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9

THE CULTURAL INTELLIGENCE S CALE ( CQS)

Read each statement and select the response that best describes your capabilities. Select the answer
that BEST describes vou AS YOU REALI_Y ARE.

(1 = strongly disagree; 7 = strongly agree)

Strongly Strongly
Disagree Agree

1. I am conscious of che cultural knowledge I use 1 2 3 4 5 6 7


when interacting with people with different cultural
backgrounds.

2. I adjust my cultural knowledge as I interact with 1 2 3 4 5 6 7


people from a culture that is unfamiliar to me.

3. 1 am conscious of the cultural knowledge I apply 1 2 3 4 5 6 7


to cross-cultural interactions.

4. I check the accuracy of my cultural knowledge as I 1 2 3 4 5 6 7


interact with people frota different cultores.

5. I know the legal and econornic systems of 1 2 3 4 5 6 7


other cultores.

6. I know the roles (e.g., vocabulary, grarnrnar) of 1 2 3 4 5 6 7


other languages.

7. I know the cultural values and religious beliefs of 1 2 3 4 5 6 7


other cultores.

8. 1 know the marriage systems of other cultures. 1 2 3 4 5 6 7

9. I know the arts and crafts of other cultures. 1 2 3 4 5 6 7

(Continued)

459
460 NEGOTIATION

(Continued)

Strongly Strongly
Disagree Agree

10. I know the rules for expressing nonverbal 1 2 3 4 5 6 7


behaviors in other cultures.

11. I enjoy interacting with people from 1 2 3 4 5 6 7


different cultures.

12. 1 am confident that I can socialize with locals in 1 2 3 4 5 6 7


a culture that is unfamiliar to me.

13. I am sure I can deal with the stresses of adjusting 1 2 3 4 5 6 7


to a culture that is new to me.

14. 1 enjoy living in cultures that are unfamiliar to me. 1 2 3 4 5 6 7

15. 1 am confident that 1 can get accustotned to the 1 2 3 4 5 6 7


shopping conditions in a different culture.

16. I change my verbal behavior (e.g., accent, tone) 1 2 3 4 5 6 7


when a cross-cultural interaction requires it.

17. I use pause and silence differently to suit different 1 2 3 4 5 6 7


cross-cultural situations.

18. I vary the rate of my speaking when a 1 2 3 4 5 6 7


cross-cultural situation requires it.

19. 1 change my nonverbal behavior when a 1 2 3 4 5 6 7


cross-cultural situation requires it.

20. I alter my facial expressions when a 1 2 3 4 5 6 7


cross-cultural interaction requires it.

Source: Cultural Intelligence Center 2005. Used by permission of the Cultural Intelligence Center

Scoring
Items 1-4 reflect the strategic dimension of one's cultural IQ (CQ).

Items 5-10 reflect the knowiedge dimension of one's CQ.

Items 11-15 reflect the motivational dimension of one's CQ.


Items 16-20 reflect the behavioral dimension of one's CQ.

J
Appendix 461

To assess each dimension, average the scores using the 1-7 ratings. To determine your overall
cultural IQ, average the dimension averages. Each dimension is explained below. These explanations/
interpretations are excerpted and adapted from Ang, VanDyne, Koh, Ng, Templer, Tay & Chandrasekar
(2007). References have been ornitted.

Metacognitive or Strategic CQ reflects mental processes that people use to acquire and
understand cultural knowledge, including knowledge of and control over individual thought
processes relating to culture. High scores on this dimension indicate that people plan,
monitor and revise rnentaI models of cultural norms for countries or groups of people These
people are consciously aware of others' cultural preferences before and during interactions.
They also question cultural assumptions and adjust their mental models during and after
interactions.

Knowledge or Cognitive CQ reflects one's knowledge of the norms, practices and


conventions in different cultures. This includes knowledge of the economic, legal and social
systems of different cultures and subcultures, and knowledge of basic frameworks of cultural
values. Those with high cognitive CQ understand similarities and differences across cultures

Motivational CQ reflects the capability to direct attention and energy toward learning about
and functioning in situations characterized by cultural differences. Those with high
motivational CQ direct attention and energy toward cross-cultural situations based on
intrinsic interest and confidence in their cross-cultural effectiveness.

Behavioral CQ reflects the capability to exhibit appropriate verbal and nonverbal actions
when interacting with people from different cultures. Mental capabilities for cultural
understanding and motivation rnust be complemented with the ability to exhibit appropriate
verbal and nonverbal actions, based on cultural values of specific settings. This includes
having a vide and flexible repertoire of behaviors. Those with high behavioral CQ exhibit
situatiornally-appropriate behaviors based on their broad range of verbal and nonverbal
capabilities. Examples include exhibiting culturally appropriate words, tone, gestores and
facial expressions.

Ackerman, P. L. 1996. A theor y of adult intellectual development: Process, personality, interests, and knowledge.
Intelligence, 22: 227-257.
Ang. S.. Van Dyne. L.. & Koh, S. K. 2006. Personality correlates of the Tour-factor model of cultural intelligence.
Group and Organization Management, 31: 100-123.
462 NEGOTIATION

INCIDENTS IN NEGOTIATION SCAL E

Use the scale provided to rate the appropriateness of each of these tactics for negotiating something that
is i mportant to you. Be as candid as you can about what you think is appropriate and acceptable to do.

