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Intercultural Competence Questionnaire

  
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Global Literacy
In today's increasingly competitive world, it is a fundamental requirement for all managers and businesses to be effective in doing business and managing with different cultures.

This applies equally to:

  • those working where there is diversity in the work force
  • those travelling and working in different cultures
  • those receiving business visitors from other cultures


    • It is NOT: about changing your behaviours to try to emulate the culture(s) you are working with.
    It is NOT: simply 'Do in Rome as Romans do... etc.

    Measuring Global Literacy
    We measure and assess Global Literacy using our Intercultural Competence Questionnaire. The instrument has been developed after extensive research and validation studies with clients companies across the world.

    		  
             
     

    		 

    Sample questions

    Which of the following describes best the way of working, or working environment that you prefer?
       
    One way is to work as an individual, on my own, be my own boss and exercise as much discretion as possible, with no one depending on me.
       
    Another is to work in a team, where the team is held responsible for the performance of all members and keeps them participating and contributing.
       
    Another is to work in a team, where we solve problems together, but each member has a say in decisions, can count on others and can introduce new initiatives.
       
    Another way is to make sure that individual initiative and responsibility to the team are well balanced, so that neither one becomes over emphasised.
       
    A fifth is to work as an individual, on my own, be my own boss, but to seek within a team validation for my views and championship of my ideas.

    		 
     

     

     

     

    		  

     
    Be carefull. This is also not the best answer. Those who exhibit a higher Intercultural Competence would answer differently.

    But, it is not just about working in teams or alone as an individual. In some cultures you may be more individualistic rather than team oriented - and in some cultures more team (collectivistic or communitarian) than individualistic. It's not this factor alone that achieves Intercultural Competence.

    Try again with another option or try a new question.
    Well done. This is a good answer. Those who exhibit a higher Intercultural Competence answer like this.

    It is not just about working in teams or alone as an individual. In some cultures you may be more individualistic rather than team oriented - and in some cultures more team (collectivistic or communitarian) than individualistic. It's not this factor alone that achieves Intercultural Competence.

    What you are demonstrating is the tendency to use the value of teams through the development of individuals AND using the power of individuals to strengthen teams. This is just the type of approach that is effective in working across cultures.

    Review the other options to this question or try a new question.
    This is not the best answer. Those who exhibit a higher Intercultural Competence would answer differently.

    You have chosen a compromise option. Compromise is still only a lose-lose option for all parties. There are better answers/approaches.

    Try again with another option or try a new question.


    Two individuals are considered for promotion. One person is more senior, is elder, and has longer experience in different parts of the organisation and has more extensive contacts. The other younger, is more ambitious and with an excellent performance record in his brief stay with the organisation.

    Which alternative do you agree with when considering appointments ?
       
    		Performance in the job is the only important criterion. If the younger man can perform better than the elder, despite the latter's experience, there is all the more reason for promoting him and phasing out the elder staff.
       
    The senior gave more years and more loyalty to the organisation. We need not just performers but coaches and judges of achievements, people concerned to leave behind a legacy and nurture excellence in others
       
    The senior gave more years and more loyalty to the organisation. If you threaten to displace him/her with younger people, then he/she will see these as rivals, not pupils and cease to mentor them and develop their talents.
       
    Seniority does not prevent managers being promoted for performance within their age range. It follows that seniority and ability are partly convergent and we should try to combine both these approaches in any promotion policy.
       
    Performance in the job is the only important criterion. It is also the most objective, fairest and up-to-date since challenges are constantly changing. It is important to mentor younger people so let it be 'performance' we value and reward.
    This is not the best answer. Those who exhibit a higher Intercultural Competence would answer differently.

    You have chosen a compromise option. Compromise is still only a lose-lose option for all parties. There are better answers/approaches.

    Try again with another option or refer to a summary explanation.
    This is not the best answer. Those who exhibit a higher Intercultural Competence would answer differently.

    You have chosen an answer based on an achievement oriented culture. There are better answers/approaches.

    Try again with another option or refer to a summary explanation.
    This is not the best answer. Those who exhibit a higher Intercultural Competence would answer differently.

    You have chosen an answer in which status is ascribed (who you are, rather than what you do).

    There are better answers/approaches.

    Try again with another option or refer to a summary explanation.
    Well done. This is a good answer. Those who exhibit a higher Intercultural Competence answer like this.

    It is not just about status deriving from seniority or achievement only. Neither of these approaches singly achieves Intercultural Competence.

    What you are demonstrating is the propensity to use the value of seniority to nurture the development of younger performers AND using status to reward high perfomers. This is just the type of approach that is effective in working across cultures.

    Review the other options to this question or procedd to a summary explanation.
    Our Intercultural Competence Questionnaire extends these concepts over the complete spectrum of the seven dimensions of culture model. We also cross correlate these types of responses with 360 degree feedback on actual business performance and other competences and competency frameworks. This assessment tool is available as a paper-based service, inter-active PC Windows application, and an on-line Web page version.

    Based on our extensive research, we have accumulated evidence from a large number of individuals and organisations that demonstrates a link between bottom line business results and this tendency to reconcile cultural differences.

    Developing your Intercultural Competence
    Our workshops, consultancy, publications (paper and CD-ROM) are all different ways in which you can access our methodologies to help you and your organisation become more effective in doing business and managing across cultures.

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