INDEX
accuracy, test for, 134–135
acting, 151–152
adaptability, 144
“Advanced Search” in Google, 83
Afghanistan, 180–181
Africa, 84
air-travel revenue, 4
alertness, fear and, 52
Americans, lack of global “consciousness, 85
Arnsten, Amy, 62
art museums, 80–81
assumptions, risk of, 99
Austria, 92–93
autonomy, 62
awareness, 107
Awareness sub-dimension, 112–113
BBC news, 85
CQ Knowledge and, 73–74
see also CQ Action (behavior)
being, vs. doing, 92–93
Bennett, Milton, 22
biases, facing, 49–50
brain
ambient, neural activity, 124
intercultural experiences and, 6
loss of control and, 62
Brown, Kirk, 121
burnout, 16
business, protocols for, 153
Business (Legal and Economic Systems) sub-dimension, 75
Canadian Armed Forces, 180–181
case study, 65–66
CQ Action and, 142–143, 153, 158, 165
CQ Drive and, 42–43
CQ Knowledge and, 70–72, 93, 97, 103–104
CQ Strategy and, 108–109, 110, 116, 125, 127, 138
performance review, 189
categorizing people, 188
category width, 117
celebrations, attending, 79
Checking sub-dimension, 112–113
checklists, 130–131
Chile, 90–91
cognition, 28–29
see also CQ Knowledge (cognition)
collaboration, 163
collectivism, vs. individualism, 89
communication, 92
competitiveness, vs. cooperativeness, 90–91
competitive edge, from enhancing CQ, 11–19
confidence, 41
connecting with existing interests, 51
context, 92
control, maintaining, 62–63
cooperation, vs. competition, 90–91
coping ability, 132
corporate profitability, 18
CQ (cultural intelligence) appearance of, 8–11
beginnings, 26–28
benefits of increasing, 11–19
defining, 3
developmental nature of, 171–173
importance, 21–22
measurement, 29–31
vs. other approaches to cultural competence, 32–33
power of, 169–189
as success predictor, xi
what it is, 5–7
CQ Action (behavior), 7, 141–166
assessing, 145–147
case study, 142–143, 153, 158, 165
in CQ capability progression, 172–173
importance of, 144
improving, see CQ Action (behavior) improvement strategies
increasing, 166
self-assessment score, 37
sub-dimensions, 146–147
CQ Action (behavior) improvement strategies, 148–164
acting, 151–152
basic vocabulary, 155–156
multicultural team, 163–164
place of need, 160–162
slowing down, 159
social skills repertoire, 149–150
taboos, 153–154
CQ Action Plan, creating, 185–186
CQ coaching, 101–102
CQ Drive (motivation), 7, 41–67
assessing, 45–47
case study, 42–43
improving, see CQ Drive (motivation) improvement strategies
in CQ capability progression, 172–173
increasing, 67
self-assessment score, 37
significance of, 44–45
sub-dimensions, 46–47
CQ Drive (motivation) improvement strategies, 48–66
connecting with existing interests, 51
facing biases, 49–50
maintaining control, 62–63
recharging batteries, 59–61
rewarding yourself, 57–58
scaring self, 52–54
travel, 64–66
visualizing success, 55–56
CQ Knowledge (cognition), 7, 69–105
assessing, 74–76
behavior and, 73–74
case study, 70–72, 73–74, 93, 97, 103–104
improving, see CQ Knowledge (cognition) improvement strategies
in CQ capability progression, 172–173
self-assessment score, 37
CQ Knowledge (cognition) improvement strategies, 77–104
CQ coaching, 101–102
cultural identity exploration, 95–97
culture study up close, 78–81
Google searches, 82–83
increasing global awareness, 84–85
language study, 98
learning about cultural values, 88–94
literature and film, 86–87
seeking diverse perspectives, 99–100
CQ Multi-Rater Assessment, 30
accessing, 36
CQ Action, 145–147
CQ Drive, 45–47
CQ Knowledge, 74
CQ Strategy, 111–113
preparation for taking, 35–36
results interpretation, 36–38
CQ Strategy (meta-cognition), 7, 107–139
assessing, 111–113
case study, 108–109, 110, 116, 125, 127, 138
in CQ capability progression, 172–173
importance, 110–111
improving, see CQ Strategy (meta-cognition) improvement strategies
self-assessment score, 37
CQ Strategy (meta-cognition) improvement strategies, 114–137
asking better questions, 136–137
checklists, 130–131
expectations management, 128–129
focusing deeply, 120–122
journaling, 123–125
noticing without response, 115–116
reframing situation, 132–133
social interactions, 126–127
test for accuracy, 134–135
thinking widely, 117–119
CQS (Cultural Intelligence Scale), 29
cross-cultural, 190n2
cross-cultural adjustment, 12–14
cross-cultural demands, energy for, 59–61
cultural broker, 101–102
cultural contexts, capability of functioning in variety of, xi
cultural hatred, problems from, 19
cultural identity, 95–97
cultural ignorance
career implications, 53
impact of, 52
Cultural Intelligence (Earley), 26, 27
Cultural Intelligence Center, 30
Cultural Intelligence Scale (CQS), 29
cultural knowledge, 23
cultural situations, adapting to, 3
cultural values, learning about, 88–94
culture study, 78–81
cultures, influence of, 95
Dairy Association, marketing campaign, 9–10
decision making, 15
Detterman, D. K., 27
differences, response to, 8
distractions, internal, 124
diverse perspectives, seeking, 99–100
diversity, 169
employee response to training, 44
doctrine of necessity, 116
doing, vs. being, 92–93
Earley, Christopher, 24
The Economist, 85
emotional intelligence (EQ), 21, 25
energy, regaining, 59–61
