Expatriate 

Culture Shock

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It is common for even the most flexible people to endure a period of stress on their first expatriate posting to unfamiliar country. Culture shock is the common name of the affliction that results when people become confused and anxious in the strange environment with different customs and beliefs from their own. They experience homesickness, depression, irritability and frustration for an extended period of adjustment. 

This psychological condition is the primary cause of expatriate failure. On-the-job performance can be dramatically reduced or the posting can be abandoned altogether. 

The process of adjusting from a so-called advanced country to an emerging one is considered more traumatic that moving from one rich country to another. Moving from Germany to France is not as big a deal as moving from Sweden to Bangladesh. 

Gladly, the emerging countries of Southeast Asia have come a long way over the years and the main cities where most expatriates live often appear like mini-developed countries. That said, there are acute and deep-seated differences that will cause emotional trauma to any new expatriate. 


Stages of 

Expatriate Adjustment

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Phase 1: 

Honeymoon
Period Lasting: 2 to 6 weeks (depending on the individual)

In the Honeymoon phase, expatriates are excited to be in the new country and fascinated by its sights and sounds. Most expatriates relocating to emerging countries in Southeast Asia will experience a relative increase in status and standard of living. They will probably have house-hold servants and personal drivers for the first time. As well, employers usually fund a portion of their expatriates’ living costs so they are much wealthier than in their home countries. 

For these reasons and others, expatriates feel good about themselves and their family situation in this first brief period of expatriation. 


Phase 2: 

Culture Shock
Period Lasting: 6 to 8 months (depending on the individual)

Within a month or so of arrival, the honeymoon phase ends and expatriates quickly begin to comprehend the magnitude of the barriers they face to doing their jobs. They discover that methods used successfully over their entire careers are either worthless or even destructive in another cultural environment. The result is expatriates who are severely emotionally distressed and ineffective at their jobs.

And then it gets worse. When expatriates arrive home from their hard days at the office, they are usually faced with family members who are even more traumatized than they are. And, each one is expecting to be saved by the person who was responsible for bringing them to the strange country. 

The combination of severe adjustments at both work and home results is classic culture shock symptoms: frustration, anger, confusion, suspicion, etc. 


Phase 3: 

Gradual Adjustment
Period Lasting: 1 to 2 years (depending on the individual)

During this phase, expatriates slowly regain their self-confidence and effectiveness in a steady but difficult process. Through trial and error, and by building relationships with experienced expatriates and helpful local people, they gradually come to understand the need to adapt themselves to the local culture before trying to manage it. Expatriates eventually come to appreciate local language, cuisine and business practices.


Phase 4: 

Basic Competence
Period: 2 to 4 years from start of posting (depending on the individual)

Basic Competence in the practices of business in any country takes years. This is especially so in emerging countries where the rules of the game are not clearly stated or fixed, and very dependant on the vagaries of personal relationships. Despite the challenges, most expatriates are able to develop functional proficiency in the local environment with a couple of years from relocation. 


Phase 5: 

Mastery
Period: 5 to 7 years from start of posting (depending on the individual)

For expatriate leaders to make substantial and sustainable progress, they generally need strong relations with people in positions of influence within their own organizations and outside of it. This requires a lot of time. Various studies and experience has shown that at least 5 to 7 years are necessary to develop deep appreciation of the country and its opportunities. 

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Media organizations throughout the world call upon the Principals of Chalre Associates for thought leadership.  Below are some examples of published material written by our consultants or international journalists who refer to them.  For a complete list of published work, Click Here.  

 

 

Getting Ready For The Deluge: Outsourcing in Philippines

by Chalre Associates senior staff

 

Download [PDF file, 62KB]

 

The Economist Intelligence Unit of the Economist magazine asked Chalre Associates' Chairman, Richard Mills, to write a chapter about the Philippine outsourcing sector in its annual Business Guide Book.  The material provides a Executive Briefing on the progress and major issues facing this industry that is certainly one of most significant growth stories in the world.  more

 

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Asia Pacific Mining Conference 2007 - Report

by Chalre Associates senior staff

 

Download [PDF file, 28KB]

 

The 7th Asia Pacific Mining Conference put on by the Asean Federation of Mining Associations was perhaps the largest such event in the region.  Richard Mills, Chairman of Chalre Associates gave this report on what was said by the prominent mining people who presented. more

 

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The State of BPO in Philippines: Dan Reyes Speaks

by Chalre Associates senior staff

 

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Richard Mills, Chairman of Chalre Associates, interviewed Dan Reyes of Sitel for ComputerWorld (US) recently to get his views on the state of the BPO industry in Philippines. Dan presented US readers with compelling information to support his view that Philippines is currently seen as the "Number 1" option by global companies sending BPO work to offshore destinations. 
 
Dan Reyes is easily one of most experienced Business Process Outsourcing (BPO) managers in the Asia Pacific region and the world. He is head of the extremely successful Philippine operations of Sitel, the world's largest call center organization. Among other things, he is a founder and former president of the Business Processing Association of the Philippines.    more