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Which of the 9 types of intelligence do you possess?

Intelligence can make a huge difference in how you’re perceived in the business world, but did you know there are actually nine different types of intelligence?

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Intelligence is more than book smarts

When you hear the word “intelligence,” what is the first thing that comes to mind? Do you think of someone with a super high IQ? Someone who’s book smart? Street smart?

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Intelligence can absolutely mean different things to different people; in fact, the word “intelligence” is a fairly broad term. By and large, we’ve come to interpret intelligence to mean “smart” and while that is true, people can be “intelligent” in many different areas. There is certainly no one subject, or area that defines and explains intelligence.

Different types of intelligence

Psychologist, Howard Gardner detailed nine different types of intelligence that humans have and how each one functions. This could help us understand while one friend may be highly gifted musically, another struggles to hear the difference in pitches.

Likewise, it shows that not everyone excels in all areas; we all have weaknesses and strengths. Gardner published a book, titled, “Frames of Mind: The Theory of Multiple Intelligences,” in which he explains, “there exists a multitude of intelligences, quite independent of each other, [and] that each intelligence has its own strengths and constraints.”

Each type of intelligence can help us gain a better insight into many different aspects of our lives as it reinforces the notion that every individual thinks and learns in many different ways. Rather than focusing on demonstrating “the facts” what would happen if you took into consideration musical aptitude, logical reasoning, or spatial intelligence? Would you engage more members of your audience? Gardner contends, when these nine forms of intelligence are taken into consideration, everyone can flourish.

What are the nine types of intelligence?

According to Dr. Gardner, the first type of intelligence is spatial. Spatial intelligence includes how you visualize and judge the world around you. It’s your ability to see and interpret the world in 3D.

The second type of intelligence is naturalist. You may be strong in this area if you are highly attuned to living things; having the ability to read and understand nature and all living things. Farmers, biological scientists, and even hunters are examples of individuals with high naturalist intelligence.

The third type is musical intelligence. Musically intelligent individuals are able to discern sounds, differentiate pitch, understand tone, rhythm, and pitch. Often times these individuals can pick out harmonies from melodies, play a musical instrument, compose music, or sing very well.

Number four on the intelligence list is logical, or mathematical intelligence. This type of intelligence includes logic, reasoning, numbers, quantifying things, and critical thinking. This also has to do with having the capacity to understand the underlying principles of some kind of causal system.

The fifth type of intelligence is existential intelligence. Existential intelligence seems to be in opposition to spiritual intelligence according to some scholars. However, Gardner stated that this type of intelligence includes tackling the “big questions” like why we live, why we die, and what our purpose is on Earth.

Gardner’s sixth type of intelligence is interpersonal intelligence. This type of intelligence includes sensing people’s feelings and motives. Individuals who have high interpersonal intelligence are characterized by their sensitivity to others’ moods, feelings, temperaments and motivations, and their ability to cooperate in order to work as part of a group.

The seventh type of intelligence is bodily or kinesthetic. This type of intelligence involves coordinating your body with your mind. People who have high bodily-kinesthetic intelligence should be generally good at physical activities such as sports, dance, acting, and making things. This also includes a sense of timing, a clear sense of the goal of a physical action, along with the ability to train responses. Soldiers, police officers, athletes, dancers, and actors are all examples of individuals with high kinesthetic intelligence.

Number eight on the intelligence list is linguistic. These individuals will be able to find the right words to express themselves. They are also typically good at reading, writing, telling stories and memorizing words along with dates.

The final type of intelligence is intrapersonal intelligence. This area has to do with introspective and self-reflective capacities. This refers to having a deep understanding of the self; what one’s strengths or weaknesses are, what makes one unique, being able to predict one’s own reactions or emotions including what you want or need.

9-types-of-intelligence

What can you learn from all of this?

The takeaway here is that no matter which area(s) you excel in, learning about the other areas can help you develop your weaker area(s).

It also helps you gain insight into what makes other people tick. In the workplace, having strong interpersonal skills can help you relate to your coworkers quickly, but having strong logical intelligence may help you solve problems more efficiently.

