Cultural Intelligence

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Framework Primer
Cultural Intelligence
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REASSESSMENT
AND
EVALUATION
6
CQ
DEVELOPMENT
5
TRAINING AND
APPLICATION
4
TRAINING
INITIATION
3
TRAINING
SELECTION
2
INTIAL
ASSESSMENT
1

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Contents
Overview
Cultural Intelligence Profiles
Cultivating Cultural Intelligence Process
Templates
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Presentation Overview
Cultural Intelligence (CQ) is a model that ability to cope with national, corporate,
and vocational cultures. It was developed by Christopher Earley and Elaine
Mosakowski, based on a study of 2,000 managers across 60 countries. CQ is the
ability to understand unfamiliar contexts, and then to adjust. It captures an
outsider’s seemingly natural ability to interpret someone’s unfamiliar and
ambiguous gestures the way that person’s fellow compatriots would.
CQ is incredibly useful in business settings, particularly within larger
organizations. For instance, in a large company, there are conflicting sub-
cultures—e.g., the sales team vs. engineers, PR vs. legal. Various business units,
departments, functions, and geographical regions each have their own cultures.
This model identifies 3 sources of Cultural Intelligence and 6 Cultural Intelligence
Profiles.
This presentation also includes a Cultural Intelligence Self-assessment, process
to improving CX, as well as a set of templates to be used in your own decks.
Although some aspects of CQ may be innate, any individually reasonably alert, motivated,
and poised can attain an acceptable level of CQ.
Different cultures exist throughout an organization—BUs, departments,
functions, regions—thus having high Cultural Intelligence is important

First, let’s defined Cultural Intelligence and better understand the
difference between it and closely related concept of Emotional Intelligence
CQ and EQ
To lead effectively, a good leader needs strong EQ and CQ—and of course, also a high IQ.
Cultural Intelligence (CQ) is the natural evolution from the established notions of Intelligence Quotient
(IQ) and Emotional Intelligence (EQ):
EMOTIONAL INTELLIGENCE
A person with high EQ
understands what makes us
human and what makes each of
us different from one another.
CULTURAL INTELLIGENCE
A person with high CQ can
somehow extract out of a
person’s or group’s behavior
those features that would be
true of all people and all groups,
those unique to this person or
this group, and those that are
neither universal nor
idiosyncratic.
CQ picks up
where EQ
leaves off

Our actions and demeanor
must prove that we have
already to some extent entered
the new culture/world.
This can be the way we shake
hands or order a coffee—
evidence of an ability to mirror
the customs and gestures of
the people around us will prove
that we respect them well
enough to want to be like them.
By adopting people’s habits
and mannerisms, we eventually
come to understand in the most
elemental way what it is like to
be them. As a result, they also
become more trusting and
open to us.
− Studies have shown job
candidates who adopted
some of the mannerisms of
recruiters with cultural
backgrounds different from
their own were more likely to
be made an offer.
Rote learning and directly inquiring are both
ineffective approves. Therefore, most people
find it difficult to discover a point of entry into
alien cultures.
An individual with high cognitive CQ notices
clues to a culture’s shared understandings—
these can appear in any form and any context
but somehow indicate a line of interpretation
worth pursuing.
The 3 Sources of Cultural Intelligence
There are 3 sources of Cultural Intelligence—Cognitive, Physical, and
Emotional/Motivational
Adapting to a new culture requires confidence
in the ability to master the new situation and
overcoming obstacles and setbacks.
If we don’t believe ourselves to be capable of
understanding people from unfamiliar cultures,
we may give up after efforts meet with hostility
or incomprehension.
To stay motivated in the learning and adaption
processes of a new culture, highly efficacious
people do not depend on obtaining rewards—
which can be unconventional or long delayed.
EMOTIONAL AND MOTIVATIONAL (HEART)
COGNITIVE (HEAD)PHYSICAL (BODY)

