Expatriates in culture shock display obvious symptoms such as anxiety, depression, helplessness, loneliness, irritability, a longing for a more predictable and gratifying environment, a reluctance to learn the host country language and even lead to psychiatric disorders and dysfunctional behaviour disorder(,1997,online). Table 2 below shows, the symptoms of culture shock expatriates most often experience.
Table 2: Symptoms of culture shock:
Source: Jennifer, W.R., 2003, Developing Intercultural Competences
As a normal process of adjustment to cultural stress, culture shock can appear in a number of guises. Oberg described the typical symptoms of culture shock as follows: "excessive washing of the hands; excessive concern over drinking water, food, dishes, and bedding; fear of physical contact with attendants or servants; the absent far-away stare; a feeling of helplessness and a desire for dependence on long-term residents of one′s nationality; fits of anger over delays and other minor frustrations; delay and outright refusal to learn the language of the host country; excessive fear of being cheated, robbed and injured; great concern over minor pains and eruptions of the skin; and finally that terrible longing to be back home"( Manz,2003,online). These physical, psychological and emotional effects of culture shock are obvious. Normally, these effects last between five to ten weeks. The longer expatriate experience culture shock, the greater were the feelings of helplessness and performance deficit. It is important to identify these symptoms and cope with culture shock when it may lead to very negative situation. Table 3 in appendix 2 summarized the various symptoms that can occur in relation to culture shock and distinguishes between physical, cognitive and behavioral factors.
4 Stages of Culture Shock
The previous section dealt with the definition of culture shock and various physical and psychological symptoms of culture shock displaying. This section will discuss different phases that an intercultural expatriate has to go through during the Culture Shock or adaptation process.
As already mentioned Oberg was the first to introduce the term Culture Shock. He thought of four consecutive stages that determine the Culture Shock process, which vary significantly as to the sojourner′s perception and behavior. His model contains the phases honeymoon, crisis, recovery and adjustment.
The honeymoon stage is dominated by enthusiasm and fascination about the foreign culture. The perception of endless opportunities is combined with openness, curiosity, and a readiness to accept the situation. A very important aspect for this stage is that judgment is rather hesitant and irritations are suppressed in favor of concentrating on the nice things. There are friendly but rather superficial relationships to host nationals.
During the crisis-phase, which describes the actual Culture Shock, perceived differences in language, values and symbols between the own and the foreign culture cause feelings of anxiety and frustration. Usually the individual predominantly seeks contact to fellow nationals. A general unease is provoked by the feeling of uncertainty about oneself and the surroundings, and increased due to the lack of familiar signs of orientation and belonging.
The crisis phase is followed by recovery. The sojourner accepts his problem and starts working on it. He improves his language skills and starts to feel at ease in the new environment. The relationship to host nationals starts to improve as well.
In the final adjustment phase the adaptation reaches its final extent. Anxiety vanishes almost completely and the habits and behavior of the host society are accepted. The sojourner becomes functional, can work effectively, and is able to be more flexible.
Both recovery and adjustment phase involve a compromise between the initial exaggerated feelings during the honeymoon phase and the frustrating reality experienced when Culture Shock set in.
Hofstede distinguishes three different states of adaptation comparing feelings and emotions of the sojourner to the situation in the home culture before the assignment. "It may remain negative compared to home - for example, if the visitor continues feeling an alien and discriminated against. It may be just as good as before, in which the visitor can be considered to be biculturally adapted or it may even be better. In the last case the visitor has "gone native" - he or she has become more Roman than the Romans."
Of course this model only describes an ideal process of Culture Shock and adaptation. Not every individual in every situation goes through the process according to Oberg′s model. The development of real conflicts can differ significantly. On the one hand some intercultural encounters cannot make it through the crisis phase and no way of communication and recovery can be found. Instead of improving understanding and accepting differences the conflict escalates and finally leads to separation. On the other hand there are intercultural encounters that only show minor effects of crisis or even no Culture Shock at all.
Another criticism to the model is that the phases do not necessarily appear in such a strict sequence. Marx found it to be more realistic to use a model "that is not strictly linear but integrates a dynamic and repetitive cycle of positive and negative phases until you break through Culture Shock."
