Help with cultural evaluation

CQ Report CQ PRO FEEDBACK REPORT

PREPARED FOR: Edward Faulk April 2023

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Contents This CQ Feedback Report identifies your strengths and developmental opportunities for functioning effectively in

multicultural settings. Most people find it beneficial to read the feedback report now and then re-read it in a few

days. This will allow you to think deeply about the feedback and how you can use this information.

What is CQ?

CQ Profile

CQ Drive

CQ Knowledge

CQ Strategy

CQ Action

CQ Profile Summary

Development Plan

Research Basis of CQ

Cultural Values

For use in an Academic setting only © 2022 Cultural Intelligence Center, LLC | www.culturalQ.com v.5.1Edward Faulk 2

CQ DRIVE Your level of interest, persistence, and confidence during multicultural interactions.

CQ KNOWLEDGE Your understanding about how cultures are similar and different.

CQ ACTION Your ability to adapt when relating and working in multicultural contexts.

CQ STRATEGY Your awareness and ability to plan for multicultural interactions.

What is CQ? Cultural Intelligence (CQ®) is a person's capability to function effectively in a variety of cultural contexts -

both internationally and domestically.

In our own cultures, we usually have an idea of what is going on around us because we have a wealth of

information, most of which subconscious, that helps us make sense of what we experience and observe.

When we interact with individuals who have a different cultural background, the same cues may mean

something entirely different.

CQ CAPABILITIES There are four primary CQ capabilities:

For use in an Academic setting only © 2022 Cultural Intelligence Center, LLC | www.culturalQ.com v.5.1Edward Faulk 3

CQ Profile This page summarizes your scores for the four primary CQ capabilities. The graphs indicate the worldwide

norms and show typical differences in the scores across the four capabilities. Note your self-ratings (in the

squares).

Self-Rating

CQ DRIVE

CQ KNOWLEDGE

CQ STRATEGY

CQ ACTION

LOW

Scores in this range are in the bottom 25% of worldwide norms.

MODERATE

Scores in this range are in the middle 50% of worldwide norms.

HIGH

Scores in this range are in the top 25% of worldwide norms.

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For use in an Academic setting only © 2022 Cultural Intelligence Center, LLC | www.culturalQ.com v.5.1Edward Faulk 4

CQ Drive CQ Drive is the extent to which you are energized and persistent in your approach to

multicultural situations. It includes your self-confidence in your abilities as well as your

sense of the benefits you will gain from intercultural interactions.

CQ DRIVE SUBDIMENSIONS Intrinsic Interest: Deriving enjoyment from culturally diverse experiences

Extrinsic Interest: Gaining benefits from culturally diverse experiences

Self-Efficacy: Having the confidence to be effective in culturally diverse situations

WHAT DOES HIGH CQ DRIVE LOOK LIKE? Individuals with high CQ Drive are motivated to learn and adapt to new and diverse cultural settings. Their

confidence in their adaptive abilities influences the way they perform in multicultural situations.

OVERALL

INTRINSIC INTEREST

EXTRINSIC INTEREST

SELF-EFFICACY

L M H

Self-Rating

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CQ Knowledge CQ Knowledge is the degree to which you understand how culture influences how

people think and behave and your level of familiarity with how cultures are similar and

different.

CQ KNOWLEDGE SUBDIMENSIONS Business: Knowledge about economic and legal systems

Values & Norms: Knowledge about values, social interaction norms, and religious beliefs

Socio-Linguistic: Knowledge about language and communication norms

Leadership: Knowledge about managing people and relationships across cultures (Context Specific)

WHAT DOES HIGH CQ KNOWLEDGE LOOK LIKE? Individuals with high CQ Knowledge have a rich, well-organized understanding of culture and how it affects

the way people think and behave. They possess a repertoire of knowledge of how cultures are similar and

how they are different. They understand how culture shapes behavior.

OVERALL

BUSINESS

VALUES & NORMS

SOCIO-LINGUISTIC

LEADERSHIP

L M H

Self-Rating

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For use in an Academic setting only © 2022 Cultural Intelligence Center, LLC | www.culturalQ.com v.5.1Edward Faulk 6

CQ Strategy CQ Strategy is the extent to which you are aware of what is going on in multicultural

situations and the extent to which you check and plan accordingly.

