CQ ENHANCEMENT -- Lessons from Giraffe a

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Lessons from Giraffe and Elephant Oliver R. Phillips

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OBJECTIVES OF SEMINAR

Objectives of Seminar : 

Objectives of Seminar Identify the critical scope and processes involved in cross-cultural ministry initiatives Gain increased awareness about ethnic and organizational cultures of ministry context Discern the core assumptions of one’s own cultural perspective Strengthen one’s ability to discern the fundamental assumptions of other cultures Promote the personal humility, sensitivity and mutual respect that mature, Christ-like relationships across cultures require Develop a plan for utilizing CQ in one’s own ministry

We are God’s Creation : 

We are God’s Creation

From The Giraffe’s Perspective… : 

From The Giraffe’s Perspective… Is this partnership worth pursuing? If so, why? If not, why? What are the challenges? What tensions did you experience? What was your intention when you invited the elephant in?

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Is this partnership worth pursuing? If so, why? If not, why? From The Elephant’s Perspective… What are the challenges? What tensions did you experience? What was the impact on you of Giraffe’s suggestion?

Elephant thought long and hard before answering. “You know, Giraffe, I was looking forward to being here. I want to work with you but, to tell you the truth, I don’t think a giraffe’s house is ever going to work for an elephant.” : 

Elephant thought long and hard before answering. “You know, Giraffe, I was looking forward to being here. I want to work with you but, to tell you the truth, I don’t think a giraffe’s house is ever going to work for an elephant.”

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What do you do when you encounter someonewho isn’t like you? How do you feel? What goes on inside you? How do you relate to him or her? What does it look like to contextualize ourselves in the cultures in which we find ourselves at any given time? What do we do when we encounter the Other, and how do we react to him or her? What is CQ?

Research Behind CQ : 

Research Behind CQ Meta-model rooted in academic findings Not culturally specific Multiple intelligences research Goes beyond comparative knowledge Emphasizes learned capabilities

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Kolb'slearningstyles © concept david kolb,adaptation and design alan chapman 2005-06 based on Kolb's learning styles, 1984

Who Benefits from CQ? : 

Who Benefits from CQ? Taps into research to become more successful in culturally diverse markets Wants to know how to accomplish learning objectives among students from various cultural backgrounds Officials are being trained in cultural intelligence to increase their odds of “winning” in opportunities in foreign settings Cultural Intelligence could have no better home than the Christian faith

Defining CQ – Map for the Journey : 

Defining CQ – Map for the Journey CQ is a four-dimensional framework that provides a Path of Learning to love the “Other” CQ is research-based, is more than just knowledge, emphasizes learner capabilities, and is not culturally specific CQ is the capability to function effectively across national, ethnic, and organizational cultures

The Four-Dimensional Model of Cultural Intelligence : 

The Four-Dimensional Model of Cultural Intelligence CULTURAL INTELLIGENCE

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CQ DRIVE © www.CulturalQ.com Our level of interest, drive and motivationto adapt cross-culturally CQ Drive

CQ Drive : 

Step 1:What’s My Motivation? Showing interest,confidence, anddrive to adaptcross-culturally CQ Drive

CQ Drive : 

CQ Drive Profile Of A LeaderWith High CQ: Motivated to learnand adapt to new,diverse culturalsettings Confidence in their adaptive abilities Confidence caninfluence theirperformance incross-culturalsituations

How To Develop CQ Drive: : 

How To Develop CQ Drive: Be honest with yourself Examine your confidence level Eat and socialize Count the perks Become passionate about the bottom line

Key Question: : 

Key Question: What’s my level of confidence and motivation for this cross-cultural assignment? If it’s lacking, what can I do to increase it?

Best Practices for CQ Drive : 

Best Practices for CQ Drive Try the local specialties Live for something bigger Calculate the personal, organizational, and global cost of not prioritizing cultural intelligence Connect your cross-cultural assignment with other interests Accept whatever cross-cultural opportunitiesare available

CQ Knowledge : 

CQ Knowledge CQ KNOWLEDGE CQ DRIVE © www.CulturalQ.com Our level of understandingabout cultural issues CQ KNOW-LEDGE

CQ Knowledge : 

CQ Knowledge Step 2:What Do I Need To Know? Understandingcross-culturalissues anddifferences

CQ Knowledge : 

CQ Knowledge Profile Of A LeaderWith High CQ Knowledge: Rich understandingof culture—and how it affectsthe way peoplethink and behave Knowledge ofhow cultures arealike—anddifferent Understandingof how cultureshapes behavior

How To Develop CQ Knowledge: : 

How To Develop CQ Knowledge: See culture’srole in your-self and inothers Review the basic cultural systems Learn the core cultural values Understand different languages

Key Question: : 

Key Question: What cultural under-standing do I need forthis cross-culturalassignment?

