教文化、性取向文化等等 … 因此如果你能管理好自己的情绪，这将是一件很好的事情，但是如果你对别的文化一无所知，你将无法领悟文化的魅力！所以说为什么要从你自己开始？知道你自己从哪里来，你的源语文化维度的影响（Hofstede, 1967-2009）（探索未来的一个主题）、你的居住国主流文化（如果你离开祖国去了国外）并且如果这两种文化开始融合、重叠或起冲突 … 顺便问一下，源语文化的定义是什么？
现在，你开始理解我要表达的核心内容了吗？我真心不相信在今天的世界中情商如果和文化智商没有一个好的结合还可以起什么作用，因为文化差异仍然显著（幸好是这样），这些文化差异决定了我们是谁，影响到我们的行为举止。我和Chris就这个问题进行了非常有趣的交流，Chris是一位非常聪明的顾问，但是他也仍然无法理解我怎么能生在法国却不是一个”法国人”。或许我应该回答说，“感觉我不像是一个法国人”，是因为在法国文化中有很多层面我都无法接受，或者说这些文化从一开始就不属于我。所以就是这样，你是如何理解的？
因此，相互排斥还是相互补充？当然是相互补充，情商和文化智力两者缺一不可，如果你还没有被说服 … 那就开始辩论吧！我期待看到你的观点，并且与此同时我会对你说我常常说的：
谢谢。
Eddy
咨询电话：010-8447 6928
189 0119 3685
在线ＱＱ：800093391
电子邮件：info@gheac.com
办公地址：北京市 东城区 东直门外大街48号 东方银座 C座16E
邮政编码：100027
Leadership Series (Part 5): Emotional Intelligence and Cultural Intelligence, mutually exclusive or complementary?
by Eddy 15 July 2013
Since Emotional Intelligence seems to be slowly gaining momentum these days, I thought it would make sense to carry on some posts through leadership with a series on Emotional Intelligence (EI) and Cultural Intelligence (CQ). If you’re not sure what it’s all about, you might find yourself as seduced by the concepts as I’ve become.
Firstly, have you ever heard of EI? Of CQ? You probably know about IQ (the traditional measure of how smart humans are), and maybe you even know yours (good on you) but let’s first rephrase what ‘intelligence’ is about. Maybe it is because in French, the word means ‘being smart’ and wrongly used in this sense that I feel the need to give a definition, yet it may also help you to conceptualize what they are all about.
So, does ‘intelligence’ means being ‘clever’? Do Intelligence Agencies regroup all who are clever under one organisation? I’ll spare you my personal views on that, and I’m sure you have your own. So intelligence is about gathering information, data, and making use of it in a smart way. Of course you’ll tell me. But, I was coaching a colleague recently, and I found out she was indeed gathering information, a lot of it … too much, far too much and her mind got so polluted. She would get her ‘head in a twist’ and make nothing out of it. She would not tell you what she had learnt a minute before, let alone a few days. Was she being stupid? Certainly not, but her mind wasn’t formatted to accommodate all the data, and she wanted to get as much quantity as possible, without considering quality (the value to her); so she let a lot of unnecessary information in, and froze like a rabbit caught in headlights! So, no intelligence.
Now, what about Emotional Intelligence (EI). Since Daniel Goleman introduced it to the world in 1995 (Goleman, 1995), it is finally (maybe?) being understood, especially in all the positive aspects it could bring to my and your performance at work and in our lives. Sometimes, the concept is introduced in its ‘chemical’ form. “Quo vadis”, you burst out! Indeed, something along the lines of good and bad chemicals in your brain that either makes you a happy bunny at work, or a sad sod (maybe even bitter)! I prefer the more generic idea of: know yourself and you’ll better understand others. Simple, non? Learn to identify all these feelings, gut reactions, instincts … and understand where they come from, the mechanism of them. Then only, you’ll be better off to face others and whatever baggage they come with. Of course I don’t mean that everyone feel, act or react like you, but understanding what makes you tick on and off will surely help you to see where others are coming from. To start with, you should become a lot more relaxed about yourself (somewhat more secure?), which in turn should leave you more time, perspective and energy to focus on others.
Now, why would we combine EI and Cultural Intelligence (CQ)? Don’t you see me coming? In a much globalizing world, how many cultures are you currently working with? And in ‘culture’, please consider mixed host and home cultures, dual, religious, that of sexual orientations … so it would be a good thing to manage your emotions well, but if you have no knowledge of the other’s culture(s), you’ll be left in the dark! So why not starting by you? Knowing where you’re coming from, the effect of your home cultural dimensions (Hofstede, 1967-2009)(subject of a future post), that of your host (if you’re leaving abroad) and if they have started to merge, overlap or fight one another … Where’s home, by the way?
Now, do you start to get me? I truly don’t believe that EI could work in today’s world without a good inkling of CQ, because cultural differences are still very strong (luckily) and they define who we are and impact how we behave. I had this very interesting exchange with Chris, a very clever consultant, who could not figure out how I could be born in France and not ‘be French’. Maybe I should have said, not ‘feeling French’, because there are many French cultural dimensions that I reject, or they never have really been mine at all from the onset. So here you go, how could you figure this out?
So, mutually exclusive or complementary? Most definitely complementary and essential to one another but, should you not be convinced yet, well … the debate is on! I shall look forward to your views yet in the meantime and as I always say:
Merci.
