CQ Assessment, Local Ministry, and the Great Commission
Rodney Courson
GLST 650 – Intercultural Communication
May 2025
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Contents
Introduction .................................................................................................................. 3
CQ Assessment Evaluation .............................................................................. 3
Cross-Cultural Effectiveness in Local Ministry ............................................... 6
Conclusion ........................................................................................................ 7
Bibliography ................................................................................................................. 9
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Introduction
In a world characterized by globalization and cultural complexity, the task of fulfilling
the Great Commission in Matthew 28: The command of Jesus in Matthew 28:18–20 directs
Christians to interact with people from various cultural backgrounds. The command from Jesus
to His disciples to make disciples of all nations requires both spiritual dedication and a practical
grasp of cultural influences on communication and faith practices. The ability to operate
successfully across various national, ethnic, and organizational cultures known as Cultural
Intelligence (CQ) serves as a vital resource for today’s gospel ministry.
This study examines how believers develop cross-cultural engagement capabilities
through the four dimensions of Cultural Intelligence (CQ) Drive, Knowledge, Strategy, and
Action. Through an evaluation of my own abilities and real-world practice I will identify my CQ
strengths and weaknesses to create a development strategy and assess how these findings affect
my ministry work. My community outreach efforts will target cross-cultural engagement among
local youth who represent a mix of different races and economic backgrounds. My intention is to
show how blending CQ with biblical obedience enables intercultural competence to strengthen
church missions at both the local and global levels.
CQ Assessment Evaluation
My CQ Assessment revealed the following scores in each dimension:
CQ Drive: 48
CQ Knowledge: 65
CQ Strategy: 54
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CQ Action: 67
CQ Overall: 58
My profile reveals the highest score in CQ Drive demonstrating my robust internal desire for
cross-cultural engagement. My primary focus on diverse cultures coupled with a spiritual
mission drives me to connect across cultural boundaries to share the gospel. Learning from
others brings me joy as I listen to their stories and find purpose in connecting Scriptural truths to
their specific life situations. The Great Commission demands that we move past our comfort
zones to spread Christ's teachings. Cultural engagement stands as a spiritual practice based on
Christ’s love for humanity while serving as an essential leadership ability.
My low performance in CQ Strategy and CQ Action suggests that I need to focus on intentional
development in these areas. CQ Strategy requires the development of plans for intercultural
exchanges through proactive challenge anticipation, cultural distinction recognition and past
experience analysis to modify future actions. The effectiveness of any good intentions can
diminish without careful planning. CQ Action evaluates how well I adjust my verbal and
nonverbal behavior during real-time interactions with individuals from various cultures. A
deficiency in this skill set makes gospel clarity difficult to achieve and creates trust barriers
which show insensitivity regardless of good intentions.
I need to intentionally plan for intercultural interactions and actively request input from those I
serve along with dedicating time for continuous self-reflection to develop these skills. Through
development in CQ Strategy and Action I can become both fervent about cross-cultural ministry
and skilled in its execution.
To improve, I have outlined the following steps:
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Short-Term Goals (Next 4–8 Weeks):
1. Read and annotate intercultural communication texts, particularly Discovering the
Mission of God by Ed Stetzer and Leading with Cultural Intelligence by David
Livermore.
2. Initiate weekly conversations with individuals from different cultural backgrounds to
practice adaptive communication.
3. Seeking feedback from multicultural peers or ministry partners on how my
communication style is perceived.
Long-Term Goals (Next 3–6 Months):
1. Join or form a multicultural ministry team to collaborate on projects such as
community outreach or youth events.
2. Attend intercultural training or a mission’s workshop to sharpen cultural perspective
and strategy.
3. Journal cross-cultural interactions, noting what worked, what did not, and what
adjustments could be made in the future.
Theologically, this journey aligns with Paul’s missional philosophy in 1 Corinthians 9:22,
“I have become all things to all men, that I might by all means save some” (NKJV). Paul’s
adaptive approach to cultural engagement mirrors the heart of CQ, bridging differences for the
sake of the gospel. He did not compromise the truth of the message but adjusted his methods to
meet people where they were—socially, culturally, and spiritually. This model challenges
modern ministry leaders to pursue both faithfulness to Scripture and flexibility in approach,
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ensuring the message of Christ is heard clearly and compassionately across every cultural
boundary.
