This assessment measures individuals' work styles in order to compare with other cultures, colleagues, and team members.

As a result of this assessment, participants will be able to improve productivity when working with others who have different styles and develop strategies for improved collaboration. 

In this activity, participants are challenged to recognize the role of their cultural backgrounds in team communication settings.

This activity encourages participants to recognize personal agendas and their role in group projects and teamwork, reflect on their own personal agendas, and explore ways of mitigating tensions that personal agendas can create.

This activity can be facilitated in groups to help teams of learners "understand that race is not as biological as we initially thought and recognize emerging scientific evidence in support of a more social constructivist mindset of race/ethnicity" (Li & Kung, 2021). 

In this piece, presented at 1994 SIETAR (Society for Intercultural Education, Training and Research) Conference, Barbar Kappler presents a history of intercultural learning to shed light on where the field has been, how it has evolved, and where it is now.

This book chapter from Milton Bennett aims to bridge the gap between academic and professional goals and purpose in international education by detailing a history of intercultural communication, learning, and competence.

Cultural intelligence is defined as an individual's ability to function effectively in situations characterized by cultural diversity. With contributions from eminent scholars worldwide, the "Handbook of Cultural Intelligence" is a 'state-of-the-science' summary of the body of knowledge about cultural intelligence and its relevance for managing diversity both within and across cultures. Because cultural intelligence capabilities can be enhanced through education and experience, this handbook emphasizes individual capabilities - specific characteristics that allow people to function effectively in culturally diverse settings - rather than the approach used by more traditional books of describing and comparing cultures based on national cultural norms, beliefs, habits, and practices.The Handbook covers conceptional and definitional issues, assessment approaches, and application of cultural intelligence in the domains of international and cross-cultural management as well as management of domestic activity. It is an invaluable resource that will stimulate and guide future research on this important topic and its application across a broad range of disciplines, including management, organizational behavior, industrial and organizational psychology, intercultural communication, and more.

Ang, S., & Van Dyne, L. (Eds.) Handbook of cultural intelligence. Theory measurement and application. https://doi.org/10.4324/9781315703855

This book explains to those living and working in another country how to identify and develop their Cultural Intelligence, or CQ. Cultural intelligence is an outsider’s natural ability to interpret and respond to unfamiliar cultural signals in an appropriate manner. CQ is distinguished by three core features: the head, or the ability to discover new information about a culture; the heart, or one’s motivation and confidence in dealing with a culture; and the body, or the capability to adapt actions and behavior so that they are appropriate in a new culture. A manager with a high CQ can enter into new cultural settings—national, professional, organizational, regional—and immediately understand what is happening and why, confidently interact with people, and engage in the right actions. Filled with real-world examples and case studies, this book explains how to assess one’s own skills and improve one’s CQ.

Early, P. C., Ang, S., & Tan, J-S. (2010). CQ: Developing cultural intelligence at work. https://doi-org.ezproxy.lib.purdue.edu/10.1515/9781503619715

Cultural intelligence : Individual interactions across cultures

Earley, C., & Ang, S. (2003). Cultural intelligence : Individual interactions across cultures. 

Contains an Appendix with 20 Cultural Intelligence Scale (CQS) questions

Ang, S., Dyne, L. V., Koh, C., Ng, K. Y., Templer, K. J., Tay, C., & Chandrasekar, N. A. (2007). Cultural intelligence: Its measurement and effects on cultural judgment and decision making, cultural adaptation and task performance. Management and Organization Review, 3(3), 335–371. https://culturalq.com/wp-content/uploads/2019/03/MOR-2007-Ang_Van-Dyne-etc.pdf

Contains a brief diagnostic tool to assess one's CQ

Earley, P. C., & Mosakowski, E. (2004). Cultural Intelligence. Harvard Business Review, 82(10), 139–146. https://hbr.org/2004/10/cultural-intelligence

