The diversity of ‘Abilities’ in multiple intelligences theory
Howard Gardner’s Multiple Intelligences Theory emphasizes that human intelligence cannot be explained solely by a single ‘IQ’. He posited that various types of intelligence—linguistic, logical-mathematical, musical, bodily-kinesthetic, interpersonal, spatial, and intrapersonal—exist independently, developing in different proportions and ways for each individual.
The core message this theory conveys is both simple and crucial: not everyone excels in the same way; rather, people grow based on their distinct strengths. This perspective offers significant implications for how we should view ‘work’.
The abilities required for tasks and an individual’s intelligence structure are diverse
The skills needed in the workplace are often more specific and limited than one might think. Some tasks may require numerical processing as the core skill, while others demand the ability to read people’s emotions and communicate effectively. Conversely, there are jobs where quickly grasping visual information or spatial thinking is crucial. Thus, the abilities required differ by task, and excelling at work does not necessitate uniformly high levels of all intelligences.
From the perspective of multiple intelligences theory, everyone possesses a unique combination of intelligences. Some excel in logical-mathematical intelligence, while others shine in musical or linguistic intelligence. Bodily-kinesthetic, spatial, and interpersonal intelligences can develop in distinct ways. The crucial point is that these intelligences need not be at the same level, and in practice, tasks are often sufficiently achievable when just a few specific abilities align. Ultimately, an individual’s job capability depends significantly on which intelligences they possess as strengths and how those strengths connect to the specific job requirements.
Disability cannot be the criterion for judging job capability
From this perspective, it becomes clear that linking the presence or absence of a disability directly to job capability does not align with actual work structures. A disability may imply limitations in specific areas, but simultaneously, other intelligences can be exceptionally strong. For example, someone with mobility limitations might excel in logical/analytical or linguistic abilities, and someone who struggles with visual information might instead have strengths in musical sense or interpersonal skills.
In other words, the condition of disability does not define an individual’s entire intelligence profile, nor can it predict the level of development of specific intelligences. Furthermore, depending on the specific abilities required for a job, many individuals may be fully qualified regardless of disability. The crucial factors are twofold: ‘What abilities does the job require?’ and ‘Does the individual possess those abilities?’ Considering the diverse forms of ability emphasized by multiple intelligence theory, job performance is far more closely tied to identifying and connecting strengths than to the presence or absence of a disability.
In conclusion
The diversity of human abilities described by multiple intelligence theory provides a crucial framework for how we should view job competencies. Every person possesses a unique combination of intelligences, and this combination can play a meaningful role in various tasks.
The presence or absence of a disability cannot be the basis for judging that combination, and job capability is ultimately determined by how an individual’s strengths connect with the specific task at hand.
Therefore, when assessing job capability, we must adopt an attitude that examines an individual’s strengths and potential more closely than focusing on the external condition of disability. This is the most practical insight the theory of multiple intelligences offers us, and I believe it represents the perspective future workplaces should strive toward.
