T

he most well rounded definitions of intelligence describe it as a combination of ability, learning and understanding. They also refrain from compartmentalizing intelligence narrowly as simply being numerical or verbal or technical abilities.

Intelligence is much more multi-faceted, continuously evolving and capable of spurring various dimensions of development. The contemporary information age has also highlighted the complexities and richness of diversity.

In a seminal work in 1983 Howard Gardner explained that there are seven distinct kinds of intelligence — linguistic, logical-mathematical, spatial (space related), bodily kinesthetic (movement related), interpersonal, intrapersonal (individual’s innermost feelings, awareness and intentions related) and musical.

If we pause and look around us it becomes clear that there are great examples of intelligence to learn from — the farmers creating the beautiful and eco friendly rice paddies in Bali demonstrate their spatial intelligence; great business leaders turned philanthropists often display a sense of awareness built on intrapersonal intelligence; whiz kids  behind the internet revolution are clearly strong in logical-mathematical intelligence while successful diplomatic careers are built around high interpersonal intelligence. Creative individuals in music, art, dance, writing, etc. embody one or more of the above intelligences.

Should intelligences be compared and contrasted? Certainly not, and frankly it’s near impossible to do so. For example, who is greater Mozart (musical intelligence) or Einstein (logical-mathematical), Gandhi (interpersonal) or Yeats (linguistic), Mother Teresa (intrapersonal) or Norman Foster (spatial). Trying to debate this is pointless as each left an indelible mark in history due to the full blooming of his or her special intelligence. And yet unfortunately the rather foolish “competition between professions” — stoked in equal dubious degree by parents, academia and then the corporate world — results in certain types of intelligences being extolled while others are downplayed and shown inadequate respect.

The obsession with logical-mathematical intelligence has resulted in disproportionate appreciation of engineers, investment bankers, programmers who are considered to be superior to say teachers, interior designers, physiotherapists or even gardeners. Why?

The inability to understand the diversity of intelligence and build it into the functioning balance of modern societies can have devastating consequences as we have seen with the unprecedented Wall Street collapse collectively caused by those whose logical-numerical intelligence was assumed to have predicted, calculated and mitigated every quantifiable risk possible.

 Worse the one dimensional imbalance perpetuates a herd mentality, absence of sufficiently robust contrarian views and erosion in curiosity and questioning without which no enterprise is sustainable in the long run.

Within the context of management, current challenges and professional demands necessitate
the development of additional forms of intelligence apart from the standard verbal, numerical and emotional intelligence that companies appear to be reasonably familiar with.

In order for an organization to progress there must be development of six key offshoots of intelligence — business, market, technological, customer, creative and practical. Business intelligence relates to the ability of the company’s think tank to be entrepreneurial, identify opportunities while balancing risks, read trends and develop a strategically viable business model.

This is an important intelligence and often a key differentiator between proactive companies ahead of the curve and the slow moving followers.

Market intelligence relates to expertise and know-how — the exhaustive knowledge of a sector, competition (existing as well as future), regulation and the inherent volatilities and vulnerabilities (currency, access to funding, export markets, raw material supplies, etc.).

Linked but requiring a distinct proficiency is technological intelligence as this requires managements to keep abreast of the daunting pace of technological change that impacts not just products and processes but increasingly delivery channels, communication, supply chains and alliances.

Being “tech-savvy” is increasingly a mandatory competency not just a nice to have.

Customer intelligence is absolutely critical and despite it being touted in words it is often inconsistently practiced.

The more direct “face-to-face customer time” is logged by the management (especially middle to upper) the more the chances of a company being in tune with dynamic customer demands, trends, options and preferences.

Given the high turnover rates in companies it is vital that there is an institutional capture of this information and knowledge in generating and periodically refreshing the “customer portrait”.
Nothing irritates a customer more than having to repeat again and again to corporate marketers their requirements and history.

Creative intelligence determines which companies are truly innovative — across all functions — and are able to create a culture in which ideas can blossom. Again contradictions abound when senior managers extol the creativity seen externally but appear obsessed with the “lack of English proficiency” inside their offices.

Why? Lack of English has not prevented the Chinese, Koreans, Japanese, Brazilians, Vietnamese or Russians from becoming world beaters in several fields. Find ways to unleash the power of creative Indonesians within your workforces and you will find impacts that are far more satisfying to customers than simply a focus on linguistic intelligence.

Another mindset issue is that all ideas must trickle from the top — nothing could be far from the truth. No one is a sole repository of all wisdom or ideas.

Finally, practical intelligence is about the workforce “thinking on its feet” when responding to peak level pressure, extraordinary requests, competitive curve balls and unexpected crisis.

Practical people are solutions and applications driven and can often navigate the bureaucracy and procedural gridlocks that deter most employees. The higher the practical intelligence the more responsive is an organization.

The diversity of intelligence inspires us as it shows us the limitless potential of the human mind
and the range of trail blazing efforts built around these varied intelligences. By recognizing and imbibing these in our corporate models we stand a much better chance of coping and winning.



The columnist is CEO of international management consulting firm IndonesiaWISE. He can be contacted at amoltitus@indonesiawise.com.