Business culture shock

In our increasingly globalized world, more and more professionals find themselves traveling to new places and interacting with foreign peoples, as the companies they work for expand and develop new business relationships. When dealing with these interactions, wether they be brief business trips or visits, or extended stays, it is more important than ever to be aware of the cultural differences and sensitivities of all parties involved in the interaction. Minor cultural faux-pas that are easily overlooked in social interactions can become serious transgressions when applied to the work environment, where important business deals, respect and efficiency are at stake.
Important considerations Do your prospective partners come from a more individualistic or collectivistic society? Is structure or flexibility more valued? What kind of communication style is appreciated? How much formality is appreciated?

Important considerations
When embarking on a business relationship with members of another culture there are some fundamental points to take into consideration in order to avoid misunderstanding and jeopardizing what could be a beneficial interaction for both groups.

Do your prospective partners come from a more individualistic or collectivistic society?

This is important because it can affect both the way the other company makes decisions, and the way they view you. Americans tend to be more individualistic and can be perceived as aggressive in their business dealings. Collectivistic societies tend to rely on input from a number of people, some, such as in most Hispanic societies, wish to get to know their prospective business partners on a more personal level before actually

undertaking business with them. In these cultures it is often considered rude or untrustworthy to skip the small-talk and interact on a strictly professional level.

Is structure or flexibility more valued?

Learning how a culture perceives time and deadlines saves a lot of confusion and frustration for everyone. While some cultures are very strict about scheduling and structure, others perceive these to be less important than actually achieving the established objectives in a satisfactory and thorough manner.

What kind of communication style is appreciated?

While in some cultures strongly expressing emotions during business dealings is acceptable, in others, such as with the Japanese, this is considered an inappropriate loss self-respect. It is useful to find out what kinds of emotional expression are considered negative by the other culture in order to avoid unwittingly making a bad impression.

How much formality is appreciated?

It is also important to know how formally people interact in a working environment. While for some cultures relative informality and familiarity among workmates and/ or superiors is acceptable, for others it is a shocking sign of disrespect and a breach of personal space. While Latin-based cultures are generally noted for their warm behavior, they generally strictly adhere to rules of social propriety as seen by the common use of the third person when addressing superiors or elders. Attempting to dissuade someone from this practice often results in feelings of discomfort and invasion of space, since familiar speech is frequently reserved for family members and close friends only.

Coping with culture shock

Companies reap benefits of helping relocating employees acclimate Boston Business Journal - by Chelsea Lowe Special to the Journal
Print Email Reprints RSS Feeds Add to Del.icio.us Digg This

When Adam Thomas moved to Boston from the United Kingdom, he didn't face the challenge alone. Working with a third-party corporate relocation assistance program, his company, Pfizer Inc.'s global research and development division in Cambridge, helped simplify the process. The relocation vendor secured by the company helped Thomas get a Social Security number, set up a bank account and assisted with other details, said Thomas, Pfizer's associate director of human resources. Attempting those things on his own, he added, would have cost "countless hours out of the office, standing in line." Moving can prove intimidating, particularly to Massachusetts, an area known for high housing costs, and a number of companies are making concerted efforts to help with the adjustment process shouldered by employees who relocate here from out of state -or even farther away. "When you hire somebody, you want them to be happy they've made the move. There's often a lot of uncertainty for them and their families. I think (by giving them support), you see a lot less downtime associated with moves. People can come in and focus a lot better on learning the job, rather than learning to find their way around," Adam Thomas said. "The productivity impact of not providing support would be bad. By offering relocation services, you're opening up the market place ... increasing your recruitment pool." And when the move involves an international transfer, the need for support is even more pronounced, Thomas said. "Even getting a simple phone line" can be harrowing, he said. Dru Richard, senior vice president of network services for Coldwell Banker Residential Brokerage of New England relocation services, said her company works with relocation management companies in helping transferees buy and sell their homes, as well as helping newly arrived employees find temporary housing. Coldwell Banker, she said, also offers "incentive programs and corporate programs that move transferees." Some companies, Pfizer included, offer such amenities as employment counseling for uprooted spouses and domestic partners or, for interested employees from faraway places, English language lessons and cultural-awareness classes. Some companies pay for speech classes for workers from non-English-speaking countries. IDC Corp. once had "an employee who came from the Japan office" for an extended visit to the company's Framingham headquarters, said Janelle Winston, president of SpeechCoach Co. in Newton. "I worked with him (on speaking English) over a few months. (The company) really did make a commitment. It wasn't just a quick fix."

