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Contextual intelligence: overcoming hindrances to performing well in times of change

Contextual intelligence: overcoming hindrances to performing well in times of change Purpose – Intelligence is the adaptation to the environment. Therefore, intelligence rests on an individual's capacity to diagnose their context and not necessarily on IQ, test performance, or intellectual ability. This means that failure to diagnose the environment accurately can lead to the kind of mistakes that have a detrimental effect on an individual and an organization. Design/methodology/approach – This article focuses on the complexity of contextual intelligence, focusing on the behaviors that can both hinder and encourage contextual intelligence to address how to generate top performers across multiple contexts. Findings – Leadership is becoming so nuanced and idiosyncratic it is impossible or at best difficult to lead outside of a defined context. Therefore, a new set of skills is necessary that will enable its users to perform well in a variety of contexts. Intuition is quickly becoming a commodity that can have long‐term transferable value. However, developing a reliable sense of intuition takes time. In other words, intuition is of little value without experience. Practical implications – Top performers must be able to recognize and diagnose when the context shifts or a new context emerges and quickly adapt. Failure to adapt, even to the smallest shift, increases the risk of becoming obsolete or irrelevant. Originality/value – In times of contextual shift, intuition becomes a very valuable asset. Practicing contextually intelligent behavior is a way to accelerate experience and eases the burden of change, perhaps even allowing an individual to perform well during a shift in context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Development and Learning in Organizations Emerald Publishing

Contextual intelligence: overcoming hindrances to performing well in times of change

Matthew Kutz
Development and Learning in Organizations , Volume 25 (3): 4 – Apr 26, 2011
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References (3)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7282
DOI
10.1108/14777281111125336
Publisher site
See Article on Publisher Site

Abstract

Purpose – Intelligence is the adaptation to the environment. Therefore, intelligence rests on an individual's capacity to diagnose their context and not necessarily on IQ, test performance, or intellectual ability. This means that failure to diagnose the environment accurately can lead to the kind of mistakes that have a detrimental effect on an individual and an organization. Design/methodology/approach – This article focuses on the complexity of contextual intelligence, focusing on the behaviors that can both hinder and encourage contextual intelligence to address how to generate top performers across multiple contexts. Findings – Leadership is becoming so nuanced and idiosyncratic it is impossible or at best difficult to lead outside of a defined context. Therefore, a new set of skills is necessary that will enable its users to perform well in a variety of contexts. Intuition is quickly becoming a commodity that can have long‐term transferable value. However, developing a reliable sense of intuition takes time. In other words, intuition is of little value without experience. Practical implications – Top performers must be able to recognize and diagnose when the context shifts or a new context emerges and quickly adapt. Failure to adapt, even to the smallest shift, increases the risk of becoming obsolete or irrelevant. Originality/value – In times of contextual shift, intuition becomes a very valuable asset. Practicing contextually intelligent behavior is a way to accelerate experience and eases the burden of change, perhaps even allowing an individual to perform well during a shift in context.

Journal

Development and Learning in Organizations – Emerald Publishing

Published: Apr 26, 2011

Keywords: Intelligence; Leadership; Intuition

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