No one area is more important than another, but each area plays an important role in our lives. Which area(s) do you think you are most gifted in and which area(s) do you think you could improve upon?

#intelligence

Jennifer Walpole is a Senior Staff Writer at The American Genius and holds a Master's degree in English from the University of Oklahoma. She is a science fiction fanatic and enjoys writing way more than she should. She dreams of being a screenwriter and seeing her work on the big screen in Hollywood one day.

Business News

What COVID-19 measures do workplaces have to take to reopen?

(BUSINESS NEWS) Employers can’t usually do medical screenings – but it’s a little different during a pandemic.

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COVID-19 temp gun

Employers bringing personnel back to work are faced with the challenge of protecting their workforce from COVID-19. The Center for Disease Control (CDC) and the Equal Employment Opportunity Commission (EEOC) have issued guidelines on how to do so safely and legally.

Employee health and examinations are usually a matter of personal privacy by design through the American’s with Disabilities Act. However, after the World Health Organization declaration of the coronavirus as a pandemic in March, the U.S. EEOC revised its guidance to allow employers to screen for possible infections in order to protect employees.

Employers are now allowed to conduct temperature screenings and check for symptoms of the coronavirus. They can also exclude from the workplace those they suspect of having symptoms. The recommendations from the CDC also include mandatory masks, distant desks, and closing common areas. As the pandemic and US response evolves, it is important for employers to continue to monitor any changes in guidance from these agencies.

Employers are encouraged to have consistent thresholds for symptoms and temperature requirements and communicate those with transparency. Though guidance suggests that COVID-19 screenings at work are allowed by law, employers should be mindful of the way they are conducted and the impact it may have on employer-employee relations.

Stanford Health Care is taking a bold approach by performing COVID-19 testing on each of its 14,000 employees that have any patient contact. They implemented temperature scanning stations at each entrance, operated by nurses and clinicians. The President and CEO of Sanford Health Care said, “For our patients to trust the clinical procedures and trials, it was important for them to know that we were safe.”

Technology is adapting to meet the needs of employers and identify symptoms of COVID-19. Contactless thermometers that can check the temperature of up to 1,500 people per hour using thermal imaging technology are now on the market; they show an error margin of less than one-tenth of a degree Fahrenheit. COVID-19 screening is being integrated into some company time-clocks used by employees at the start and end of each shift. The clocks are being equipped with a way to record employee temperatures and answers to a health questionnaire. Apple and Google even collaborated to bring contact tracing to smart phones which could help contain potential outbreaks.

Fever, coughing, and difficulty breathing are the three most common symptoms of COVID-19. Transmission is still possible from a person who is asymptomatic, but taking the precautions to identify these symptoms can help minimize workplace spread. This guidance may change in the future as the pandemic evolves, but for now, temperature checks are a part of back to work for many.

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Business News

Technology that may help you put the “human” back in Human Resources

(BUSINESS NEWS) Complicated application processes and disorganized on-boarding practices often dissuade the best candidates and cause new hires to leave. Sora promises to help with this.

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Even in a booming economy, finding the right applicant for a role can be a drawn-out, frustrating experience for both the candidate and the hiring manager. Candidates submitting their resume to an automated HR system, designed to “seamlessly” integrate candidates into their HRIS accounts, face the interminable waiting game for feedback on whether they’re going to be contacted at all.

Ironically, this lack of feedback on where a candidate stands (or even if the resume was received at all) and a propensity for organizations to list roles as “Open Until Filled”, overwhelms the hiring manager under a mountain of resumes, most of which will not be reviewed unless there is a keyword match for the role. And if they do somehow manage to see the resume, studies indicate that in less than 10 seconds, they’ll have moved on to the next one.

The problems don’t end there, however. Once the candidate and hiring manager have found one another, and the HR team has completed the hire, the dreaded phase of onboarding begins. During the first few days of a new job, a lack of effective onboarding procedures—ranging from simple tasks like arranging for technology or introductions to a workplace mentor—can be the cause of a significant amount of employee turnover. Forbes notes that 17% of all newly hired employees leave their job during the first 90 days, and 20% of all staff turnover happens within the first 45 days.