5. How to deal with Culture Shock - Possible Solutions
5.1. The need for effective International Human Resources Management
Due to international growth of companies, the building of strategic alliances and networks or cross-cultural mergers and acquisitions the number of expatriates increased significantly over the last 30 years. Becoming an expatriate is usually associated with possibilities to increase salary, career opportunities, and self-development. Nevertheless, an international assignment also goes along with a high social pressure in the family or relationship, the temporary or permanent loss of social relations, a risk for career planning, and depending on the host country considerable Culture Shock and integration problems.
The limited availability of personnel willing and capable of working abroad for an extended period of time as well as the specialized requirements of the job and the need for internal recruitment oftentimes leads to the fact that there is only a small number of candidates to choose from. As a consequence, in many cases the candidate chosen is simply "the man who happened to be there". The lack of effective expatriate selection and the emphasis on technical requirements are among the main reasons for expatriate failure. The next section deals with the possibilities of improving the selection process in order to take into consideration additional requirements and therefore aim at decreasing the probability of failure.
5.2. Appropriate expatriate recruitment
The selection of future expatriates is a crucial point in the assignment. It is possible to measure technical skills and professional education. Interpersonal communication skills can also be assessed when referring to previous or current colleagues and superiors. However, there are various factors that need to be taken into consideration before sending an employee abroad that are very difficult to measure accurately. The problem of recruitment is further intensified by the fact that most companies still lack effective methods for selecting managers for international assignments. International selection processes vary only insignificantly from those used for domestic staff and ignore that success in a domestic operation is not a guarantee for success in an international assignment. Companies show a strong need for an integrated screening and selection system being able to determine the aptitudes of candidates with a moderate degree of validity. Kealey suggests a three components system consisting of
(1) establishing the profile of skills and knowledge - a candidate′s qualifications have to be matched with the job′s requirements, cultural constraints and the host organization environment;
(2) planning and implementing the selection procedures - specific instruments for the selection of expatriates include personality tests, biographical data questionnaires, structured interviews, and behavioral assessment techniques;
(3) training and monitoring the overseas performance.
5.2.1. An expatriate′s qualification profile
Certain traits and characteristics have been identified as predictors of expatriate success. This does not mean that an expatriate with these traits is guaranteed to be successful on the assignment, but without them the probability of failure is certainly higher. These traits and characteristics include technical ability, managerial skills, cultural empathy, adaptability, diplomacy, language ability, positive attitude, emotional stability and maturity, and adaptability of family66.
Redden developed the Culture Shock inventory model that categorizes the skills and competencies into 8 dimensions, that serve as basis for the evaluation of candidates′ aptitude. Each dimension has an extreme increasing the aptitude and one lowering it or even hindering intercultural adjustment:
(1) Ethnocentrism - adjustment is endangered by the attitude towards culture of origin and the rejection of the host culture
(2) Intercultural experience - the adjustment process appears to be easier for individuals who went through Culture Shock and adaptation before
(3) Cognitive Flex - the open-mindedness towards foreign attitudes, ideas, environments lowers the effects of culture shock
(4) Behavioral Flex - the ability to change one′s behavior is a positive factor for acculturation
(5) General intercultural knowledge - a general awareness of cultural differences facilitates adjustment
(6) Specific intercultural knowledge - specific knowledge about the characteristics of a certain culture decreases Culture Shock
(7) Adequate Behavior - capability to adjust behavior towards the host culture makes adaptation easier
(8) Interpersonal skills - skills in verbal and non-verbal communication and the ability to react accordingly support efficient adaptation
Summarizing it can be said that besides the technical and professional skills, behavioral components have to be taken into account during the expatriate recruitment process. Otherwise it is likely that the assignment is not completed successfully and that the expatriate experiences a more intense and severe culture shock than usual. All the factors described in this part correspond to the aspects influencing Culture Shock that were mentioned under point 2.4..
5.2.2. The dual career problem - importance of spouse and family
The family situation of the expatriate is of great importance for the success of the assignment. The family being unhappy is often a reason for expatriate failure and many assignments have to be terminated prematurely due to unbearable adaptation problems of spouses and children. While the expatriate is busy with getting acquainted to the new work environment and the nature of the job, the family feels isolated and suffers from the effects of Culture Shock even worse than the expatriate himself. This dissatisfaction is even bigger when the spouse, usually the wife, had to give up a job at home and is now working in a position not matching her education and experience or is not working at all. This phenomenon is commonly called the dual-career-problem. The spouse sacrifices career opportunities and finds herself in a far more irritating situation than the expatriate himself. This feeling is increased by the fact that the partner is usually responsible for building up every day life logistics and is busy in trying to establish a routine that keeps life functioning.