Inclusion Competencies Inventory
Creating an Inclusive Classroom
Crafting an Inclusion Philosophy
Diversity Inclusivity Framework
Label Activity
Inclusion/Exclusion
Building a House for Diversity
For Whom the Cowbell Tolls
Self-Care 101
Ritual 
In this activity, participants experience and discuss feelings of inclusion and exclusion and practice watching and assessing the behavior of others.
Free Time
Exclusion 
Thiagi's jolt, Exclusion, asks participants to describe their emotions of exclusion and inclusion in a team scenario.
DOTS--Version 2

• How Diverse Is Your Universe? 
  In this activity, participants reflect on the identities of people they encounter regularly and are encouraged to exercise awareness around the depth of interaction they have with people who have identities that differ from theirs. 
• Auditing Your Personal Networks 
  In this activity, participants examine their personal and social networks, reflect on the relationships in their lives, gaps in these relationships, and their diversity, brainstorm ways to fill in their relationship gaps and improve their diversity, and analyze their own self-awareness of relationships and diversity.
• Living in a Bubble 
  This activity challenges participants to begin developing deeper relationships with those who are different from them by reflecting on their own personal bubbles and how they might further develop relationships across difference.
• Sense of Belonging 
  In this activity, participants discuss with one another topics that carry different meanings and significance across cultures (e.g., "nature," "community," "learning," etc.), to engage and get to know new people in a new way.
• Speed Friending
  In this activity, participants rotate partners as they ask one another questions, recognizing similarities and differences between themselves and peers, develop group rapport, and grow their cultural curiosity.

This list provides assessments measuring belongingness, connectedness, and/or well-being in individuals. 

• Inventory of Thriving 
  Inventory included on the final pages (Su et al.)
• Friendship Network Grid
  Grid included on the final pages (Hendrickson et al.)
• Imperial College London Resource Tools for Assessing Sense of Belonging
• iLEAD Pre-Loneliness/Belongingness Survey
  Based on:
  • Research Publication (Wu & Yao)
  • Research Publication (Anderson-Butcher & Conroy)
• Need to Belong Scale (downloadable version)
  • Construct Validity of the Need to Belong Scale: Mapping the Nomological Network
  • Need to Belong Scale Online Assessment
• Sense of Belongingness Scale
  Scale items included on p. 198 (Anderson-Butcher & Conroy)
• General Belongingness Scale 
  Scale items included on p. 314 (Malone et al.)
• Short-Form UCLA Loneliness Scale 
  Scale items included on p. 1767 (Wu & Yao)
• The Social Connectedness and the Social Assurance Scales 
  Scale items included on p. 236 (Lee & Robbins)

This link includes yearly plans and reports from the Center for Intercultural Learning, Mentorship, Assessment, and Research to demonstrate organizational strategies and metrics for reaching broader goals. 

"Only a few studies that have examined the effects of participation on an individual's goal acceptance and performance have been conducted within a cross-cultural context. In the present study, we tested for the contingency between the effectiveness of goal-setting strategies and cultural values" (Erez & Earley, 1987). 

Erez, M., & Earley, P. C. (1987). Comparative analysis of goal-setting strategies across cultures. Journal of Applied Psychology, 72(4), 658–665. https://doi.org/10.1037/0021-9010.72.4.658

This LinkedIn article provides 6 considerations when adapting goal-setting strategies and processes cross-culturally.

This article presents research on goals and learning outcomes across nine cultural groups, addressing a gap in goal theory, which has been historically Western-centric.

This book chapter gives an in-depth look at motivation and goal-setting in cross-cultural work contexts.

This study demonstrates validity of "an instrument that measures the extent to which workers must deal with such “motivational job demands”; the Motivational Demands at Work Scale (Mind@Work)" (Taris & Hu).

Taris, T. W. and Hu, Q. (2020)/ Going your own way: A cross-cultural validation of the motivational demands at work scale (Mind@Work). Frontiers in Psychology, (11)(1223), 11:1223. https://doi.org/10.3389/fpsyg.2020.01223

This study presents research on goal-setting and task performance in a cross-cultural workplace in Nigeria of Yoruba, Igbo, and Hausa/Fulani participants.