Having strong Cultural Intelligence typically corresponds with having the
following skills
Cross-cultural Skills
Intercultural effectiveness requires a broad set of skills that are mostly “soft.”
1
2
3
4
5
Relational Skills
We love to talk and interact with
people from other cultures
Tolerance of Uncertainty
We are able to tolerate
uncertainties, ambiguities, and
unexpected changes in an inter-
cultural interaction
Adaptability
We can change our behavior
according to the existing cultural
demands.
Empathy
We can put ourselves in a
culturally different person's
shoes and imagine the situation
from his or her perspective
Perceptual Acuity
We understand other people's
sentiments and subtle meanings
during inter-cultural interactions.

Use this self-assessment to evaluate your Cultural Intelligence
Cultural Intelligence Self-assessment
Source: Culture Intelligence, Harvard Business Review, Earley and Mosakowski, 2004
Diagnosing
Your Cultural
Intelligence
These statements reflect different facets of cultural intelligence. For each set, add up your scores and divide by four to produce an
average. Our work with large groups of managers shows that for purposes of your own development, it is most useful to think about
your three scores in comparison to one another. Generally, an average of less than 3 would indicate an area calling for improvement,
while an average of greater than 4.5 reflects a true CQ strength.
Rate the extent to which you agree with each statement, using the scale:
1 = strongly disagree, 2 = disagree, 3 = neutral, 4 = agree, 5 = strongly agree
If I encounter something unexpected
while working in a new culture, I use
this experience to figure out new ways
to approach other cultures in the future
I plan how I’m going to relate to people
from a different culture before I meet
them
Before I interact with people from a
new culture, I ask myself what I hope
to achieve
____
____
____
When I come into a new cultural
situation, I can immediately sense
whether something is going well or
something is wrong
+ ____
Total
____ ÷ 4 = Cognitive CQ
It’s easy for me to change my body
language (for example, eye contact or
posture) to suit people from a different
culture
____
I can alter my expression when a
cultural encounter requires it
____
I modify my speech style (for example,
accent or tone) to suit people from a
different culture
____
I easily change the way I act when a
cross-cultural encounter seems to
require it
+ ____
Total
____ ÷ 4 = Physical CQ
I have confidence that I can deal well
with people from a different culture
____
I am certain that I can befriend people
whose cultural backgrounds are
different from mine
____
I can adapt to the lifestyle of a different
culture with relative ease
____
I am confident that I can deal with a
cultural situation that’s unfamiliar+ ____
Total
____ ÷ 4 =
Emotional/
Motivational CQ

Contents
Overview
Templates

Using the CQ Self-assessment, we can classify our CQ into 1 of 6
Cultural Intelligence Profiles (1/2)
Most managers fall into least 1 of the following 6 Cultural Intelligence Profiles. By answering the
questions in the CQ Self-assessment, we can determine which one describes you best:
The
Provincial
Very effective when working with people of similar background
Runs into trouble when venturing away from people of a similar background
This person methodically deciphers a foreign culture’s rules and expectations by resorting to a
variety of elaborate learning strategies.
The most common form of analyst realizes pretty quickly he is in alien territory, but then determines
(usually in stages) the nature of the patterns at work and how he should interact with them.
The Analyst
This person relies entirely on his or her intuition vs. relying on on a systematic learning style.
The natural is rarely steered wrong by first impressions.The Natural
Like many politicians and diplomats, this person may not know much about the culture he has just
entered, but he convincingly communicates his certainty that he belongs there.
Among the managers of multinational companies studied from the survey of 2,000 managers across
60 countries (by Earley and Mosakowski), the ambassador is the most common type.
The ambassador’s confidence is a very powerful component of his or her CQ.
The ambassador must have the humility to know what he/she doesn’t know—that is, to know how to
avoid underestimating cultural differences, even though doing so will inflict a degree of discomfort.
The
Ambassador

