The phases of cross-cultural adjustment
Many expatriate managers are facing, or soon will be facing, a significant cross-cultural adjustment as they move on. Although often overlooked, the ability of senior expatriate executives (and/or their families) to adjust culturally is a crucial factor to success. It is also an area where very limited de facto support exists, especially for senior executives themselves.
There is a generally accepted cycle of cross-cultural adjustment that takes place for anyone in a new cultural environment. It can play a major role in the perceptions and behaviors of an executive. Each expatriate will go through these phases at different speeds and to a different degree, but all new expatriates are certain to go through them.
1. Enthusiasm-Honeymoon
In this stage the new country is usually seen as exciting and adventuresome. The timing often corresponds with spring/summer (because of the school year).
Cross-cultural adjustment between Poland and Western Europe or the United States is a tricky thing. Unlike moves to societies that are more clearly different, the executive and his/her family moving to Poland will find a surprising degree of familiarity. They are also likely to find that things are not as 'difficult' or as 'different' as they originally thought.
These perceptions, coupled with a natural enthusiasm, provide a feeling of great energy and excitement that builds the perception of a great professional opportunity.
A common mistake that senior expatriate executives make is to translate these personal perceptions directly into their perceptions of the workplace. They are energized for change and feel that anything is possible. This can create conflict and disappointment - which leads directly into the next phase.
2. Hostility/Loss and Anxiety
As the newness wears off, many executives begin to miss family and friends (and also the sympathetic and familiar networks of their home office/professional environment). Without clear markers, there can be frustration.
Often this phase is marked by the beginnings of some cross-cultural miscommunication. A common (but difficult to avoid) pitfall is stereotyping. This is usually seen in language, as they begin to refer to the host culture in terms like 'they' or 'them.' The shortcomings of the host culture become apparent and are magnified (e.g. someone going to the USA will start to complain about the superficiality of Americans, whereas in Poland there will be a focus on unfriendliness in shops, etc.).
This is usually the phase where executives begin to realize that they too must work to adjust to the new environment.
3. Recovery/Humor Stage
In extreme cases an executive (or his/her family) will withdraw from or reject the new culture (which usually means the necessity for reassignment). This is relatively rare. Hopefully, as a result of continued exposure, the expatriate eventually becomes accustomed to the new environment.
This stage is marked by the development of new friends and contacts as well as the beginnings of integration into the environment. The host culture begins to make sense and this allows for more confident communication, and a rewarding experience.
At this stage it is important for executives to recognize that they are not through the cycle yet. For longer term expatriates, it is just the late stage of a cycle that will likely repeat itself again.
4. Acceptance/Adjustment
At this stage, the executive and his/her family begin to feel at home in the new culture. They recognize the transformation of the experience (particularly if it is their first international experience). In ideal circumstances, the executive can arrive at this phase quickly and remain there. From a professional point of view, this is when the executive is most productive, as there are no distractions and only limited cultural barriers to achieving results.
5. Repeat of the Cycle
Often, however, the cycle does repeat itself. This can be triggered by external events - the end of the school year or a visit home (for instance at Christmas). Professionally, new responsibilities, like a regional role or a tough new challenge, can also restart the cycle.
6. Re-Entry Adjustment
Once an assignment is ending, a reverse process begins. The executive and his/her family begin (immediately) to think of re-entry into their original culture or begin to think about the new assignment.
The reverse cycle is probably more surprising for many executives than their initial culture shock. They realize that their perspective may have changed permanently as a result of the new experience. They also often regret what they are leaving behind (e.g. new friends, a stable business environment, a successful professional situation).
Next time, I will outline some strategies for improving cross-cultural communication and some of the most common cross-cultural issues for senior expatriates working in Poland.
Matthew Tebeau, the Managing Partner of Ray and Berndtson Poland and the Baltic States
There is a generally accepted cycle of cross-cultural adjustment that takes place for anyone in a new cultural environment. It can play a major role in the perceptions and behaviors of an executive. Each expatriate will go through these phases at different speeds and to a different degree, but all new expatriates are certain to go through them.
1. Enthusiasm-Honeymoon
In this stage the new country is usually seen as exciting and adventuresome. The timing often corresponds with spring/summer (because of the school year).
Cross-cultural adjustment between Poland and Western Europe or the United States is a tricky thing. Unlike moves to societies that are more clearly different, the executive and his/her family moving to Poland will find a surprising degree of familiarity. They are also likely to find that things are not as 'difficult' or as 'different' as they originally thought.
These perceptions, coupled with a natural enthusiasm, provide a feeling of great energy and excitement that builds the perception of a great professional opportunity.
A common mistake that senior expatriate executives make is to translate these personal perceptions directly into their perceptions of the workplace. They are energized for change and feel that anything is possible. This can create conflict and disappointment - which leads directly into the next phase.
2. Hostility/Loss and Anxiety
As the newness wears off, many executives begin to miss family and friends (and also the sympathetic and familiar networks of their home office/professional environment). Without clear markers, there can be frustration.
Often this phase is marked by the beginnings of some cross-cultural miscommunication. A common (but difficult to avoid) pitfall is stereotyping. This is usually seen in language, as they begin to refer to the host culture in terms like 'they' or 'them.' The shortcomings of the host culture become apparent and are magnified (e.g. someone going to the USA will start to complain about the superficiality of Americans, whereas in Poland there will be a focus on unfriendliness in shops, etc.).
This is usually the phase where executives begin to realize that they too must work to adjust to the new environment.
3. Recovery/Humor Stage
In extreme cases an executive (or his/her family) will withdraw from or reject the new culture (which usually means the necessity for reassignment). This is relatively rare. Hopefully, as a result of continued exposure, the expatriate eventually becomes accustomed to the new environment.
This stage is marked by the development of new friends and contacts as well as the beginnings of integration into the environment. The host culture begins to make sense and this allows for more confident communication, and a rewarding experience.
At this stage it is important for executives to recognize that they are not through the cycle yet. For longer term expatriates, it is just the late stage of a cycle that will likely repeat itself again.
4. Acceptance/Adjustment
At this stage, the executive and his/her family begin to feel at home in the new culture. They recognize the transformation of the experience (particularly if it is their first international experience). In ideal circumstances, the executive can arrive at this phase quickly and remain there. From a professional point of view, this is when the executive is most productive, as there are no distractions and only limited cultural barriers to achieving results.
5. Repeat of the Cycle
Often, however, the cycle does repeat itself. This can be triggered by external events - the end of the school year or a visit home (for instance at Christmas). Professionally, new responsibilities, like a regional role or a tough new challenge, can also restart the cycle.
6. Re-Entry Adjustment
Once an assignment is ending, a reverse process begins. The executive and his/her family begin (immediately) to think of re-entry into their original culture or begin to think about the new assignment.
The reverse cycle is probably more surprising for many executives than their initial culture shock. They realize that their perspective may have changed permanently as a result of the new experience. They also often regret what they are leaving behind (e.g. new friends, a stable business environment, a successful professional situation).
Next time, I will outline some strategies for improving cross-cultural communication and some of the most common cross-cultural issues for senior expatriates working in Poland.
Matthew Tebeau, the Managing Partner of Ray and Berndtson Poland and the Baltic States
