As we enter the post-covid-19 era, we are seeing exacerbated changes in the world of work. Today, there is a heightened presence of the remnants of the fourth industrial revolution – combative automation in production modes and robotics.  The emergence of cross-cultural global markets has primarily been seen in e-commerce due to these changes. The ability to interact across cultures is nothing new in this age, but remote work presents a distinct challenge for people who interact through digital platforms. According to Forbes Business Council, this level of interaction has caused teams to struggle with collaboration and communication.

COMMUNICATIONS AND CULTURAL DIFFERENCES

Several studies have examined ways to combat communication and cultural differences, and in agreement with the global leaders in fostering cultural understanding, challenges us to consider the concept of Cultural Intelligence/ Cultural Quotient (CQ) as a solution to these issues. CQ is adapting to new cultural settings, navigating any environment, making informed judgments, and learning ambiguous or unfamiliar behaviour.

 Four stages of the CQ model to implement cultural intelligence in any setting.

• The first stage in the process is CQ Drive- when someone desires to gain a deeper understanding of someone of different descent.
• As a second stage, CQ Knowledge encompasses collecting and accumulating data and knowledge about a culture one wishes to learn more about. For example, if one is attending a conference in South Africa with a Japanese colleague, this stage would be collecting data regarding Japanese behaviours and mannerisms.
• Thirdly, CQ – strategy is the third component. It is the process of applying and integrating what has been learned. 
• Lastly, CQ Action – the ability to adapt to a changing working environment to a distinct cultural context acquired through knowledge. Adapting to modern ways of working with people and embracing multiculturalism is the litmus test of cultural intelligence.

CONCLUSION

CQ creates an opportunity for the labour market to create a sustainable and culturally efficient work environment where employees’ private and personal endeavours are taken care of. It goes beyond the diversity scorecards and fosters intentional efforts toward multiculturalism. Further, cultural intelligence is a stepping stone toward embracing diversity and ultimately pursuing multicultural humility. We should move beyond box-ticking exercises to creating a personal connection with others, not for our benefit but for theirs, because they deserve to be seen.