The principle on which this book is based is that when it comes to selecting the right staff, it is vital to bear in mind that there is more than one kind of intelligence. Old‐fashioned intelligence tests are simply not sufficient selection tools anymore since they tap a very narrow, and often biased, range of abilities. Multiple intelligences, says the author, are the way forward for selection. This approach allows a far wider range of abilities to be acknowledged and enables the selector to identify the desired personal qualities of job incumbents more accurately. Such intelligences include: linguistic intelligence (required for skills such as reading of trade literature, adaptive conversational skills, active and responsive listening and report writing), mathematical/technical/logical/scientific intelligence (necessary for technical specialisation, budgeting, organisation of projects, application of logic and use of quantitative feedback), visual intelligence (involving the use of pattern, colour, shading, movement, depth, aesthetics, etc.), auditory intelligence (applying their skill in attending to tone, volume, sequence with people, machines and environments), kinesthetic motor intelligence (motor skills such as acquisition of computer skills, demonstration of complicated mechanical operations or handling technical or scientific equipment), interpersonal intelligence (the ability to understand the needs of others and of self and to respond appropriately to these), interpersonal intelligence/self‐awareness (having insight into one’s own feelings, goals, ethics, abilities, etc.), naturalistic intelligence (the ability to relate to and profit from the natural environment) and philosophical/ethical intelligence (allowing managers to align their aims and objectives with those of colleagues and with the larger organisation).
According to Martin, the degree to which managers require each of the above intelligences varies according to the products or services supplied, the level of authority or scope of operations overseen and the nature of the managerial responsibilities. However, provision is made within the book for readers to perform job analyses of relevant posts according to the various multiple intelligences, in order to discover for themselves the personal emphasis placed on each intelligence within their own application. This book is not merely an account of theory, but offers a practical tool to help managers use multiple intelligences to better understand their own job skills (and thus update their own CV), those of positions they need to fill and in order to help select the right candidate for the post.
Multiple intelligence theory is based on Gardner (1983) and, according to Martin, the tools provided in the text are built upon solid theory and research findings, are easy to use, are cost‐effective, flexible, efficient and effective. They are designed to replace other existing selection methods such as intelligence tests, personality and aptitude tests. In its favour, the tool certainly does provide for a broad scope of abilities and does draw the manager away from over‐reliance on the standard IQ test as a selection tool. However, in my experience, few managers do rely anymore on such IQ tests, but tend to use a mix of personality tests and interviews for selection purposes. Whether the MI approach is likely to offer a realistic alternative to these existing schemes remains to be seen and, whilst I felt the MI system presented in the book was an excellent self‐development or self‐awareness tool (and excellent for career‐search purposes), I did feel that the rather complicated sets of inventories would be difficult to apply to all but the most senior post in the workplace. In other words, whilst the questionnaires are comprehensive, the system is such that it seems rather labour intensive, which may not be cost‐effective if used widely within the organisation.
For those with enough interest in the MI approach (and it really is worth reading it before dismissing it) and those motivated enough to study the entire book in order to utilise it, there will probably be dividends. However, I felt that many of the intelligences that Martin points to are really skills or even personality traits by any other name, and that most of these are adequately covered in existing inventories such as personality inventories. However, such tests invariably require technical training before administration (for good reason) and managers without this level of training might well be attracted to the MI approach. Whilst I would definitely recommend this approach for personal development purposes, I would hesitate to suggest it as a suitable alternative to established, reliable, valid and professional administered psychometric tests.