The reason, according to Laura Del Beccaro, Founder of startup Sora, is that overworked HR teams simply don’t have the bandwidth to follow up with all of those who are supposed to interact with the new employee to ensure a seamless transition experience. Focusing on building a template-based system that can be integrated within the frameworks of multiple HRIS systems, Sora’s focus is to set up adaptable workflow processes that don’t require the end-user to code, and can be adjusted to meet the needs of one or many employee roles.

In a workplace that is becoming increasingly virtual, out of practicality or necessity, having the ability to put the “human” back in Human Resources is a focus that can’t be ignored. From the perspective of establishing and expanding your team, it’s important to ensure that potential employees have an application experience that respects their time and talent and feedback is provided along the way, even when they might not be a fit for the role.

Take for example the organization who asked for an upload of a resume, then required the candidate to re-type everything into their HRIS, asked for three survey responses, an open-ended writing task, a virtual face-to-face interview, *and* three letters of reference—all for an entry-level role. If you were actually selected for an in-person interview, the candidate was then presented with another task that could take up to two hours of prep time to do—again, all for an entry level role.

Is that wrong? Is it right? The importance of selecting the right staff for your team can’t be overstated. But there should be a line between taking necessary precautions to ensure the best fit for your role and understanding that many of the best candidates you might find simply don’t want to participate in such a grueling process and just decide to move on. There’s a caveat that says that companies will never treat an employee better than in the interview process and in the first few weeks on the job—and that’s where Sora’s work comes in, to make certain that an employee is fully supported from day one.

Bringing on the best to leave them without necessary support and equipment, wondering at the dysfunction that they find, and shuffled from department to department once they get there creates the reality and the perception that they just don’t matter—which causes that churn and disconnect. Having your employees know that they matter and that they’ll be respected from day one is a basic right—or it should be.

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Business News

Trader Joe’s doesn’t want to change its controversial brand names

(BUSINESS NEWS) Branding has gone through a major change recently and many companies are agreeing to shifts, but Trader Joe’s thinks its names are fine.

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trader joes branding

In the last few months our country has gone through a complete re-evaluation of their societal impact with their branding names. Companies that have been strong for neigh on a century are changing their names to accommodate more socio-intelligent content. Whether its from real change or from following the societal trends, the gambit of following the socio-economic climate is becoming a common theme. However the world turns next, the changes we are seeing now is creating a new world of products and status quo.

One company, though, is standing strong with their branding. Trader Joe’s, a grocery store chain, is sticking to its guns, despite some rather vocal push back. A petition aimed at the stores “racist” branding name habit has started making its way through the internet. Currently the petition has crossed the 5000-signature threshold and is getting close to its 7500 goal on change.org.

The habit of using phrases like “Trader Jose” or “Trader Ming’s” in their international food products is the main point of contention. The people behind the petition state that using names like this makes those items appear to be exotic or out of the norm like the original/traditional brand Joe – which at its very basic definition is truthful. The branding technique brands something as different than the original.

Initially a company spokesperson stated that the names were in the process of being changed, but less than a week later their tone changed. Trader Joe’s now states that while they “want to be clear; we disagree that any of these labels are racist.” They will not be changing things based on petitions. Also they report that “decades ago, our Buying Team started using product names, like Trader Giotto’s, Trader Jose’s, Trader Ming’s, etc.

We thought then – and still do – that this naming of products could be fun and show appreciation for other cultures”. According to their current reporting they have also reached out to their customer base and supposedly many customers reaffirmed “that these name variations are largely viewed in exactly the way they were intended – as an attempt to have fun with our product marketing”.

Personally, I see two major issues here. First, they are literally talking about a branding that is decades old; habits that were comedic then are now seen in a very different light. Just like an organism, society grows and changes too. If they can’t come up with new gimmicks to make themselves more popular and fresher, then they’ll most likely fall by the wayside as it is. The other issue is that their polling was specifically geared towards their current buyers; they asked their own customers whether they found this offensive. Can we all just take a collective deep breath and say biased please? Whether or not they decide to stick to their guns here is going to lay some groundwork in the future.

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