English language, variations, 157
ethnic organizations, celebrations by, 79
ethnocentrism, 96
evidence-based meta-model, 32
expectations management, 128–129
Extrinsic CQ Drive sub-dimension, 46
eye contact, 153
fear, as motivator, 52
Filipino culture, 134
film, 86–87
first impressions, 49
flexibility, 62
focusing deeply, 120–122
Fried, Jason, 119
Friedman, Thomas, The World Is Flat, 4
fundamentalism, 174
Gagnon, Melissa, 181
Gawane, Atul, 130
General Electric, growth estimates, 4
Gianasso, Guido, 180
global awareness, 149–150
increasing, 84–85
global consciousness, 23
global leadership effectiveness, 16
globalization, 4
goals, rewards for reaching, 57
Goffman, Erving, 152
Google Scholar, 83
Google searches, 82–83
grocery stores, 79
Hansson, David Heinemeier, 119
Harvard, 50
Harvard Business Review, 26
hatred, cultural, 19
high CQ
example, 10
progression from low CQ, 8–9
Hong Kong, 90
hospitals, with high CQ leadership, 10
human resource managers, with high CQ, 10
humor, 165
Hungary, 90–91
I-Lead Program, 178–180
implicit association tests, 50
independence, 62–63
India, 89
Individual Cultural Values Inventory, 94
individualism, vs. collectivism, 89
inspiration, 177–184
integration, 170–171
intelligence, complementary factors, 28–29
and CQ, 5
intercultural, 190n2
intercultural research, 24
intercultural understanding, 69
internal distractions, 124
International Air Transport Association (IATA), 178–180
Internet searches, 82–83
Interpersonal sub-dimension, 75
Intrinsic CQ Drive sub-dimension, 46
IQ, and performance, 21
jet lag, 59
“jingle and jangle” fallacy, 22
job performance, 14–16
jokes, 154
Jordan, 89
journaling, 123–125
judgmental response, avoiding, 115
Kiss, Bow, or Shake Hands, 153
language study, 98
basic vocabulary, 155–156
new vocal sounds, 157–158
Leadership sub-dimension, 76
Leading with Cultural Intelligence (Livermore), 173
learned capabilities, 32
learning, from others, 53
left-hand use, 153
Linhart, Terry, 78
literature, 86–87
Livermore, David, Leading with Cultural Intelligence, 173
example, 9–10
progression to high CQ, 8–9
McLane, Daisann, 87
mental health, caring for, 59
Merton, Robert, 129
see also CQ Strategy (meta-cognition)
Mexico, 92
Middle East, immigration office paperwork, 72
Mindful Attention Awareness Scale, 121
mindfulness, 120
mission trips, participation in international, 4
bases of, 46
see also CQ Drive (motivation)
movies, 86–87
multicultural, 190n2
multicultural team, 163–164
mutual understanding, 19
Nanyang Technological University (NTU; Singapore), 183–184
need, coming from place of, 160–162
negotiations across cultures, 15
Netherlands, 90–91
networking, 15
disconnecting for recharging self, 60
news sources, different perceptions from, 100
nonverbal signals, 98
Nonverbal sub-dimension, 146–147
North Americans, participation in international mission trips, 4
noticing without response, 115–116
novels, 86–87
Obama, Barack, 100
One World (Singer), 4
organizational charts, 89
People to People movement, 181–183
people watching, 78
performance on job, 14–16
perseverance, 44
personal well-being, 16–17
personality, 32–33
place of need, 160–162
Planning sub-dimension, 112–113
power distance, 89–90
power of CQ, 169–189
application, 184
inspiration: success stories, 177–184
integration, 170–171
progression, 171–173
reflection, 175–176
tension, 174–175
practical intelligence, 25
problem setting, 176
profitability, 18
progression, 171–173
pronunciation, web resources on, 160
protocols, for business and social interaction, 153
questions, asking better, 136–137
reflection, 175–176
reframing situation, 132–133
Reid, Edna, 82
religious symbols, 154
research
beginnings, 22–29
continuing, 31
intercultural, 24
respect, 19
rewards, 57–58
right or wrong, 117–119
risk, 90
Roberts, Gregory David, Shantaram, 116
Rock, David, 128
Russia, 90
Ryan, Richard, 121
Saudi Arabia, 92
scaring self, 52–54
Schon, Donald, 176
search engines, 82–83
Self-Efficacy CQ Drive sub-dimension, 46
Shantaram (Roberts), 116
Singapore, 84
Singer, Peter, One World, 4
sleep, 59
slowing down, 159
social intelligence, 25
social interactions, 126–127
protocols for, 153
socialization process, 49
Socio-Linguistics sub-dimension, 75
South Korea, 91
speech, rate of, 159
Speech Acts sub-dimension, 146–147
stereotypes, 70
Sternberg, R. J., 27
Storti, Craig, 101
subcultures, 93
sub-dimensions, scores for, 37–38
success, visualizing, 55–56
success stories, 177–184
Sweden, 92–93
taboos, 153–154
teachers, with high CQ, 10
team, multicultural, 163–164
technology, disconnecting for recharging self, 60
tension, 174–175
thinking widely, 117–119
time orientation, 91
tourist visas, 4
travel, 64–66
travelers, ability to adjust to cultural norms, 27–28
uncertainty avoidance, 90
United Kingdom, 90
children, 4
“us” versus “them,” xiii
Verbal sub-dimension, 146–147
vocabulary
learning basic, 155–156
volume when speaking, 157
web resources, 85
Individual Cultural Values Inventory, 94
on pronunciation, 160
Why questions, 136–137
Wiesel, Elie, 19
Wilbur, Ken, 19
workforce, cultural diversity in, 65
world, view of, xii–xiii
The World is Flat (Friedman), 4