FED

Feedback

Report

Manoj KHATRI

June 24, 2026

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Overall Performance

97th Percentile

Your overall performance was 97th percentile. This overall score is

based on how accurately you responded to the emails and messages

during the exercise. The score is a percentile, which shows your

overall performance relative to the CapsimInbox database. A score of

97th percentile means that you performed higher than 97% of the

individuals in the database.

Development Index

Your development index shows your

current level of skill proficiency is at the

Advanced level. Across all of the skills

measured, you Consistently

demonstrated this Advanced level of

proficiency. Your ultimate goal for

professional development is to

consistently demonstrate an advanced

level across all of the skills measured in

this exercise.

In c o n s is te

n tl y

S o m

e w h a t in

c o n s is te

n tl y

S o m

e w h a t c o n s is te

n tl y

C o n s is te

n tl y

Novice

Intermediate

Advanced

0 10 25 50 75 90 100

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Self Awareness

Your self-awareness index is a 1. This

score reflects how accurately your self-

assessments match the objective

assessments produced by CapsimInbox.

Higher scores equate to more accurate

self-awareness. Your score indicates that

you are currently very low in self-

awareness accuracy. When you are

inaccurate, it is due to under-rating

yourself. It is important to recognize that

an accurate understanding of your skills

is the essential first step to improving

these skills.

0

1

2

3

4

5

6

1

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Skill Gap

Legend of bar

Self-Assessment Score

Inbox Assessment Score

Leadership Style (team culture)

The behavior, use of power, and practices that an individual adopts

to govern, influence, direct, and motivate the behavior of

subordinates or followers.

Societal/National/Country Culture

Knowledge and sensitivity to cultural expressions, attitudes,

communication styles, and behaviors of individuals who differ in

language and relationship patterns, as well as socio-cultural

differences such as class, race, gender, geography and economic

status.

Individual Culture

The result of an individual’s life experiences including but not limited

to, one’s behavior, upbringing, values and beliefs, social

interactions, gender identity etc.

96

50

95

50

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Decision-Making Style

An individual’s efforts to gather, explore, and examine all relevant

facts and information about a problem or situation including the

identification of all individuals or groups affected by a decision.

Communication Style

The way in which an individual interacts and exchanges information

with others using both verbal and nonverbal means of expression.

Diversity & Inclusion

The practice of acknowledging and respecting persons whose

beliefs, practices and norms differ from one's own, as well as

exploring, engaging in and embracing the uniqueness of self and

others.

93

49

94

55

98

70

92

50

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Appendix - Developmental Tactics

Leadership Style (team culture)

Leadership Style is the behavior, use of power, and practices that an

individual adopts to govern, influence, direct, and motivate the behavior

of subordinates or followers. An individual’s collaborative, relationship-

based approach, and conflict management style are assessed.

Leadership development is especially critical to fill the gap of a

manager in cultural awareness when managing global projects.

Significant benefits can be achieved with a simple awareness of

differences. One most challenging aspect of sensitivity training is

trying to understand hundreds of different cultures, thousands of years

of history, and billions of people from different cultures. Start by

increasing your cultural sensitivity to build a foundation for respect and

understanding not only for yourself, but among your team.

A key role of a manager is motivating and encouraging others to gain an

accurate understanding of foreign cultures. Motivation is essential for

learning. Individuals with a higher motivation to understand human

behavior benefit more from their cross-cultural experiences and

consequently develop a better understanding of other cultures. As the

leader of a global team, it is critical that you show empathy and

motivation to understand human behavior and encourage this among

your team.

Societal/National/Country Culture

Culture is the underlying value framework that guides an individual’s

behavior and is learned behavior as individuals grow up and come to

understand what their society expects of them. Learning about culture

will help you avoid stereotyping by increasing your knowledge and

sensitivity to cultural expressions, attitudes, communication styles, and

behaviors of individuals who differ in language and relationship patterns,

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as well as socio-cultural differences, such as attitudes and biases, and

power determinants, such as class, race, gender, geographic location,

and poverty.

