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Intelligence Compensation Theory

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OPRA Psychology Group
OPRA Psychology Group

An examination of the evidence supporting the idea that people may make up for lower cognitive ability by being more conscientious. This presentation, covering research in 2009, looks at the two different paths people can take to being high performers.

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Excellence in Business. Excellence in People. Can Conscientiousness Compensate for Less Intelligence? The Intelligence Compensation Theory
Excellence in Business. Excellence in People. Outline Background  Rationale  Methodology Intelligence Compensation Theory  Findings  Implications (Multifaceted Interaction) Practical Implications  Different ways to skin a cat?
Excellence in Business. Excellence in People.Background Rationale:  Predictive power of intelligence and conscientiousness  Scarcity of research into their relationship  Even less focus on primary personality factors  Differentiate between fluid and crystallized intelligence  Extend: Moutafi, J., Furnham, A., & Paltiel, L. (2004). Why is conscientiousness negatively correlated with intelligence? Personality and Individual Differences, 37, 1013-1022.
Excellence in Business. Excellence in People. Big Five Model Control Conscientious Disciplined Tense-Driven Restrained
Excellence in Business. Excellence in People. Intelligence Model Intelligence (g) Fluid Intelligence Crystallized Intelligence
Excellence in Business. Excellence in People.Background Methodology:  Archival job-applicant data (GRT2 N=1629; 15FQ N=546; OPP N=1083)  Correlations, multiple regressions, significance of difference  Reference: Wood, P., & Englert, P. (2009). Intelligence compensation theory: A critical examination of the negative relationship between conscientiousness and fluid and crystallised intelligence. The Australian and New Zealand Journal of Organisational Psychology, 2, 19–29.
Excellence in Business. Excellence in People. Intelligence Compensation Theory Relatively less intelligent people can compensate by exhibiting relatively more conscientious behaviour.  relatively less intelligent individuals may display behaviour that is more methodical, organised, thorough, and persistent (i.e., conscientious) to compensate for their relative lack of intelligence.  relatively more intelligent people may tend to get by on their cognitive efficiency rather than effort or procedure.
Excellence in Business. Excellence in People. Findings Moutafi et al. (2004)  Conscientiousness more highly correlated with fluid than crystallised intelligence.  Conscientiousness explained approx. 7% of fluid variance and 1% of crystallized variance.  Stronger relationship due to fluid intelligence’s biological basis and crystallised intelligence developing through cultural and educational experiences.
Excellence in Business. Excellence in People. Findings Wood and Englert (2009)  Conscientiousness more highly correlated with crystallized than fluid intelligence.  Conscientiousness sub-factors explain 8-13% of crystallised variance and 2-6% of fluid variance.  Conscientiousness and intelligence relationship is multifaceted.
Excellence in Business. Excellence in People. Multifaceted Relationship Conscientiousness and intelligence will vary according to cohorts: Lesser fluid ability have successfully compensated for this through more studious behaviour. (Moutafi et al. (2004) An “educated and need-achieving” sample.) The ability requiring compensation is now lesser knowledge or understanding (i.e., crystallised intelligence). The way to compensate for knowing or understanding less within this context is through working harder. (Wood and Englert (2009) A sample largely without university qualifications applying for pre-management level jobs.)
Excellence in Business. Excellence in People. Compensatory mechanism varies depending upon what it is one is trying to achieve, and which aspect of ability one is attempting to compensate for:  Does one need to compensate for not learning new information as quickly as others?  Or does one need to compensate for not knowing or understanding as much as others? Multifaceted Relationship
Excellence in Business. Excellence in People. Practical Implications Previously reported incremental validity gains may be overstated and overly simplistic.  Determine relationship between conscientiousness sub-factors and performance for specific roles, then place greater weight upon sub-factors loading most upon performance and least upon intelligence. Compensation mechanism likely to vary across cohorts.  Just as it is too simplistic to conceptualise conscientiousness as a single construct, so it is too simplistic to think of mental ability as a unitary structure in the prediction of behaviour. Cut-score or hurdling implications.  Include conscientiousness sub-factors to ensure potential assets in respect of high levels of diligence, good task completion, and more general contextual performance are not unnecessarily excluded from progressing further.
Excellence in Business. Excellence in People. Practical Implications The Challenges: Different ways to skin a cat…  What traits or abilities compensate for weaknesses in others?  Will such compensations lead to successful job performance, and how applicable is this across roles?

