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DAVID LIVERMORE, PH.D. (Grand Rapids, MI) is the Executive Director of the Global Learning Center in Grand Rapids, Michigan. In addition, Dave is Senior Consultant and Research Fellow with the Cultural Intelligence Center in East Lansing, Michigan and a visiting research fellow at Nanyang Technological University in Singapore. Dave has done training and consulting with leaders in 75 countries across the Americas, Africa, Asia, Australia, and Europe.
Foreword | p. xi |
Preface | p. xiii |
Why This Book | p. xiii |
Research Basis | p. xiv |
How to Read This Book | p. xv |
Acknowledgments | p. xix |
What is CQ and Why do I need it? | |
You Lead Across a Multicultural Terrain: Why CQ? | p. 3 |
From West Michigan to West Africa | p. 5 |
Relevance to Leaders | p. 12 |
Understand Diverse Customers | p. 15 |
Manage Diverse Teams | p. 15 |
Recruit and Develop Cross-Cultural Talent | p. 16 |
Adapt Leadership Style | p. 17 |
Demonstrate Respect | p. 18 |
Cultural Intelligence vs. Other Intercultural Approaches | p. 19 |
Conclusion | p. 20 |
You Need a Map for the Journey: CQ Overview | p. 23 |
A Four-Dimensional Model | p. 25 |
CQ Drive: Showing Interest, Confidence, and Drive to Adapt Cross-Culturally | p. 26 |
CQ Knowledge: Understanding Cross-Cultural Issues and Differences | p. 26 |
CQ Strategy: Strategizing and Making Sense of Culturally Diverse Experiences | p. 27 |
CQ Action: Changing Verbal and Nonverbal Actions Appropriately When Interacting Cross-Culturally | p. 28 |
CQ Is Different from EQ | p. 32 |
A Repertoire of Skills | p. 34 |
An Inside-Out Approach | p. 35 |
Conclusion | p. 37 |
How Do I Become more Culturally Intelligent? | |
Whet Your Appetite: CQ Drive (Step 1) | p. 41 |
Be Honest with Yourself | p. 45 |
Examine Your Confidence Level | p. 47 |
Eat and Socialize | p. 49 |
Count the Perks | p. 53 |
Work for the Triple Bottom Line | p. 56 |
Conclusion | p. 59 |
Study the Topography: CQ Knowledge (Step 2a) | p. 63 |
See Culture's Role in Yourself and Others | p. 67 |
Universal | p. 70 |
Cultural | p. 71 |
Personal | p. 73 |
Review the Basic Cultural Systems | p. 74 |
Economic Systems: Capitalist vs. Socialist | p. 75 |
Marriage and Family Systems: Kinship vs. Nuclear Family | p. 76 |
Educational Systems: Formal vs. Informal | p. 79 |
Legal and Political Systems: Formal Laws vs. Informal Governance | p. 79 |
Religious Systems: Rational vs. Mystical | p. 81 |
Artistic Systems: Solid vs. Fluid | p. 85 |
Conclusion | p. 87 |
Dig Beneath the Terrain: CQ Knowledge (Step 2b) | p. 89 |
Learn the Core Cultural Values | p. 90 |
Event Time vs. Clock Time | p. 92 |
High Context vs. Low Context | p. 93 |
Individualism vs. Collectivism | p. 95 |
Low vs. High Power Distance | p. 98 |
Low vs. High Uncertainty Avoidance | p. 102 |
Understand Different Languages | p. 106 |
Conclusion | p. 109 |
Turn Off the Cruise Control: CQ Strategy (Step 3) | p. 113 |
Become More Aware | p. 116 |
Self-Awareness | p. 121 |
Other Awareness | p. 122 |
Plan Your Cross-Cultural Interactions | p. 124 |
Check to See If Your Assumptions and Plans Were Appropriate | p. 126 |
Conclusion | p. 128 |
Run, Walk, or Jog: CQ Action (Step 4) | p. 133 |
Adapt Your Communication | p. 137 |
Words | p. 138 |
Delivery | p. 145 |
Nonverbals | p. 146 |
Negotiate Differently | p. 150 |
Alter Your Timing | p. 150 |
Adapt Your Style | p. 151 |
Remain Flexible | p. 152 |
Act with Integrity | p. 152 |
Know When to Flex and When Not to Flex | p. 153 |
Conclusion | p. 157 |
How do I Apply CQ? | |
See the Journey Ahead: Proof and Consequences of CQ | p. 163 |
Results of CQ | p. 164 |
Enhanced Performance | p. 164 |
Better Decision Making | p. 165 |
Flexibility | p. 166 |
International Expansion | p. 167 |
Employer of Choice | p. 167 |
Prevention of Burnout and Creation of Personal Satisfaction | p. 168 |
Predictors of CQ | p. 168 |
Personality Traits | p. 169 |
Experiences | p. 171 |
Ways to Develop CQ | p. 172 |
Conclusion | p. 176 |
Recruit Travel Companions: Developing CQ in Your Team | p. 179 |
Integrate CQ with Your Overall Mission | p. 179 |
Build Commitment with Senior Leaders | p. 180 |
Fill the Organization with CQ Team Members | p. 181 |
Human Resource Personnel | p. 182 |
International Travelers | p. 183 |
Screen Candidates for CQ | p. 184 |
Reward Good CQ Performance | p. 185 |
Develop CQ Strategies | p. 186 |
Form CQ Structures | p. 188 |
Create CQ Decision-Making Systems | p. 190 |
Facilitate a CQ Learning Plan | p. 191 |
Show-and-Tell | p. 191 |
Divisional Training | p. 192 |
Personal CQ Development Plan | p. 192 |
Conclusion | p. 194 |
Appendix: Research Context | p. 199 |
Notes | p. 201 |
Index | p. 213 |
About the Author | p. 220 |
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