CQ STRATEGY SUBDIMENSIONS Planning: Strategizing before a culturally diverse encounter

Awareness: Sensing the perspectives of self and others during interactions

Checking: Checking assumptions and adjusting mental maps when experiences differ from

expectations

WHAT DOES HIGH CQ STRATEGY LOOK LIKE? Individuals with high CQ Strategy think about multicultural interactions before and after they occur. They

plan ahead, check their assumptions and expectations during interactions, and reflect on experiences later.

This refines their mental maps and enhances strategies for effective interactions.

OVERALL

PLANNING

AWARENESS

CHECKING

L M H

Self-Rating

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CQ Action CQ Action is the extent to which you act appropriately in multicultural situations. It

includes your flexibility in verbal and nonverbal behaviors and your ability to adapt to

different cultural norms.

CQ ACTION SUBDIMENSIONS Speech Acts: Modifying the manner and content of communications (e.g., direct, indirect)

Verbal: Modifying verbal behaviors (e.g., accent, tone)

Nonverbal: Modifying nonverbal behaviors (e.g., gestures, facial expressions)

WHAT DOES HIGH CQ ACTION LOOK LIKE? Individuals with high CQ Action translate their CQ Drive, CQ Knowledge, and CQ Strategy capabilities into

action. They possess a broad repertoire of verbal behaviors, nonverbal behaviors, and speech acts, which

they apply to fit a specific context. They know when to adapt and when not to adapt.

OVERALL

SPEECH ACTS

VERBAL

NONVERBAL

L M H

Self-Rating

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CQ Profile Summary Self-Rating

CQ DRIVE OVERALL

Intrinsic Interest

Extrinsic Interest

Self-Efficacy

CQ KNOWLEDGE OVERALL

Business

Values & Norms

Socio-Linguistic

Leadership

CQ STRATEGY OVERALL

Planning

Awareness

Checking

CQ ACTION OVERALL

Speech Acts

Verbal

Nonverbal

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For use in an Academic setting only © 2022 Cultural Intelligence Center, LLC | www.culturalQ.com v.5.1Edward Faulk 9

Development Plan Your CQ is not fixed. With some simple but intentional goals and strategies, you can enhance your CQ. The

next few pages give you a chance to reflect on your CQ capabilities, your multicultural challenges and

opportunities, and your CQ feedback. Then you will have a chance to develop an action plan.

YOUR CQ

Describe your self-rated CQ scores in your own words. __________________________________________________________________________________

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PRESENT CHALLENGES

What intercultural challenges are you currently facing? (e.g., working with someone who has different cultural values, cultural misunderstandings, etc.)

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FUTURE OPPORTUNITIES

What multicultural or global opportunities do you want to pursue? (e.g., global leadership, teaching a diverse population of students, multicultural management, etc.)

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YOUR STRONGEST CQ CAPABILITIES Your strongest CQ capabilities are based on your self-rated scores in comparison to the worldwide median,

not simply based on the highest numerical scores.

Your top two self-rated CQ capabilities are: CQ STRATEGY AND CQ DRIVE

Write down one example of how you have used your CQ Strategy or CQ Drive in the last 6 months.

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HIGHEST SELF-RATED SUBDIMENSIONS:

Checking Checking assumptions and adjusting mental maps when experiences differ from expectations.

Awareness Sensing the perspectives of self and others.

Self-Efficacy Having the confidence to be effective in culturally diverse situations.

How, if at all, does your current role allow you to use your highest self-rated subdimensions?

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YOUR WEAKEST CQ CAPABILITIES Your weakest CQ capabilities are based on your self-rated scores in comparison to the worldwide median,

not simply based on the lowest numerical scores.

Your bottom two self-rated CQ capabilities are: CQ KNOWLEDGE AND CQ ACTION

Write down one example of how your CQ Knowledge or CQ Action may have caused problems for you in

the last 6 months.

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LOWEST SELF-RATED SUBDIMENSIONS:

Planning Strategizing before a culturally diverse encounter.

Leadership Knowledge about managing people and relationships across cultures.

Intrinsic Interest Deriving enjoyment from culturally diverse experiences.

How might your level of CQ on these subdimensions be holding you back from greater effectiveness

working in culturally diverse contexts?

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ACTION STEPS List one, specific multicultural skill you would like to improve over the next year. Consider the challenges

and opportunities you described earlier in this section. (Examples include teaching a diverse population of

students, effectively leading a diverse team, accurately analyzing risk and opportunity in culturally diverse

segments, etc.)