"As this situation ... acts to impair the willingness of staff members to assume foreign assignments several large corporations and banks have embraced the practice of also offering an acceptable professional perspective for spouses" This model is referred to as the Tandem Model.
The description of the dual-career-problem makes it clear that family members also need to be involved in any training that is offered to help the expatriate adapting to the host culture either before or after departure, or if possible both. The next part grants a closer look on the various training methods available.
5.3. Preparation of the assignment - Intercultural competence through intercultural training
3.3.1. Different methods of Intercultural Training
Training and development of expatriates is the next crucial step after selection. Although many aspects of the desired expatriate qualification profile are personality factors that can only slowly be changed or developed, there are others that can be shaped and improved through intercultural training. "Cross-cultural training can be effective in sensitizing individuals to cultural issues, in facilitating adjustment to a foreign culture, in improving work performance abroad, and in helping employees to develop a global mindset"
Three different areas of training contribute to a successful transition to a foreign post: culture training, language instruction, and assistance with practical, day-to-day matters. It is necessary to start the first two prior to the international assignment and thus it is recommended to notify the posting well in advance of the departure. Practical assistance starts as soon as the employee arrives in the host culture.
As the importance of language skills with regard to interpersonal communication with host nationals and the influence on the effects of Culture Shock were already mentioned in section 2.4., the language training is not covered in this part.
Even though the potential benefits of intercultural training on the negative effects of Culture Shock is widely acknowledged, there are still companies not offering any training at all. Considering the immense costs of a prematurely terminated assignment that could have been more successful with prior cultural training, the behavior of these companies is highly negligent.
The companies that do offer cultural training often provide incomprehensive preparation as they focus on area orientation briefings and language acquisition instead of cross-cultural skills. Apart from that the training programs are usually too short and the spouse and family are left out completely.
The available methodologies for intercultural training can be classified into four categories according to the approaches used and the content of the training:
(1) Didactic culture-general training: academic lectures on the general influence of culture on behavior, cultural awareness training, culture-general assimilators
(2) Experiential culture-general training: communication workshops, self assessments, experiments on general cultural differences
(3) Didactic culture-specific training: area orientation briefings, analysis of case studies, intercultural sensitizer training
(4) Experiential culture-specific training: culture specific simulations and role-plays, bi-cultural communication workshops, field trips in the host country
It is a proven fact that cross-cultural training has a positive influence on building intercultural competence, the ability to act appropriately in an intercultural situation. Nevertheless, no wonders should be expected from preparatory training. It is not possible within the framework of usually rather short training programs to reprogram adults who are socialized in one culture. Of course it is not the aim of training to change the total mindset of an individual, that would be the wrong approach. It is rather the effort to create a certain openness towards foreign and sometimes bewildering attitudes and behavior, cultural awareness and skills, and therefore intercultural competence.
3.3.2. Practical assistance - Help and support during the assignment
Practical assistance contributes significantly toward the adaptation of the expatriate and his family. Being left to fend for themselves would most likely increase the negative effects of Culture Shock and thus make adjustment much more difficult and stressful for all persons involved. In order to avoid the feeling of being left alone many companies offer support in establishing a pattern of day-to-day life including friends, banks, shopping, laundry, transportation, and so on. The sooner this routine is set up the better are the prospects that the expatriates will adapt successfully. Some companies even have an own relocation service that helps expatriates with all tasks from planning the travel to organizing schools for the children. Other important aspects during the actual assignment include professional support, permanent information about developments in the parent operation, regular communication between domestic mentor and expatriate, information trips to the home operation, and training programs. All these measures help to prevent the "out of sight - out of mind" phenomenon that contributes to the problems of re-entry shock. The permanent information flow reduces the irritation about organizational changes in the parent operation and facilitates reintegration. A domestic mentor plays a crucial role when it comes to finding a new position for the former expatriate. The returnee has to deal with many difficulties and drawbacks when resettling and having an influential supporter during this time is worth a lot.
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