More Related Content

Intelligence Compensation Theory

  • 1. Excellence in Business. Excellence in People. Can Conscientiousness Compensate for Less Intelligence? The Intelligence Compensation Theory
  • 2. Excellence in Business. Excellence in People. Outline Background  Rationale  Methodology Intelligence Compensation Theory  Findings  Implications (Multifaceted Interaction) Practical Implications  Different ways to skin a cat?
  • 3. Excellence in Business. Excellence in People.Background Rationale:  Predictive power of intelligence and conscientiousness  Scarcity of research into their relationship  Even less focus on primary personality factors  Differentiate between fluid and crystallized intelligence  Extend: Moutafi, J., Furnham, A., & Paltiel, L. (2004). Why is conscientiousness negatively correlated with intelligence? Personality and Individual Differences, 37, 1013-1022.
  • 4. Excellence in Business. Excellence in People. Big Five Model Control Conscientious Disciplined Tense-Driven Restrained
  • 5. Excellence in Business. Excellence in People. Intelligence Model Intelligence (g) Fluid Intelligence Crystallized Intelligence
  • 6. Excellence in Business. Excellence in People.Background Methodology:  Archival job-applicant data (GRT2 N=1629; 15FQ N=546; OPP N=1083)  Correlations, multiple regressions, significance of difference  Reference: Wood, P., & Englert, P. (2009). Intelligence compensation theory: A critical examination of the negative relationship between conscientiousness and fluid and crystallised intelligence. The Australian and New Zealand Journal of Organisational Psychology, 2, 19–29.
  • 7. Excellence in Business. Excellence in People. Intelligence Compensation Theory Relatively less intelligent people can compensate by exhibiting relatively more conscientious behaviour.  relatively less intelligent individuals may display behaviour that is more methodical, organised, thorough, and persistent (i.e., conscientious) to compensate for their relative lack of intelligence.  relatively more intelligent people may tend to get by on their cognitive efficiency rather than effort or procedure.
  • 8. Excellence in Business. Excellence in People. Findings Moutafi et al. (2004)  Conscientiousness more highly correlated with fluid than crystallised intelligence.  Conscientiousness explained approx. 7% of fluid variance and 1% of crystallized variance.  Stronger relationship due to fluid intelligence’s biological basis and crystallised intelligence developing through cultural and educational experiences.
  • 9. Excellence in Business. Excellence in People. Findings Wood and Englert (2009)  Conscientiousness more highly correlated with crystallized than fluid intelligence.  Conscientiousness sub-factors explain 8-13% of crystallised variance and 2-6% of fluid variance.  Conscientiousness and intelligence relationship is multifaceted.
  • 10. Excellence in Business. Excellence in People. Multifaceted Relationship Conscientiousness and intelligence will vary according to cohorts: Lesser fluid ability have successfully compensated for this through more studious behaviour. (Moutafi et al. (2004) An “educated and need-achieving” sample.) The ability requiring compensation is now lesser knowledge or understanding (i.e., crystallised intelligence). The way to compensate for knowing or understanding less within this context is through working harder. (Wood and Englert (2009) A sample largely without university qualifications applying for pre-management level jobs.)
  • 11. Excellence in Business. Excellence in People. Compensatory mechanism varies depending upon what it is one is trying to achieve, and which aspect of ability one is attempting to compensate for:  Does one need to compensate for not learning new information as quickly as others?  Or does one need to compensate for not knowing or understanding as much as others? Multifaceted Relationship
  • 12. Excellence in Business. Excellence in People. Practical Implications Previously reported incremental validity gains may be overstated and overly simplistic.  Determine relationship between conscientiousness sub-factors and performance for specific roles, then place greater weight upon sub-factors loading most upon performance and least upon intelligence. Compensation mechanism likely to vary across cohorts.  Just as it is too simplistic to conceptualise conscientiousness as a single construct, so it is too simplistic to think of mental ability as a unitary structure in the prediction of behaviour. Cut-score or hurdling implications.  Include conscientiousness sub-factors to ensure potential assets in respect of high levels of diligence, good task completion, and more general contextual performance are not unnecessarily excluded from progressing further.
  • 13. Excellence in Business. Excellence in People. Practical Implications The Challenges: Different ways to skin a cat…  What traits or abilities compensate for weaknesses in others?  Will such compensations lead to successful job performance, and how applicable is this across roles?