She was also hired, she said, to help other employees with accent reduction and presentations. Massachusetts can prove a difficult adjustment. Sometimes, it's cultural differences, and not the cold climate or elevated housing costs, that get new arrivals down. Workplace behavior specialist Alice Buckner, who grew up in Massachusetts and worked in California for 10 years before returning to New England, compared Northeast and California attitudes toward time. Northeasterners, she said, exude a "five-minutes-ago mentality" as opposed to their mellower California counterparts. What constitutes casual dress may mean different things to Californians and New Englanders, Buckner said. Transplanted Southerners, she added, often feel offended at Bostonians' propensity to curse. Steve Faraci, who moved to Greater Boston from Connecticut and serves as senior director and interim site head of the Discovery Technology Center for Pfizer Inc.'s Cambridge office, said he hadn't realized "the depth of hatred (Bostonians have) for the (New York) Yankees." Still, Boston remains popular for moves, said Jerry Thomas, area president for HQ Global Workplaces Inc., a Dallas-based company that arranges for small office and conference space and other business services. Jerry Thomas (not related to Adam Thomas), a D.C. native who now divides his time between that city and Boston, said the area offers excellent schools, hospitals and cultural attractions -- although, he conceded, "occasionally, you get people who are a little challenged with the traffic." For Jim Celeste, general manager of JetBlue Airways Corp., Boston's not bad so far. He finds the people friendly, and cultural and sporting events plentiful. Winter snowstorms are not a big deal, either, he said. Then again, Celeste moved here last November from Buffalo, N.Y. -- a town that sees a lot of snow. He praised "great little finds here in Boston," such as the Italian restaurants that dot the North End. "It's a great sports town. There are "always numerous social events," and Boston "has a small-town feel, but it's a big city," he said. Although Celeste misses some of the restaurants of his hometown, working for an airline he gets to visit Buffalo often -- a couple of weekends a month.

Here are some suggestions for coping with culture shock:

Stay in touch with friends or others you have confidence in. Don't withdraw. Some students find new friends through their nationality clubs. Many get to know each other in classes. The AEC and International Student and Scholar Services have resource people to talk to you about your feelings. They are trustworthy and can answer questions about American culture. Remain active. Do social things you enjoy that aren't related to your studies, for example, taking walks, swimming, going to concerts or movies, eating meals with some friends. Have some fun! Get a routine and stick with it! This creates a new daily life that begins to feel familiar or "normal." It's important to attend classes regularly and keep about the same times every day for meals, going to bed, and getting up. Stay healthy. Get plenty of sleep. You may find at first you need more sleep than you did at home. Eat well. Get exercise several times a week. A healthy, well-rested body is better able to handle things like loneliness or confusion. When headaches and stomachaches become a constant problem, realize that these may be signs of emotional problems, not just physical problems. Visit a doctor or counselor at CAPS (KU Counseling and Psychological Services). The AEC counselors can make a referral. Work on your communication skills. Listen carefully to what other people are saying. Be realistic in your expectations. When you begin to feel depressed, ask yourself, "What did I expect? Why? Was my expectation reasonable?"

Learn the culture and customs of the country you are in and respect them. Examine your assumptions and expectations. Be open to learning new things. Explore new ways of living and compare these new ways to your own. Become more aware of both your values and attitudes and those of the host country.

If you believe you may be experiencing culture shock, think about stopping by to see an AEC counselor. We'd be happy to talk with you.

Abstract:
Examines the need for HR departments to have a clear policy on repatriation, especially at times of restructuring and redundancy and the need to retain valuable staff on return. Considers the physical, psychological and emotional effects of reverse culture shock, the often unrealistic expectations of returnees and their families and suggests coping strategies, including assistance to the accompanying spouse and children, that can be implemented by both employers and employees. Outlines the possible content of a repatriation programme,

stressing the need to tailor it to the needs of employees and their families. Comments on the heightened circumstances of natural disasters and political unrest that can cause rapid repatriation.

