AbstractCultural Intelligence (CQ) has traditionally only been embraced by those organizations that participated in global endeavors, but discounted or ignored by those whose operations were domestic or local. This paper uses Hofstede’s cultural Dimension Theory that was developed as a part of International Business Machines’ (IBM) global marketing strategy to compare the cultural mores of a small, sub-culture of Native Americans to accepted American norms. The Cherokee Tribe of Northeast Alabama (CTNEAL) is a state recognized tribe that is made up of the descendants to the Cherokees that either refused to be removed to Oklahoma or returned to the southeast before the final federal census was completed in 1906.This research explores the existence of substantial cultural differences that are not casually observable. Most of these tribal citizens are often perceived as Euro-American resident/citizens of the United States, but their responses in the study indicates a separate cultural identity. This study documents meaningful differences among the 5 Social and Cultural measures that are defined in Hofstede’s Version 08 study as 1) Power Distance, 2) Individualism /Collectivism, 3) Uncertainty Avoidance, 4) Masculinity/Femininity, and 5) Long versus Short-term orientation and then makes recommendations as to how this information can be used to improve organizational outcomes on not just global, but domestic and even local organizations.