Lecture 7 Intercultural communication and training Cross-cultural psychology in organizations

Intercultural communication and training Content: Sojourners (Expatriates) Intercultural training

Expatriates (Sojourners) = reside in a different country or culture for a limited amount of time (duration of contract/course of study) Have institutional support (university/company) Dont have to change their identity and behaviors → need to acquire sociocultural skills

Expatriates

Expatriates Adjustment process: http://www.chalre.com/hiring_managers/expatriate_culture_shock.htm

Stages of adjustment process Honeymoon (4-6 weeks) Excitation abour being in new country Fascination with sights and sounds Rise in status and standards of living (business expats in Asia) Culture shock (6-8 months) Realisation of the cultural barriers Ineffectivity in social interaction Emotional distress Traumatization of families Frustration, anger, confusion, distrust

Stages of adjustment process Gradual adjustment (1-2 years) Trial and error Contacts with locals, other expats → Adaptation to local culture → Apprecciation of local cuisine, language, business practices… Basic competence (2-4 years) Functional proficiency Mastery (5-7 years) Deep knowledge of the culture

Readjustment Similar process happens after coming back: Thrill of being back (family, friends, known places, etc.) → disappointment (lost positive aspects of life abroad) → readjustment

Expatriates: Intercultural personality What personal characteristics influence (accelerate) adaptation process? What types of people are suitable for becoming expats? How to predict individual performance in other culture? → identification of „overseas type“

Expatriates: Intercultural personality Personality traits: Extraversion Emotional stability Ability to cooperate Self-discipline Cultural-fit hypothesis: „Fit“ between personal characteristics and norms of the host culture helps adaptation Example: US expats in Singapore are more extraverted → feel frustrated and rejected WORK: CCAI

Intercultural training Some IT programs take weeks/months Types of training programs: Language courses T-groups Simulation games Bicultural contacts Intercultural workshops Culture assimilators

T-Groups = sensitivity training groups 8-15 participants No strict agenda Participants share their emotional reactions (under guidance of facilitator) Try to understand their emotions, emotions they trigger in other people Anger, fear, envy…

Simulation games Imaginery cultures Groups familiarize with the culture Interaction between cultures Debriefing Examples: BAFA- BAFA, NaZa

Culture assimilators Short epizodes decribing interactions between people of 2 cultures → something goes wrong → 4/5 possible reasons for communication failure (1 right/rest are distractors) → feedback with culturally relevant information http://www.youtube.com/watch?v=QlifMpIwPus

Culture assimilators: Example I One day a Thai administrator of middle academic rank kept two of his assistants waiting about an hour from an appointment. The assistants, although very angry, did not show it while they waited. When the administrator walked in at last, he acted as if he were not late. He made no apology or explanation. After he was settled in his office, he called his assistants in and they all began working on the business for which the administrator had set the meeting.

If you happened to observe the incident exactly as it is reported in this passage, which one of the following would you say describes the chief significance of the behavior of the people involved? The Thai assistants were extremely skillful at concealing their true feelings The Thai administrator obviously was unaware of the fact that he was an hour late for the appointment In Thailand, subordinates are required to be polite to their superiors, no matter what happens, nor what their rank may be. Clearly, since no one commented on it, the behavior indicated nothing of any unusual significance to any of the Thais

You selected 1: The Thai assistants were extremely skillful at concealing their true feelings This is not entirely correct. It is quite characteristic of Thais to try to appear reserved under any circumstances. If the assistants were extremely skillful at concealing their true feelings, would you know that you were not seeing their true feelings? Also, does the reference to the chief significance of the behavior of “the people involved” limit it to the assistants? Please return to questions and try again.

You selected 2: The Thai administrator obviously was unaware of the fact that he was an hour late for the appointment A very poor choice. While the administrator acted as if he were unaware of his tardiness after observing the hour’s wait, don’t you suspect that perhaps he was acting? Please return to questions and try again.

You selected 3: In Thailand, subordinates are required to be polite to their superiors, no matter what happens, nor what their rank may be. Very good. You are utilizing the information in the episodes to its fullest extent. Continue. This is the correct response.

You selected 4: Clearly, since no one commented on it, the behavior indicated nothing of any unusual significance to any of the Thais This is completely wrong. While the behavior reported in the passage does not seem so significant for the Thais in this relationship as it might be to Americans, why was nothing said about the tardiness? And why were the assistants “very angry” although they “did not show it?” Isn’t there a more significant level of meaning for this behavior? Please return to questions and try again.

Further reading and sources http://www.paulekman.com/wp-content/uploads/2009/02/Emotional-And- Conversational-Nonverbal-Signals.pdf http://en.wikipedia.org/wiki/Face_negotiation_theory http://en.wikipedia.org/wiki/Anxiety/uncertainty_management http://www.slideshare.net/edselsawyer1/intercultural-negotiation-process- chapter10 http://82.165.192.89/initial/index.php?id=87 http://www.hooper.cc/pdfs/cross-culture_negotiation.pdf http://www.chalre.com/hiring_managers/expatriate_culture_shock.htm www.dtic.mil/dtic/tr/.../704517.pdf