Contextual intelligence: Overcoming hindrances to performing well in times of change Article

Kutz, M. (2011). Contextual intelligence: Overcoming hindrances to performing well in times of change . 25(3), 8-11. 10.1108/14777281111125336

cited authors

  • Kutz, M



  • 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. © 2011, Emerald Group Publishing Limited

publication date

  • April 26, 2011

Digital Object Identifier (DOI)

start page

  • 8

end page

  • 11


  • 25


  • 3