Eddy
Articles you might like to refer to:
Earley, P.C. & Mosakowski, E. (2004). Cultural intelligence. Harvard Business Review, (82)10. pp.139-149. Retrieved from EBSCO Database.
Emmerling, R.J. & Goleman, D. (2005). Leading with Emotion – Is EI a better predictor of leadership success. Leadership Excellence, (22)7, pp.9-10. Retrieved from EBSCO Database.
References:
Goleman, D. (1995). Emotional Intelligence. The Ultimate Business Library, Wiley.
Hofstede, G. (1967-2009). Geert Hofstede Cultural Dimensions. Retrieved Septembre 1st, 2011, from ITIM International: http://www.geert-hofstede.com/hofstede_dimensions.php
by Eddy 15 July 2013
Since Emotional Intelligence seems to be slowly gaining momentum these days, I thought it would make sense to carry on some posts through leadership with a series on Emotional Intelligence (EI) and Cultural Intelligence (CQ). If you’re not sure what it’s all about, you might find yourself as seduced by the concepts as I’ve become.
Firstly, have you ever heard of EI? Of CQ? You probably know about IQ (the traditional measure of how smart humans are), and maybe you even know yours (good on you) but let’s first rephrase what ‘intelligence’ is about. Maybe it is because in French, the word means ‘being smart’ and wrongly used in this sense that I feel the need to give a definition, yet it may also help you to conceptualize what they are all about.
So, does ‘intelligence’ means being ‘clever’? Do Intelligence Agencies regroup all who are clever under one organisation? I’ll spare you my personal views on that, and I’m sure you have your own. So intelligence is about gathering information, data, and making use of it in a smart way. Of course you’ll tell me. But, I was coaching a colleague recently, and I found out she was indeed gathering information, a lot of it … too much, far too much and her mind got so polluted. She would get her ‘head in a twist’ and make nothing out of it. She would not tell you what she had learnt a minute before, let alone a few days. Was she being stupid? Certainly not, but her mind wasn’t formatted to accommodate all the data, and she wanted to get as much quantity as possible, without considering quality (the value to her); so she let a lot of unnecessary information in, and froze like a rabbit caught in headlights! So, no intelligence.
Now, what about Emotional Intelligence (EI). Since Daniel Goleman introduced it to the world in 1995 (Goleman, 1995), it is finally (maybe?) being understood, especially in all the positive aspects it could bring to my and your performance at work and in our lives. Sometimes, the concept is introduced in its ‘chemical’ form. “Quo vadis”, you burst out! Indeed, something along the lines of good and bad chemicals in your brain that either makes you a happy bunny at work, or a sad sod (maybe even bitter)! I prefer the more generic idea of: know yourself and you’ll better understand others. Simple, non? Learn to identify all these feelings, gut reactions, instincts … and understand where they come from, the mechanism of them. Then only, you’ll be better off to face others and whatever baggage they come with. Of course I don’t mean that everyone feel, act or react like you, but understanding what makes you tick on and off will surely help you to see where others are coming from. To start with, you should become a lot more relaxed about yourself (somewhat more secure?), which in turn should leave you more time, perspective and energy to focus on others.
Now, why would we combine EI and Cultural Intelligence (CQ)? Don’t you see me coming? In a much globalizing world, how many cultures are you currently working with? And in ‘culture’, please consider mixed host and home cultures, dual, religious, that of sexual orientations … so it would be a good thing to manage your emotions well, but if you have no knowledge of the other’s culture(s), you’ll be left in the dark! So why not starting by you? Knowing where you’re coming from, the effect of your home cultural dimensions (Hofstede, 1967-2009)(subject of a future post), that of your host (if you’re leaving abroad) and if they have started to merge, overlap or fight one another … Where’s home, by the way?
Now, do you start to get me? I truly don’t believe that EI could work in today’s world without a good inkling of CQ, because cultural differences are still very strong (luckily) and they define who we are and impact how we behave. I had this very interesting exchange with Chris, a very clever consultant, who could not figure out how I could be born in France and not ‘be French’. Maybe I should have said, not ‘feeling French’, because there are many French cultural dimensions that I reject, or they never have really been mine at all from the onset. So here you go, how could you figure this out?
So, mutually exclusive or complementary? Most definitely complementary and essential to one another but, should you not be convinced yet, well … the debate is on! I shall look forward to your views yet in the meantime and as I always say:
Merci.
Eddy
Articles you might like to refer to:
Earley, P.C. & Mosakowski, E. (2004). Cultural intelligence. Harvard Business Review, (82)10. pp.139-149. Retrieved from EBSCO Database.
Emmerling, R.J. & Goleman, D. (2005). Leading with Emotion – Is EI a better predictor of leadership success. Leadership Excellence, (22)7, pp.9-10. Retrieved from EBSCO Database.
References:
Goleman, D. (1995). Emotional Intelligence. The Ultimate Business Library, Wiley.
Hofstede, G. (1967-2009). Geert Hofstede Cultural Dimensions. Retrieved Septembre 1st, 2011, from ITIM International: http://www.geert-hofstede.com/hofstede_dimensions.php
版权与翻译版权所有，转载，复制请注明出自于“GHEAC-环球酒店教育与行业盟”。
没有评论:
发表评论