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Foreword | |
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Preface | |
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Why This Book | |
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Research Basis | |
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How to Read This Book | |
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Acknowledgments | |
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What is CQ and Why do I need it? | |
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You Lead Across a Multicultural Terrain: Why CQ? | |
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From West Michigan to West Africa | |
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Relevance to Leaders | |
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Understand Diverse Customers | |
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Manage Diverse Teams | |
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Recruit and Develop Cross-Cultural Talent | |
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Adapt Leadership Style | |
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Demonstrate Respect | |
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Cultural Intelligence vs. Other Intercultural Approaches | |
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Conclusion | |
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You Need a Map for the Journey: CQ Overview | |
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A Four-Dimensional Model | |
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CQ Drive: Showing Interest, Confidence, and Drive to Adapt Cross-Culturally | |
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CQ Knowledge: Understanding Cross-Cultural Issues and Differences | |
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CQ Strategy: Strategizing and Making Sense of Culturally Diverse Experiences | |
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CQ Action: Changing Verbal and Nonverbal Actions Appropriately When Interacting Cross-Culturally | |
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CQ Is Different from EQ | |
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A Repertoire of Skills | |
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An Inside-Out Approach | |
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Conclusion | |
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How Do I Become more Culturally Intelligent? | |
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Whet Your Appetite: CQ Drive (Step 1) | |
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Be Honest with Yourself | |
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Examine Your Confidence Level | |
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Eat and Socialize | |
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Count the Perks | |
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Work for the Triple Bottom Line | |
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Conclusion | |
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Study the Topography: CQ Knowledge (Step 2a) | |
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See Culture's Role in Yourself and Others | |
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Universal | |
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Cultural | |
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Personal | |
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Review the Basic Cultural Systems | |
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Economic Systems: Capitalist vs. Socialist | |
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Marriage and Family Systems: Kinship vs. Nuclear Family | |
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Educational Systems: Formal vs. Informal | |
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Legal and Political Systems: Formal Laws vs. Informal Governance | |
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Religious Systems: Rational vs. Mystical | |
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Artistic Systems: Solid vs. Fluid | |
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Conclusion | |
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Dig Beneath the Terrain: CQ Knowledge (Step 2b) | |
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Learn the Core Cultural Values | |
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Event Time vs. Clock Time | |
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High Context vs. Low Context | |
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Individualism vs. Collectivism | |
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Low vs. High Power Distance | |
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Low vs. High Uncertainty Avoidance | |
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Understand Different Languages | |
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Conclusion | |
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Turn Off the Cruise Control: CQ Strategy (Step 3) | |
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Become More Aware | |
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Self-Awareness | |
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Other Awareness | |
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Plan Your Cross-Cultural Interactions | |
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Check to See If Your Assumptions and Plans Were Appropriate | |
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Conclusion | |
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Run, Walk, or Jog: CQ Action (Step 4) | |
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Adapt Your Communication | |
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Words | |
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Delivery | |
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Nonverbals | |
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Negotiate Differently | |
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Alter Your Timing | |
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Adapt Your Style | |
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Remain Flexible | |
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Act with Integrity | |
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Know When to Flex and When Not to Flex | |
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Conclusion | |
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How do I Apply CQ? | |
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See the Journey Ahead: Proof and Consequences of CQ | |
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Results of CQ | |
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Enhanced Performance | |
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Better Decision Making | |
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Flexibility | |
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International Expansion | |
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Employer of Choice | |
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Prevention of Burnout and Creation of Personal Satisfaction | |
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Predictors of CQ | |
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Personality Traits | |
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Experiences | |
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Ways to Develop CQ | |
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Conclusion | |
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Recruit Travel Companions: Developing CQ in Your Team | |
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Integrate CQ with Your Overall Mission | |
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Build Commitment with Senior Leaders | |
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Fill the Organization with CQ Team Members | |
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Human Resource Personnel | |
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International Travelers | |
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Screen Candidates for CQ | |
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Reward Good CQ Performance | |
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Develop CQ Strategies | |
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Form CQ Structures | |
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Create CQ Decision-Making Systems | |
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Facilitate a CQ Learning Plan | |
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Show-and-Tell | |
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Divisional Training | |
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Personal CQ Development Plan | |
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Conclusion | |
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Appendix: Research Context | |
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Notes | |
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Index | |
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About the Author | |