The Cultural Intelligence Difference

The Cultural Intelligence Difference

Master the One Skill You Can't Do Without in Today's Global Economy

Book - 2011
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American Management Association
Most people know that some basic cultural sensitivity is important. But few have developed the deep cultural intelligence (CQ) required to really thrive in our multicultural workplaces and globalized world. Now everybody can tap into the power of CQ to enhance their skills and capabilities, from managing multi cultural teams and serving a diverse customer base to negotiating with international suppliers and opening offshore markets. The Cultural Intelligence Difference gives readers: * Customized strategies for improving interactions with people from diverse cultures * New findings on the bottom-line benefits of cultural intelligence * Examples of major organizations that use CQ to achieve success A high CQ points to more than just cultural sensitivity. It is linked to improved decision making, negotiation, networking, and leadership skills-and provides a crucial advantage in a crowded job market. The Cultural Intelligence Difference delivers a powerful tool for navigating today's work world with finesse-and success.

Thomas Nelson
The Cultural Intelligence Difference is a powerful tool for navigating today's diverse work world with finesse and success. This invaluable resource helps readers tap into the power of cultural sensitivity to enhance their skills and capabilities for business breakthroughs.

Book News
Livermore, a business consultant, trainer, and researcher at Nanyang Technological U. in Singapore, explains what cultural intelligence is, ways to improve it, and why business leaders, entrepreneurs, and other professionals need it to be effective in any cross-cultural situation. He details research on the concept; how to take and score the online self-assessment; the four capabilities of drive, knowledge, strategy, and action and how to improve them; and examples of how this intelligence has helped individuals and organizations. Annotation ©2011 Book News, Inc., Portland, OR (

Publisher: New York : AMACOM, American Management Association, c2011
ISBN: 9780814417065
Characteristics: xvi, 207 p. : 1 ill. ; 24 cm


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Sep 22, 2013

David Livermore provides a method to evaluate and improve one’s own CQ (Cultural Intelligence Quotient); how well one interacts and communicates with people from cultures different from one’s own. In addition to the text, each book also provides access to an online CQ assessment that gives the reader a place to start in self-evaluation. Livermore illustrates how CQ is so important in today’s diverse workplace and even daily life. He argues that success in business depends on one’s ability to succeed and thrive in a wide range of cultural situations; with a diverse staff, international stakeholders, and customers from around the world. Most importantly Livermore stresses that high CQ doesn’t come naturally, it is a skill that is developed through practice and awareness.

There are four core capabilities that make up CQ; CQ Drive the motivation and confidence in taking on cross-cultural challenges, CQ Knowledge a basic understanding of cultural differences and similarities as well as how to best discover this information when needed, CQ Strategy the ability to process and make sense of culturally diverse experiences, and CQ Action the ability to act on one’s CQ knowledge and behave appropriately in cross-cultural situations while still remaining true to one’s self. This book, The Cultural Intelligence Difference is a wonderful place to start to evaluate one’s CQ and build on one’s ability to function successfully in an ever increasingly diverse world.

Jun 25, 2013

I would not recommend that the library purchase any more copies of this book. I read the lengthy introduction and the first two chapters, all of which were padding with no substantive information about how to evaluate or augment one's cultural intelligence or that of others. I was then directed to complete a Cultural Intelligence questionnaire on-line...except that some reader had already torn out the access code in the back of the book (the access code was single-use in any case). The fact that the author requires e-users and anyone other than the original readers of the book to pay to get access to the questionnaire puts the lie to his assertion that participants' responses will contribute to the store of knowledge regarding cultural intelligence. This is unlikely to be the case if the use of the test has been restricted to the narrow segment of the population willing to buy the book or buy the e-version, then pay separately to take the test.


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