The person who has the highest levels across all 3 CQ components is
the Chameleon
Cultural Intelligence Profiles (2/2)
Most managers fall into least 1 of the following 6 Cultural Intelligence Profiles. By answering the
questions in the CQ Self-assessment, we can determine which one describes you best:
The Mimic
This person has a high degree of control over his or her actions and behavior
Also has a great deal of insight into the significance of the cultural cues he/she picks up.
Mimicry definitely puts hosts and guests at ease, facilitates communication, and builds trust.
−Note mimicry is not the same as pure imitation, which can be interpreted as mockery.
The chameleon possesses high levels of all three CQ components—but is a very uncommon
managerial type.
He or she even may be mistaken for a native of the country.
Some of these people are able to achieve results that natives cannot, due to their insider’s skills and
outsider’s perspective.
Chameleons also don’t generate any of the ripples that unassimilated foreigners inevitably do.
The
Chameleon
From the survey of 2,000 managers across 60 countries, it was found that only about 5% of
the managers we surveyed belonged in the Chameleon profile category.

Contents
Overview
Templates

REASSESSMENT
AND
EVALUATION
6
CQ
DEVELOPMENT
5
TRAINING AND
APPLICATION
4
TRAINING
INITIATION
3
TRAINING
SELECTION
2
We can improve the CQ of ourselves and our employees using a simple
6-step process
Cultivating Cultural Intelligence – Process Overview
Unlike other aspects of personality, CX can be developed in psychologically healthy and
professionally competent people following a 6-step approach:
Continue to
cultivate and
improve CQ.
Re-assess the
individual’s CQ
using the same
test and
determine further
training.
INTIAL
ASSESSMENT
1
Conduct an initial
assessment of
individual’s CQ.
Select training
curriculum
targeting
weaknesses.
Begin training in
line with CQ.
Continue with
training, while
also applying
learnings to real
world
encounters.

We begin the process by taking the Cultural Intelligence
Self-assessment, although other tools can be used to assess
Cultivating Cultural Intelligence – Steps 1, 2, 3
TRAINING INITIATIONTRAINING SELECTIONINTIAL ASSESSMENT
The individual examines his CQ
strengths and weaknesses in
order to establish a starting
point for future development
efforts.
Our Cultural Intelligence Self-
assessment tool is one
approach, but we can also use
other methods, e.g. an
assessment of a person’s
behavior in a simulated
business encounter and 360-
degree feedback on a person’s
past behavior in an actual
situation.
The person selects training that
focuses on his or her
weaknesses.
− Someone lacking physical
CQ might enroll in acting
classes.
− Someone lacking cognitive
CQ might work on
developing his analogical
and inductive reasoning (e.g.
by reading several business
case studies and distilling
their common principles).
The general training curriculum
and exercises decided in the
previous step are applied.
If motivational CQ is low, a
person might be given a series
of simple exercises to perform.
− E.g. finding out where to buy
a newspaper or greeting
someone who has arrived to
be interviewed.
− Mastering simple activities
such as greetings or
transactions with local
shopkeepers establishes a
solid base from which to
move into more demanding
activities, such as giving an
employee a performance
appraisal.
321

REASSESSMENT AND
EVALUATION
CQ DEVELOPMENT
TRAINING AND
APPLICATION
The individual organizes her
personal resources to support
the approach she has chosen.
The classroom theory must be
applied to real world in order for
the person to truly learn,
change, and improve his or her
CQ.
Also, consider: are there
people at her organization with
the skills to conduct this
training, and does her work unit
provide support for it?
A realistic assessment of her
workload and the time available
for CQ enhancement is
important.
The person gains confidence
and continues master by
utilizing and practicing the
classroom theories in the actual
cultural setting.
He or she coordinates his plans
with others, basing them on his
CQ strengths and remaining
weaknesses. .
− If his strength is mimicry, this
person would be among the
first in his training group to
venture forth.
− If his strength is analysis, this
person would first want to
observe events unfold and
then explain to the others
why they followed the pattern
they did.
The individual re-evaluates his
or her newly developed skills
and how effective they have
been in the new setting.
− This can be done after
collecting 360-degree
feedback from colleagues
individually or eavesdropping
on a casual focus group that
was formed to discuss the
person’s progress. .
The person should undergo
further training in specific areas
where applicable to further
strengthen CX and cultural
adaptation.
6
At the end of our process, we end with another
assessment using the same diagnostic tool
Cultivating Cultural Intelligence – Steps 4, 5, 6
54

