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Adversity Quotient Questionnaire
Adversity Quotient Questionnaire
Adversity Quotient
Turning Obstacles into Opportunities
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A cutting-edge seminar via satellite from
PBS The Business Channel
SM
Dear Participant
In the next two hours, Paul Stoltz will explain the underlying principles of
Adversity Quotient. You’ll learn how to interpret your AQ score, how to assess the
AQ score of your organization, and how to nurture a high AQ for yourself and your
staff or colleagues.
While viewing the presentation, follow along and take notes in this
discussion guide. Most of all, be prepared to be enlightened by Paul Stoltz’s clear
explanation of how you can improve your Adversity Quotient and achieve success.
You will be eager to begin implementing his strategies!
2 Adversity Quotient
Program outline
Adversity Quotient
Turning Obstacles into Opportunities
Part 11 Wrap Up
3 Adversity Quotient
By participating in this seminar with Paul Stoltz you will be able to:
◆ define Adversity Quotient
◆ in general terms, describe the scientific research that supports the AQ theory
❖ Take notes, complete the written exercises, and jot down ideas on
how you can apply today’s information in your own workplace.
❖ Prepare a personal action plan detailing the steps you will take to
manage your Ascent.
Your comments about today’s seminar are greatly appreciated. At the end of the
Participant Evaluation program, please answer all questions and return this form to your site coordinator
or mail to PBS The Business Channel at the address below.
Adversity Quotient 2. On a scale of 1 – 10 (with 10 being the highest), rate this program in
Turning Obstacles into terms of its educational value to you:
Opportunities 1 2 3 4 5 6 7 8 9 10
3. If asked to describe what you like best about today’s program, which
of the following phrases would you use? (check all that apply)
Satellite Seminar
___ knowledgeable presenter
___ current important topic
___ in-depth instruction
___ active involvement
___ interaction with others
___ good participant materials
___ effective Q&A
___ ideas for immediate use
___ the right length of time
___ effective program flow
___ other: ____________________________________________
4. If asked to describe what you didn’t like, which of the following phrases
would you use? (check all that apply)
___ program too long
___ program difficult to follow
___ lack of local participation
___ out-dated materials
___ boring presentation
___ presenter hard to follow
___ information not usable
___ inadequate participant materials
___ poor audio/visual quality
SM
Adversity Quotient
Turning Obstacles into Opportunities
Directions
As you listen to Paul Stoltz define AQ and compare it to IQ and EQ, jot down several
words or short phrases to help you recall each term’s distinction:
Directions
Paul Stoltz introduces Beck Weathers, the climber who met the challenge of Mount
Everest. Beck Weathers exhibits the traits of someone with a high AQ. He persevered
when obstacles threatened his life. On the lines below, list characteristics you would
associate with someone like Beck Weathers.
The metaphor of climbing a mountain helps illustrate the phenomenon. Let’s begin
by defining the mountain.
9 Adversity Quotient
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Directions
There are three types of people one encounters on a mountain. There are: quitters,
campers, and climbers. Take a moment and indicate on the mountain shown above
where you are likely to encounter each type. Then briefly describe in your own
words each of the following:
Quitter
Camper
Climber
10 Adversity Quotient
What separates Climbers What does it take to succeed What do you consider to be
from Campers and Quitters? in your organization? the core competencies to thrive
in the next millennium?
11 Adversity Quotient
Do you see a connection between your responses and those shared by the
studio audience? Is there a pattern among responses for the three questions?
Now that you can see how your success is determined in part by your AQ, let’s take
a few minutes to determine your AQ. Turn the page and complete the Adversity
Response ProfileTM. Follow the instructions to tally your results and calculate your AQ.
12 Adversity Quotient
Sample AQ Quicktake TM
3. You are criticized for a big project which you just completed.
The reason I was criticized is something that:
Relates to all aspects of my life 1 2 3 4 5 Just relates to this situation
Source: Paul G. Stoltz, author of Adversity Quotient: Turning Obstacles into Opportunities
❏ Scoring instructions
Add together all the numbers you circled to get your overall AQ.
Insert your total in this box.
Low AQ (8-18) indicates that you have a difficult time dealing with adversity and/or
adversity takes an unnecessary toll on your energy, performance, and spirit.
Strengthening your AQ can improve your natural resilience and lessen the fallout
from adversity.
Moderate AQ (19-32) indicates you deal with adversity fairly well, however, your
performance can be enhanced with a higher AQ.
High AQ (32-40) indicates a high capacity for adversity and the ability to persevere
through changing times. You may be strengthened by adversity, especially over time.
You probably embrace the right kind of change and take necessary risks.
Bottom Line Your thoughts and emotions determine the strength of your body
chemistry down to the cellular level.
Bottom Line The brain is ideally equipped to hardwire habits of thought and behavior.
15 Adversity Quotient
In recent years there has been a push to “empower” individuals. Yet, learned
helplessness is pervasive in many organizations today. Take a moment to study the
graphic below.
Empowerment
(High AQ)
Learned Helplessness
(Low AQ)
Directions
Discuss the following question with the person sitting beside you. Jot down your
thoughts on the lines provided.
While these theories support AQ, the defining moment is when you face
ADVERSITY.