Keywords:
Corporate policy, Expatriates, Family life, National cultures

Article Type:
Research paper

Article URL:
http://www.emeraldinsight.com/10.1108/00197859910291397 Top Pre-Departure / Post-Arrival Cultural Training Childrens/Youth Training Repatriation Training Working Across BordersService Across CulturesContact Us Home

Cultural Integration
about us | career services | cultural integration | executive coaching | communication | organizational change management | expatriate support | contact us

Pre-Departure/Post-Arrival Cultural Training

Intercultural training is a practical and beneficial preparatory step, prior to an international assignment. In demystifying the host country culture and preparing transferees and their families for life in their new home, intercultural training has proven to dramatically increase the chances of assignment success and transferee adjustment and satisfaction. Bridges offers fully-customized personal cross-cultural training on the impact of culture, effective global communication skills, international negotiations, international management skills, culture shock, and family adjustment issues, as well as country-specific business and social etiquette. Training can be held prior to departure to the host country or on arrival. Training may include: Fully customized training sessions, conducted at the transferees place of work, home or temporary accommodation in either their home or host country. An introduction to how cultural programming shapes attitudes and values, and how these inform preconceptions and behavior. Strategies for managing cross-cultural adjustment tuition in mechanisms for being receptive to new cultures and adapting to different environments. Detailed information on the drivers of culture and behavior in the host country, delivered by one or more specialists in the host country culture. This includes up-to-date profiles and protocols, including guidance on how to behave in specific work and social situations. Business Behavior Briefings, providing tips on how to relate successfully to colleagues, clients and suppliers in the host country. Where feasible, a practical question and answer session, with a professional person of the same nationality as the transferee, who has lived in the host country. Language training for transferees and their families where required, either as a stand-alone service or as part of intercultural training

Children's/Youth Training
Our innovative Children's/Youth Cross Cultural Training programs are designed and aimed at children and teenagers who will be relocating with their parents. The aim of the program is to involve the children of the family in the relocation process and to help minimise the negative effects of culture shock. The programs are orientated in style and content to issues facing the younger members of the family. The Youth Cross Cultural Training course seeks to help by: home. Exciting children about the relocation process. Helping them understand their role in the relocation. Introducing them to the target destination. Giving them practical information on life in the new country. Providing them with coping strategies to employ when missing Encouraging them to embrace the new culture.

The youth program is aimed at children aged between 7 and 18. It is typically administered over a day, but can also be integrated with language training over a longer period of time. Each programme is tailored to the clients particular needs and delivered by a cross cultural consultant with experience in training or teaching children or teenagers.

Repatriation Training
Repatriation programs enable the returning expatriate employees and their families to understand the psychological, cultural, workplace, and social issues involved in repatriation. The return home often causes more difficulty than the adjustment that was made to the new culture. This difficulty is caused by several factors, but the most important one is that the returnee is not expecting any difficulties in adjusting to a culture which is his or her own. This unforseen difficulty manifests itself in what is called reentry shock or reverse culture shock. The program can usually be completed in a one-day session. The employees and their families should be involved in the repatriation program as it is important to deal with the workplace and cultural issues as well as the family issues. Family issues involve the adjustment of the spouse and children. These issues include education, reentering the workplace, reentry shock for small children and teenagers, change in social status, reestablishing a home, reestablishing relationships with friends and family, and others. The workplace and cultural issues involve adapting to a new and different working and home country environment, changes in technology, politics, corporate culture, personnel and others.

Working Across Borders

Many companies are working beyond their national borders. Are these companies global in their mindset and approach? The single most unique challenge of globalization is managing the myriad work and management styles companies face across geographies, businesses, functions and projects. When global work styles clash, organizations can become dysfunctional and productivity suffers. These clashes can cause social distance, which results in lower performance and lost revenues. Managers who are attuned to global work style differences can develop effective strategies to minimize the risks and maximize the opportunities present in the global marketplace. Culture is not the problem. The problem is that business objectives are not met! The aim of this workshop is to help participants reduce the likelihood of these negatives happening by showing how to become more aware of other cultures perceptions and behavioural norms in order to create rapport quickly, communicate better and interact flexibly. The emphasis is on establishing credibility with your global partners, communicating with virtual teams, and understanding cultural differences.

Service Across Culture

Globalization, technological and transportation accessibility have made it easier, more convenient, less expensive and more profitable for international organizations to expand their businesses globally to service more customers across many cultures and languages. Service providers working with customers from a range of cultural backgrounds often experience: Difficulties in establishing trust, credibility and rapport elements which are critical in customer servicing. Concern that they may unwittingly be culturally insensitive. Confusion about how to cater to customer needs from other cultures. This workshop is designed to aid service staff in developing the awareness, competencies and skills required to service multicultural customers. Our goal is to help customer service providers to understand and manage cultural differences in their everyday work. The program covers key issues essential to effective interaction with customers from various backgrounds.

about us | career services | cultural integration | executive coaching | communication | organizational change management | expatriate support | contact us

Copyright 2005 Bridges Consulting Group