Contents
Overview
Templates

Insert headline
Cross-cultural Skills – TEMPLATE
Insert bumper.
1
2
3
4
5
Relational Skills
Tolerance of Uncertainty
uncertainties, ambiguities, and
unexpected changes in an inter-
cultural interaction
Adaptability
We can change our behavior
according to the existing cultural
demands.
Empathy
Perceptual Acuity

Insert headline
Cross-cultural Skills – TEMPLATE ALTERNATE
Insert bumper.
1
2
34
5
Relational
Skills
uncertainties, ambiguities,
and unexpected changes
in an inter-cultural
interaction
We can change our
behavior according to the
existing cultural demands.
We understand other
people's sentiments and
subtle meanings during
inter-cultural interactions.
We love to talk and
interact with people
from other cultures
Tolerance
of Uncer-
tainty
AdaptabilityEmpathy
Per-
ceptual
Acuity

Insert headline
Insert bumper.
1
2
34
5
Tolerance
of Uncer-
tainty
AdaptabilityEmpathy
Per-
ceptual
Acuity
Relational
Skills

Insert headline
Insert bumper.
Relational
Skills
Tolerance
of Un-
certainty
Adaptability
Empathy
Perceptual
Acuity
uncertainties, ambiguities,
and unexpected changes in
an inter-cultural interaction
We can change our behavior according
to the existing cultural demands.

Insert employee name
Cultural Intelligence Self-assessment – SCORING TEMPLATE
Diagnosing
Your Cultural
Intelligence
These statements reflect different facets of cultural intelligence. For each set, add up your scores and divide by four to
produce an average. Our work with large groups of managers shows that for purposes of your own development, it is
most useful to think about your three scores in comparison to one another. Generally, an average of less than 3 would
indicate an area calling for improvement, while an average of greater than 4.5 reflects a true CQ strength.
Rate the extent to which you agree with each statement, using the scale:
1 = strongly disagree, 2 = disagree, 3 = neutral, 4 = agree, 5 = strongly agree
If I encounter something unexpected
while working in a new culture, I use
this experience to figure out new ways
to approach other cultures in the future
I plan how I’m going to relate to people
from a different culture before I meet
them
Before I interact with people from a
new culture, I ask myself what I hope
to achieve
____
____
____
When I come into a new cultural
situation, I can immediately sense
whether something is going well or
something is wrong
+ ____
Total
____ ÷ 4 = Cognitive CQ
It’s easy for me to change my body
language (for example, eye contact or
posture) to suit people from a different
culture
____
I can alter my expression when a
cultural encounter requires it
____
I modify my speech style (for example,
accent or tone) to suit people from a
different culture
____
I easily change the way I act when a
cross-cultural encounter seems to
require it
+ ____
Total
____ ÷ 4 = Physical CQ
I have confidence that I can deal well
with people from a different culture
____
I am certain that I can befriend people
whose cultural backgrounds are
different from mine
____
I can adapt to the lifestyle of a different
culture with relative ease
____
I am confident that I can deal with a
cultural situation that’s unfamiliar+ ____
Total
____ ÷ 4 =
Emotional/
Motivational CQ
NAME:
___________
DATE:
__ / __ / __

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Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
about our company.
• General Inquiries
support@flevy.com
• Media/PR
press@flevy.com
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