Cross-Cultural Effectiveness in Local Ministry
My current local ministry context involves serving as a mentor and spiritual guide for a
diverse group of high school students, many of whom are economically disadvantaged and come
from racial and ethnic minority groups. Within this context, applying intercultural
communication and CQ principles is crucial.
One of the key challenges I face is bridging the cultural and generational gap between
myself and students whose worldview has been shaped by technology, social activism, and
family dynamics unfamiliar to me. According to Chang and Chang, effective cross-cultural
ministry begins with empathy and active listening, not just biblical proclamation. Too often,
well-meaning leaders speak truth without contextualizing it in ways the hearers can receive. This
is a form of “unintentional cultural ignorance,” which can undermine gospel impact.
Drawing from Livermore’s model, I apply CQ Action by adapting my communication
style, using visuals, stories, and illustrations that resonate with Gen Z and students from low-
income homes. For instance, rather than using abstract theological terms like “justification,” I’ll
frame it in relational terms, “God made a way to make things right between us and Him.”
Additionally, I have incorporated collaborative planning with students, allowing them to
shape youth events and outreach efforts. This not only increases ownership but also models the
inclusivity of the gospel. According to intercultural ministry strategist Sherwood Lingenfelter,
“Partnerships thrive when power is shared, and listening precedes leadership.”
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The result has increased trust, deeper spiritual conversations, and more consistent
discipleship. We have launched multicultural small groups and student-led prayer times that
reflect their voice and values while rooted in biblical truth.
However, gaps remain. I still struggle with time management when balancing ministry
with other vocational responsibilities, which can hinder follow-up and relational consistency—
both vital in cross-cultural ministry. To address this, I am delegating more to youth leaders and
focusing my energy on mentoring a core group of student leaders from different cultural
backgrounds.
Considering Matthew 28:18–20, this ministry reflects a localized expression of the Great
Commission. The nations have come to our neighborhoods, and our churches must be equipped
to disciple them. If we ignore cultural realities, we risk becoming irrelevant or, worse,
unintentionally offensive. But when we grow in CQ and intercultural sensitivity, we reflect the
inclusive heart of the gospel that invites “every tribe and tongue” to the table (Revelation 7:9).
Conclusion
Cultural Intelligence is not a modern add-on to ministry; it is a gospel necessity. Jesus’
command to go and make disciples of all nations is not geographically limited. It requires
cultural humility, intentional preparation, and a love that transcends preference and prejudice.
My CQ Assessment has revealed both strengths and blind spots, but through intentional growth
and reliance on the Holy Spirit, I can better engage others for Christ. Furthermore, by applying
CQ principles in my local ministry context, I have seen the transformative power of empathy,
adaptability, and gospel clarity. The world is at our doorstep. To reach it, we must not only
preach the message of Christ but also embody His heart in culturally meaningful ways. As I
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continue growing in CQ, I pray that I will become more like Christ, who stepped into our culture,
spoke our language, and loved us into God’s family. That is the goal of the intercultural ministry.
That is the heart of the Great Commission. And it begins not with a strategy, but with a
surrendered heart ready to be shaped by God for the sake of every nation, tribe, and tongue.
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Bibliography
Chang, H. Edward, and Peter W. Chang. Cultural Intelligence and the Church: A Biblical
Introduction to Cross-Cultural Ministry and Mission. Lexington Books/Fortress Academic,
2021.
Lingenfelter, Sherwood G. Ministering Cross-Culturally: A Model for Effective Personal
Relationships. Baker Academic, 2003.
Livermore, David. Leading with Cultural Intelligence: The Real Secret to Success. 2nd ed.
AMACOM, 2015.
Stetzer, Ed, ed. Discovering the Mission of God: Best Missional Practices for the 21st Century.
Baker Academic, 2012.
Personal CQ Assessment Report. Cultural Intelligence Center. Accessed May 2025.
The Holy Bible, New King James Version. Nashville: Thomas Nelson, 1982.
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