Geert Hofstede’s Cultural Dimensions framework is defined and used for

understanding country, national, or societal differences in culture.

Additional national cultural factors listed below are explored and

assessed in Capsim Cultural Awareness & Diversity Inbox simulation.

Level  I:  Country Culture / National / Societal Culture

The first level of culture is the country, national, or societal level.

Dynamics and patterns of behavior exhibited by each nationality are

particularly relevant for:  (a) entering a new market for product, service,

(b) cross-border division of labor, and (c) outsourcing relationships. For

example, when companies outsource IT, customer service, or production

to a partner in a different part of the globe, a manager must require a

keen understanding of the cultural context that determines outcomes.

 

Level II:  Social Culture Identity

Culture is observed at a more granular level, such as the social identity

group(s), the second level of culture. With greater global migration,

more complex national histories, and shifting demographic trends,

defining culture by national borders only does not capture true cultural

differences.

Overall, an individual’s behavior is directed by the need for social

approval. Aside from deviant social behavior and the social or medical

causes of such, most individuals act to obtain approval and avoid the

disapproval of others in social settings. In a work environment, this

motivation for an individual to be liked by others is evidenced by

individuals taking the initiative to make important decisions but first

discussing controversial topics with friends. Behavioral differences are

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observed when an individual acts differently depending on who is

present, changes their opinion to please others, always agrees with

others, makes excuses for their actions, or flatters others unnecessarily.

In a team workplace environment, social pressure to conform leads to

sub-optimized team performance by inhibiting open discussion or

blocking new solutions by stifling new ideas and contrarian opinions. A

tendency for groupthink or a consensus of opinion may arise by

inhibiting differences and stifling the opinions of all team members.

Level  III:  Corporate / Departmental (Function) / Team Culture

The third level of culture, corporate culture, is relevant because neither

of the above two levels are meaningful if managers are not willing to

scrutinize their own company practices and culture in light of how the

company interacts from within.

Today’s managers face cultural diversity when working with partners or

businesses abroad as well as when managing multi-cultural work teams

in their home country. Global organizations need to cultivate a culture of

diversity and inclusion to leverage the varied knowledge of the diverse

assets of a multi-cultural workforce. With a multi-cultural customer

market segment, matching the workforce to the social trends ensures a

company’s ideas and business strategy sense and match external

trends.

Corporate partnerships, joint ventures, and acquisitions frequently

deliver below expectations in part because cultural differences are

undervalued, and the cultural dynamics are misunderstood.

Collaboration with multi-cultural managers from other parts of the globe

exposes a manager to different styles of communication, approaches to

time, and managerial styles. Most often, these cultural differences cause

misunderstandings, team failures, and sub-par firm performance.

Successful global managers understand the need for awareness and

sensitivity to the facets of culture that help them become an exceptional

leader.

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In global organizations, a sub-culture of corporate culture is

departmental or functional culture (the cultures of a business unit, such

as finance, operations, human resources, R&D, marketing, etc.), which

are frequently as strong and diverse as national cultures. Cross-

functional awareness, clear communication, and effective team

collaboration is critical to achieving high-performance outcomes. Cross-

functional awareness, also referred to as the systems perspective, helps

managers see how functional departments impact each other and

encourages a holistic decision-making approach.  When managers

across departments communicate, collaborate and understand how their

decisions affect other departments, errors are reduced and efficiency is

improved through synchronized processes, which make a business more

effective and achieve higher outcomes.

Another sub-culture of corporate culture is team culture. Team culture

arises when teams develop a distinct identity in response to its purpose,

the context, composition, or leadership. Creating a team culture is

challenging across global borders with different time zones, language,

technology, and national culture differences. The effectiveness of global

or multi-cultural teams is dependent upon the team manager’s efforts to

develop a team by nurturing shared understandings of culture to

enhance collaboration across a multi-cultural team.