Best Practices for CQ Knowledge : 

Best Practices for CQ Knowledge Study a foreign language Read international novels and memoirs Be globally informed Gain some basic insights about your assignment Go to the grocery store

Basic Cultural Values : 

Basic Cultural Values Event Time vs. Clock TimeEvents begin and end when all the participants feel the time is right rather than artificially imposing clock time High Context vs.Low Context High-context cultures are places where people have significant history together; a great deal of under-standing can be assumed Individualism vs. Collectivism Some cultures are largely governed by a commitment to do what’s best for the individual Low vs. High-Power Distance Power distance is the extent to which differences in power and status are expected and accepted Low vs. High Uncertainty Avoidance Cultures scoring high on uncertainty avoidance are places where people are uncomfortable with ambiguity and risk

CQ Strategy : 

CQ Strategy CQ KNOWLEDGE CQ DRIVE © www.CulturalQ.com Our level of awareness and ability to planin light of our cultural understanding CQ KNOW-LEDGE CQ STRA-TEGY

CQ Strategy : 

Step 3:How Should You Plan? Strategizing andmaking sense ofculturally diverseexperiences CQ Strategy

CQ Strategy : 

Profile Of A LeaderWith High CQ Strategy: Develops use of cultural understanding to plan for new situations Conscious of knowledge needed about unfamiliar cultural situations Able to monitor, analyze and adjust their behavior in different cultural settings CQ Strategy

How To Develop CQ Strategy: : 

How To Develop CQ Strategy: Become more aware Plan your cross-cultural interactions Check to see if your assumptions and plans were appropriate

Key Question: : 

Key Question: What do I need to planin order to do thiscross-cultural assignmentsuccessfully?

What Do You See? : 

What Do You See?

Best Practices for CQ Strategy: : 

Best Practices for CQ Strategy: Keep a journal of cross-cultural reflections Engage in active planning Find cultural guides Practice the “Why? Why? Why?” strategy Examine cross-cultural situations in what you see and read

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CQ KNOWLEDGE CQ DRIVE © www.CulturalQ.com Our level of adaptability when leadingand relating cross-culturally CQ KNOW-LEDGE CQ STRA-TEGY CQ ACTION CQ Action

CQ Action : 

CQ Action Step 4:What Behaviors Do You Need To Adjust? Changing verbal andnonverbal actionsappropriately wheninteractingcross-culturally

CQ Action : 

CQ Action Profile Of A LeaderWith High CQ Action: Can draw on otheraspects of CQ to translate enhancedmotivation, under-standing and plan-ning into actions Possesses a broad reservoir of behaviors, which can be used depen-ding on context

How To Develop CQ Action: : 

How To Develop CQ Action: Adapt your communi-cation Negotiate differently Know when—and when not—to flex

Key Question: : 

Key Question: What behaviors shouldI adapt for this cross-cultural assignment?

Best Practices for CQ Action: : 

Best Practices for CQ Action: Learn what practices and taboos are most important for the persons and people group Assess for CQ action in volunteers and paid staff language directed toward any specific group Look for consistent feedback Go together Develop a zero-tolerance policy for inappropriate jokes and language directed toward any specific group

Reports of Success : 

Reports of Success Enhanced performance Better decision-making Flexibility Cultural expansion

Ways to Develop CQ : 

Ways to Develop CQ Read Go to themovies Eat out Journal Learn a new language Attendculturalcelebrations Go to the temple, mosque, or church Consume a variety of news sources Look for culture Join a multicultural group Take an acting class Find a cultural coach (read the localnews when youtravel) Travel Create afaith club Create taboo lists Go to the museum Talktotaxidrivers Take public transit Stroll throughthe grocerystore Question,question,QUESTION! Identify your weakest dimension of CQ

So, Plan your next Assignment! : 

So, Plan your next Assignment! Step 1: Examine your motivation (CQ drive) Step 2: Seek to understand (CQ knowledge) Step 3: Think outside the box as you plan (CQ strategy) Step 4: Effect-ively lead with respect (CQ action)