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STRENGTH - CQ STRATEGY OR CQ DRIVE

USING YOUR CQ Strategy or CQ Drive

Specific Action Steps Target Date

List specific actions you can take to apply one of your top two self

rated CQ strengths.

Next 4

Weeks

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2.

Next 8

Weeks

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AREA FOR IMPROVEMENT - CQ KNOWLEDGE OR CQ ACTION

IMPROVING YOUR CQ Knowledge or CQ Action

Specific Action Steps Target Date

List specific actions you can take to enhance one of your weaker two self-

rated CQ capabilities so that it does not interfere with your multicultural

effectiveness.

Next 4 Weeks 1.

2.

Next 8 Weeks 1.

2.

ACCOUNTABILITY

Who will you share this plan with in the next 2 weeks? How can this person help you accomplish your goals?

(e.g., following up with you; checking on your progress; etc.)

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Research Basis of CQ THE RESEARCH BASIS FOR ASSESSING CULTURAL INTELLIGENCE

Cultural Intelligence is conceptualized as a multi-dimensional construct based on application of Robert

Sternberg's integrative theoretical framework of different "loci" of intelligence. The dimensions of Cultural

Intelligence represent qualitatively different aspects of the overall capability to function and manage

effectively in culturally diverse settings.

CULTURAL INTELLIGENCE IS ...

Cultural Intelligence is a malleable capability that can be enhanced by multicultural experiences, training and

self-awareness programs, travel and education.

Cultural Intelligence is distinct from stable individual differences such as personality, which describe

what a person typically does across time and across situations.

Cultural Intelligence is also different from emotional intelligence because it focuses specifically on

capabilities in multicultural contexts.

Cultural Intelligence has predictive validity over and above demographic characteristics, personality, general

mental ability, emotional intelligence, cross-cultural adaptability inventory, rhetorical sensitivity, cross-cultural

experience, and social desirability.

The Cultural Intelligence Scale has excellent psychometric properties.

Published scholarly research demonstrates the factor structure of the scale is stable across samples,

across time, and across cultures.

In addition, self-rated scores are positively correlated with observer rated scores, and multi-trait

multi-method analysis supports the convergent and discriminant validity of the scales.

Reliabilities of the four factors and subdimensions exceed the standard cut-off of .70.

Most important, research demonstrates that cultural intelligence predicts adjustment, well-being, cultural

judgment and decision-making, and task performance in culturally diverse settings.

Visit culturalQ.com/research for more information.

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Below are definitions of the ten cultural value orientations.

TERMS

Individualism Emphasis on individual goals and individual rights

Collectivism Emphasis on group goals and personal relationships

Low Power Distance Emphasis on equality; shared decision-making

High Power Distance Emphasis on differences in status; superiors make decisions

Low Uncertainty Avoidance Emphasis on flexibility and adaptability

High Uncertainty Avoidance Emphasis on planning and predictability

Cooperative Emphasis on collaboration, nurturing, and family

Competitive Emphasis on competition, assertiveness, and achievement

Short Term Emphasis on immediate outcomes (success now)

Long Term Emphasis on long term planning (success later)

Low Context / Direct Emphasis on explicit communication (words)

High Context / Indirect Emphasis on indirect communication (tone, context)

Being Emphasis on quality of life

Doing Emphasis on being busy and meeting goals

Universalism Emphasis on rules; standards that apply to everyone

Particularism Emphasis on specifics; unique standards based on relationships

Neutral / Non-Expressive Emphasis on non-emotional communication; hiding feelings

Affective / Expressive Emphasis on expressive communication; sharing feelings

Monochronic / Linear Emphasis on one thing at a time; punctuality; work and personal life separate

Polychronic / Non-Linear Emphasis on multitasking; interruptions ok; work and personal combined

Cultural Values

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CULTURAL VALUE ORIENTATIONS

Individuals have personal preferences or individual cultural value orientations. Sometimes individual

orientations reflect one's nationality or ethnicity but not always. In this section of the report, you will see your

personal orientation on ten cultural value dimensions (defined above) compared to the tendencies of ten

cultural clusters (defined below).

CULTURAL CLUSTERS

The cultural value orientations defined above can be grouped into cultural clusters where you are likely to

find a significant presence of a specific cluster of cultural values. These clusters represent the 10 largest

cultural groupings in the world.