18 Adversity Quotient
To
e
sur
ols
ea
to
M
AQ
As
lid
ce
Va
nd
A
Part 6 AQ Definition
Adversity Quotient…
◆ is a new theory of effectiveness
◆ identifies a new set of scientifically-grounded skills and tools for the Ascent
Directions
AQ is relevant to individuals, families, organizations, and communities alike.
Jot down the multitude of areas in which AQ effectively predicts success.
20 Adversity Quotient
AQ scores are not simply categorized as “high” or “low.” Instead they tend to
fall in a normal distribution as illustrated by the bell-shaped curve shown below.
1. C Control
2. O Ownership
3. R Reach
4. E Endurance
Directions
Refer to the Adversity Response ProfileTM you completed previously. As Paul Stoltz
reviews each of the eight questions, use the space below for notes.
21 Adversity Quotient
Welcome back from the break. Prior to the break, you had an opportunity
to ask questions pertaining to your AQ score, the research underpinnings of AQ,
and other topics addressed in the first half of this presentation. But just how can
AQ be applied in an organization? What specific actions can management take
to nurture a high AQ workplace?
Let’s first list the applications in which AQ can and has been applied successfully.
Directions
There are numerous applications of AQ within an organization. As Paul Stoltz describes
the variety of applications, use the space provided for notes.
Hiring
Retention
Performance
Leadership
Change
Resilience
Culture
Teams
Vision
Coaching
Relationships
Customers/Clients
22 Adversity Quotient
There are five telltale signs that an organization is not inspiring employees
to Ascend. The signals are:
________________________________ ________________________________
________________________________ ________________________________
________________________________ ________________________________
________________________________ ________________________________
________________________________ ________________________________
In the previous exercise, you listed actions your organization takes which unwittingly
undermine AQ. The following list summarizes surefire methods for sabotaging AQ,
not only in an organization but in your personal life as well. Carefully examine these
six ways.
What steps can you take to avoid these mistakes? Let’s proceed to look at how
organizations can foster AQ.
24 Adversity Quotient
3. Hire Climbers.
_____________________________________________________________________
Part 11 Wrap Up
In today’s session you became familiar with the Adversity Quotient (AQ)
theory. AQ has its roots in the fields of psychoneuroimmunology, neurophysiology, and
cognitive psychology. Essentially AQ is a scientifically valid measurement of one’s
ability to turn obstacles into opportunities. By completing and scoring the Adversity
Response ProfileTM you were able to determine your personal AQ. You also assessed
your organization’s AQ, not by completing a formal instrument but by responding to
questions posed by Paul Stoltz.
So how do organizations sabotage AQ? Some of the answers are obvious, such as,
grant responsibility without authority and point out the downside to everything.
Less obvious methods are to: sap an individual’s strength; over promise, under deliver;
surround Climbers with Campers; and craft a mission statement, then forget about it.
To fully appreciate AQ, read Paul Stoltz’s book, Adversity Quotient: Turning Obstacles
into Opportunities. Particularly noteworthy are chapters six through nine. These chapters
expand upon the principles introduced in the latter half of today’s presentation.
They provide additional, easy-to-apply strategies for improving your AQ, as well as the
AQ of those around you at home and at work.
26 Adversity Quotient
In 1997, Paul Stoltz was selected as keynote presenter to the prestigious Singapore
Assembly of Chief Executives annual conference where he presented to several
hundred senior executives representing more than 350,000 employees from Southeast
Asia. Other clients include Abbott Labs, Amoco, BellSouth, Coopers & Lybrand, Levi
Strauss, Marriott International, Motorola, Sun Microsystems, and the U.S. Air Force.
Paul Stoltz’s highly interactive, energizing presentations and programs feature leading-
edge multimedia, innovative design, and breakthrough ideas. His sincere, warm, and
authentic manner is communicated through his rich humor, stories, and examples
which bring his ideas to life.
Paul Stoltz received his bachelor’s degree from the University of California and his
Master’s and Ph.D. in Organizational Communication, Development and Leadership
from the University of Minnesota. He is president and CEO of PEAK Learning, Inc.,
an international performance consulting firm in Flagstaff, Arizona, where he resides
with his wife, two boys, and two Akitas. In a nationwide contest for America’s Most
Creative Family, USA Today awarded Paul Stoltz’s family first prize.
Use this form to write your questions for Paul Stoltz or for discussion among your
Question sheet colleagues. Please write clearly.
Your name
1. Type of organization
Satellite Seminar
business
college or university
public television station
other:
2. How did you hear about this program? (check all that apply)
5. What kinds of local activities did you plan as part of the seminar?
(check all that apply)
local panelists or discussion
problem-solving session
tour of local facilities
hands-on exercises
demonstration by local experts
no local activities
other:
(over)
6. How would you rate the program for the following?
(1=strongly disagree 3=agree 5=strongly agree)
knowledgeable presenters 1 3 5
up-to-date information 1 3 5
in-depth instruction 1 3 5
effective moderator 1 3 5
worthwhile Q&A 1 3 5
clear graphics 1 3 5
clear transmission 1 3 5
Please elaborate:
7. Did the program and PBS The Business Channel’s support of it meet
your expectations?
yes
no