This is the after-action report from the Cultural Intelligence Assessment Project commissioned by DLNSEO, which was designed as a first step toward understanding if and how the CQ Assessment can be used to meet the need across DoD for an empirical, academically valid way of measuring cross-cultural competence.
This is the after-action report from the Assessing Culture and Regional Training Programs Across DoD project commissioned by DLNSEO, which called for the expanded and strategic use of the CQ Military Survey across DoD.
This report documents the Institute of Defense Analyses' examination of the infusion of language, regional, and cultural (LRC) content into Professional Military Education (PME) across the Services, from pre-commissioning through the General Officer/Flag Officer (GO/FO) level.
This report describes the development of an operational tool for planners that enables them to identify REC capability requirements during the planning process.
This interim report summarizes the results of an independent assessment of Department of Defense (DoD) personnel systems and databases, focused on the identification and differentiation of what personnel data exist, where, and at what organizational level, as well as what is done with those data.
The purpose of this summary report is to detail the progress made in identifying potential barriers and gaps within organizations and to serve as a resource for the development of a Cross-Cultural Competence (3C) White Paper.
Increasingly, the United States Army operates in multinational, and therefore, multicultural, environments. Teamwork within such settings requires the ability to see events as members of other cultures see them. The goal of the research was to define a set of multicultural perspective taking skills that will enable Army leaders to function effectively in multinational alliances.
While group intellectual capital, manifested in the ability to transfer core competencies from one experience to the next, is critical for sustaining competitive advantage, today's organization faces the difficulty of measuring and managing these intangible assets. Here we examine the unique role of expatriate managers in enhancing group intellectual capital by facilitating the transfer of knowledge across national borders.
This article describes cross-cultural research on the relation between how people conceptualize nature and how they act in it.
In this research, we examined the impact of cultural intelligence (CQ) on intercultural negotiation processes and outcomes, controlling for other types of intelligence (cognitive ability and emotional intelligence), personality (openness and extraversion), and international experience.