(lf you have any p eed to explain your rating on a tactic, please do so in the margin or at the endlback
of the questionnaire.)

Not Appropriate \'ery Appropriate


1. Promise that good things will happen to your 1 2 3 4 5 6 7
opponent if he/she gives you what you want, even
if you know that you can't (or won't) deliver these
things when the other's cooperation is obtained.
2. Intentionally misrepresent information to your 1 2 3 4 5 6 7
opponent in order to strengthen your negotiating
argumenta or position.
3. Attempt to get your opponent fired from his/her 1 2 3 4 5 6 7
position so that a new person will take his/her place.
4. Intentionally misrepresent the nature of 1 2 3 4 5 6 7
negotiations to your constitticncy in order to
protect delicate discussions that Nave occurred.
5. Gain information about an opponent's negotiating 1 2 3 4 5 6 7
position by paying your friends, associates, and
contacts to get this information for you.
6. Make an opening demand that is far greater than 1 2 3 4 5 6 7
what you really hope to settle for.
7. Convey a false impression that you are in 1 2 3 4 5 6 7
absolutely no hurry to come to a negotiated
agreement, thereby trying to put time pressure on
your opponent to concede quickly.
8. In return for concessions from your opponent 1 2 3 4 5 6 7
now, offer to make future concessions which you
know you will not follow through on.
9. Threaten to make your opponent look weak or 1 2 3 4 5 6 7
foolish in front of a boss or others to whom helshe
is accountable, even if you know that you won't
actually carry out the threat.
10. Deny the validity of information which your 1 2 3 4 5 6 7
opponent has that weakens your negotiating positon,
even though that information is true and valid.

( Robinson, Lewicki, and Donahue, 1997)


Appendix 463

Not Appropriate Very Appropriate

11. Intentionally misrepresent the progress of 1 2 3 4 5 6 7


negotiations to your constituency in order to make
your own position appear stronger.

1 2. Talk directly to the people who your opponent 1 2 3 4 5 6 7


reports to, or is accountable to. and tell them
things that will undermine their confidence in
your opponent as a negotiator.
1 3. Gain information about an opponent's negotiating 1 2 3 4 5 6 7
position by cultivating his/her friendship through
expensive gifts, entertaining or "personal favors."
1 4. Make an opening demand so highllow that it 1 2 3 4 5 6 7
seriously undermines your opponent's confidence
in his/her ability to negotiate a satisfactory
settlement.
1 5. Guarantee that your corlstituency vi11 uphold the 1 2 3 4 5 6 7
settlement reached, although yotr know that they
will likely violate the agreernent later.

1 6. Gain information about an opponent's negotiating 1 2 3 4 5 6 7


position by trying to recrtrit or hire one of your
opponent's tean'trnates (on the conclition that the
teamrnate bring corlfidential information with
Ili m/her).

Use the scale to compute averages for the following


Dimensions of the Ethics Scale from Chapter 9.

Traditional Competitive Bargaining - #6, 7, 14

Att acking Oppone rlt's Network - #3, 9, 12

E ^tlse Proinises - # 1 , 8, 15

Misrepresentation - #2, 4. 10. 11

Inappropriate Information Gathering - #5. 1 3. 16


464 NEGOTIATION

COMMUNICATION STYLE SURVEY

Carcfully consider cach of the following staitettleiits; then circie the answer that best describes you.
If you are torn between two answers, go with your initial reaction. It is more likely to reflect your
personal style. When you are finished, use the Scoring Summary sheets to compute your score. Be
as honest as you can in your responses, as no one else will need to see thern.
You will be using the following Rey: For each question circle the letter that best represents your
response.

A Not at ah l like me

B Not much like me

C Somewhat like me

D A lot like me

E Completely like me

1. I am not very precise A B C D E

2. I am reserved around strangers A B C D E

3. I like envisioning big projects A B C D E

4. 1 do not promote an atmosphere of harmony .A B C D E

5. I do not follow instructions A B C D E

6. I am courageous A B C D E

7. 1 lack attention to detail A B C D E

8. 1 mix easily with new people A B C D E

9. 1 feel calm and relaxed most of the time A B C D E

1 0. 1 am not talkative A B C D E

11. I like big challenges A B C D E

1 2. 1 analyze situations carefully A B C D E

1 3. I maintain a cheerful disposition A B C D E

1 4. I am shy with new people A B C D E

1 5. 1 am persistent A B C D E

1 6. I am soft-spoken A B C D E

1 7. I pay attention to detail A B C D E


Appendix 465

1 8. I am quick to challenge the views of others A B C D E

1 9. I enjoy talking in front of a group A B C D E

20. I am careful and deliberate in making a decision A B C D E

21. I am not peaceful in my inner self A B C D E

22. I am not confident in my abilities A B C D E

23. I am a good team player A B C D E

24. I am daring A B C D E

25. I am focused on getting things done right A B C D E

26. I am even-tempered under most circumstances A B C D E

27. I do not like taking risks A B C D E

28. I am not generous with my time A B C D E

29. 1 make new friends easily A B C D E

30. 1 atta very cautious A B C D E

31. 1 am trusting of others A B C D E

32. 1 am not outgoing A B C D E

Source: Adapted from Douglas. E. (1998). Straight talk: Turning eommunieation upside downfor strategic results. Davies-
Black Publishing. Palo Alto, CA. Used by perrnission of the author.