 

 

Individual Culture

Cultural differences are also present at the person or individual level.

The combined influence of culture and biological sex is described as

gender identity (Bem, 1981; Palan et al., 2001). Gender identity, or a

person’s sexual self-concept, affects how a person interprets information

and communicates. Gender identity designates the psychological

attributes that distinguish males from females and includes the feminine

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emotional and nurturing traits or a masculine competitive trait (Bem,

1981) of culture. Additional individual cultural factors listed below are

described and assessed in the simulation.

Furthermore, in today’s environment gender identities have become

increasingly fluid and more complex. Successfully understanding cultural

challenges requires a greater understanding and openness toward

differences in individual culture. Recognizing a cultural bias and

understanding cultural conditioning by developing cultural awareness

can unleash powerful change and transformation when managing global

teams.

Understanding Culture and Developing Cross-Cultural

Competence

The Cultural Awareness Inbox has helped to increase your awareness of

differences in culture so you will be more be successful in managing

domestic multi-cultural teams and collaborating across borders. With

practice, you will be a more effective manager in interacting with people

from different cultural backgrounds and function more effectively in

another culture.

When conducting international business in a foreign culture, you may

not be unable to understand what is expected of you, which may lead to

failure, relationship break-down, and financial losses for both parties or

organizations. Possessing a cross-cultural competence allows you to

draw upon your knowledge and skills to work successfully with people

from different cultural backgrounds both at home or abroad.

More importantly, possessing certain personalities will to some extent,

determine how suitable you are for a managerial role. Possessing

cultural awareness and sensitivity skills, when combined with key

personality traits and training, are a key to successful cross-cultural

management (Shaffer et al. 2006)

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Decision-Making Style

Decision-making style is an individual’s decision-making process that

begins with efforts to gather, explore, and examine all relevant facts and

information about a problem or situation including the identification of

the primary and tertiary individuals or groups affected by a decision. The

decision-making process should proceed using effective decision-making

techniques to generate an appropriate quantity and quality of

alternatives.

Next, alternatives and outcomes must be evaluated for equity, impact,

feasibility, risk, likelihood of success, as well as the financial and

nonfinancial impact on all stakeholders. Root cause analysis is explained

in detail and decision-making style is assessed on the two dimensions

listed below

Communication Style

A communication style is the way in which an individual interacts and

exchanges information with others using both verbal and nonverbal

means of expression. The individual’s communication style is a function

of national culture, context, work culture, individual culture, age, and

much more. The individual’s communication style is assessed using the

chosen communication behaviors listed below.

A multi-cultural or cross-cultural communication exchange is complex

and filled with potential miscommunications that may damage

relationships permanently and cause failure to achieve team goals

Diversity & Inclusion

Diversity & Inclusion is assessed on the individual’s chosen responses to

fictitious scenarios to improve awareness and behavior.

Discrimination is the illegal, unjust or prejudicial treatment of individuals

based on their protected characteristics of race, sex, sexuality, religion,

age, national origin, disability, and more. Harassing an employee on any

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of their protected characteristics is illegal.

Harassment is a specific type of discrimination that is offensive or

insulting conduct that an employee must endure to retain their job that

is severe enough that it creates a hostile work environment. Harassing

behavior can be verbal slurs, physical misbehaviors, and abusive items

or pictures.

Diversity & Inclusion is the practice of acknowledging and respecting

persons whose beliefs, practices and norms differ from one's own, as

well as exploring, engaging in and embracing the uniqueness of self and

others. Diversity extends beyond the range of human differences of

race, ethnicity, gender, gender identity, sexual orientation, age, social

class, physical ability or attributes, religion, ethical values systems,

national origin, and political beliefs. Inclusion actively and intentionally

promotes a sense of belonging, and respectfully values the talents,

beliefs, backgrounds, and ways of living of all individuals

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