Anglo Australia, Canada, New Zealand, U.K., U.S., etc.

Arab Bahrain, Egypt, Jordan, Kuwait, Lebanon, Morocco, Saudi Arabia, U.A.E., etc.

Confucian Asia China, Hong Kong, Japan, Singapore, South Korea, Taiwan, etc.

Eastern Europe Albania, Czech Republic, Greece, Hungary, Mongolia, Poland, Russia, etc.

Germanic Europe Austria, Belgium, Germany, Netherlands, etc.

Latin America Argentina, Bolivia, Chile, Colombia, Costa Rica, Mexico, etc.

Latin Europe France, French-speaking Canada, Italy, Portugal, Spain, etc.

Nordic Europe Denmark, Finland, Iceland, Norway, Sweden, etc.

Sub-Saharan Africa Ghana, Kenya, Namibia, Nigeria, Zambia, Zimbabwe, etc.

Southern Asia India, Indonesia, Malaysia, Philippines, Thailand, etc.

NOTE: The countries are NOT the clusters themselves. They are simply places where you are likely to find a

significant presence of the cultural clusters.

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* Significant variation within clusterBased on self-rating

INDIVIDUALISM COLLECTIVISM Emphasis on individual goals and individual rights Emphasis on group goals and personal relationships

Anglo Germanic Europe Nordic Europe

Eastern Europe Latin Europe

Arab Confucian Asia Latin America Southern Asia* Sub-Saharan Africa

LOW POWER DISTANCE HIGH POWER DISTANCE Emphasis on equality; shared decision-making Emphasis on differences in status; superiors make decisions

Anglo Germanic Europe Nordic Europe

Confucian Asia Eastern Europe* Latin Europe Sub-Saharan Africa

Arab Latin America Southern Asia*

LOW UNCERTAINTY AVOIDANCE HIGH UNCERTAINTY AVOIDANCE Emphasis on flexibility and adaptability Emphasis on planning and predictability

Anglo Eastern Europe Nordic Europe

Arab Confucian Asia* Germanic Europe Southern Asia* Sub-Saharan Africa

Latin Europe Latin America

COOPERATIVE COMPETITIVE Emphasis on collaboration, nurturing, and family Emphasis on competition, assertiveness, and achievement

Nordic Europe Sub-Saharan Africa

Arab Confucian Asia Eastern Europe Latin America Latin Europe Southern Asia*

Anglo Germanic Europe

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SHORT TERM LONG TERM Emphasis on immediate outcomes (success now) Emphasis on long term planning (success later)

Anglo Arab Eastern Europe Nordic Europe Sub-Saharan Africa

Germanic Europe Latin America Latin Europe Southern Asia*

Confucian Asia

LOW CONTEXT / DIRECT HIGH CONTEXT / INDIRECT Emphasis on explicit communication (words) Emphasis on indirect communication (tone, context)

Anglo Germanic Europe Nordic Europe

Eastern Europe Latin America Latin Europe

Arab Confucian Asia Southern Asia* Sub-Saharan Africa

BEING DOING Emphasis on quality of life Emphasis on being busy and meeting goals

Arab Latin America Nordic Europe Sub-Saharan Africa

Confucian Asia* Eastern Europe Latin Europe Southern Asia*

Anglo Germanic Europe

UNIVERSALISM PARTICULARISM Emphasis on rules; standards that apply to everyone Emphasis on specifics; unique standards based on relationships

Anglo Germanic Europe Nordic Europe

Eastern Europe Latin Europe

Arab Confucian Asia* Latin America Southern Asia Sub-Saharan Africa

NEUTRAL / NON-EXPRESSIVE AFFECTIVE / EXPRESSIVE Emphasis on non-emotional communication; hiding feelings Emphasis on expressive communication; sharing feelings

Confucian Asia Eastern Europe Germanic Europe Nordic Europe

Anglo* Southern Asia

Arab Latin America Latin Europe Sub-Saharan Africa

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MONOCHRONIC / LINEAR POLYCHRONIC / NON-LINEAR Emphasis on one thing at a time; punctuality; work and personal life

separate

Emphasis on multitasking; interruptions ok; work and personal

combined

Anglo Germanic Europe Nordic Europe

Confucian Asia* Eastern Europe Southern Asia

Arab Latin America Latin Europe* Sub-Saharan Africa

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MY NOTES

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MY NOTES

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