Bridging the cultural divide

BREAKING THROUGH CULTURE SHOCK - What You Need to Succeed in International Business:Elisabeth Mark; Nicholas Brealey Publishing Ltd., 36, Jhon Street, London WCIN 2AT, U.K.; Distributed by Rupa and Co. Post Box No. 12333, 15, Bankim Chatterjee Street, College Square, Calcutta-700073. œ.10.95.

WHAT IS culture? It is the way of life of people. It consists of conventional patterns of thought and behaviour including values, beliefs, rules of conduct, political organisation and economic activity, which are passed on from one generation to the other by learning and not by biological inheritance. The concept of culture provides a platform for explaining and understanding human behaviour. It is one of the distinguishing elements of modern social thought. The modern culture concepts entail several principles for understanding behaviour like the patterns which both guide and define thought and behaviour are learned; a large component of culture is below the level of conscious awareness; and cultural patterns structure both thought and perception.

The modern culture concept emerged at about the turn of the century and it did so largely in opposition to the Victorian ideas that culture or civilisation was the conscious creation of rational minds for the purpose of improving the lives of society's members.

However, most of today's work on cultural dimensions is based on Geert Hofstede's research, which was followed up and expanded by Fons Trompennars. Culture now is defined as mental programme or ``a software of the mind'' - a collective programming of the mind that distinguishes the members of one group or category of people from another (1994).

The term ``culture shock'' was coined by Oberg (1960) who explained both the symptoms and the process of adapting to a different culture. The experience of a new culture is seen as an unpleasant surprise or shock that occurs when expectations do not coincide with reality.

In this transnational business era and global business environment, culture shock - the experience of foreignness - has become the critical factor for success, and an occupational hazard if one fails to adjust to international counterparts with different motivations, behaviours and ways of making decisions.

``Emotional intelligence'', the ability to understand yourselves and others, to be sensitive and monitor your emotions and good social skills and have a positive, optimistic attitude to reach better solutions rather than a pessimistic attitude and not solving problems by which one may not adapt to the international business culture is all that is explained in this well got-up book.

Culture shock is an occupational hazard in which some executives thrive, others feel disoriented and anxious. The three areas of culture shock are ``emotions, thinking style and social skills and social identity.'' The book focusses on this triangle showing how to behave differently, think differently and balance emotions. Chapter one explains the concept of culture shock and sets the scene for managing the three areas mentioned above. The stages of adaptation are explained well. The first stage - euphoric-excitement, the honeymoon stage - is seen as exciting, positive and stimulating. The second stage is the feeling that something is wrong.

The final stage is the recovery stage. The crux is the acceptance of reality and adaptability. Chapters two, three and four deal with the coping strategies.

Part two focussess on the steps towards successful international career. Chapter five gives a brief pragmatic summary of some of the characteristics of the world's main business cultures in areas such as workforce, society and business. The business cultures covered are Germany, France, the U.K., the U.S. and China.

While punctuality is valued in France, people are always expected to be 10 to 15 minutes late for a social function! French business possibly shows a lack of diversity produced by the elite system while the British are fairly change-oriented and have the advantage of tolerating ambiguity.

``Have a nice day,'' automated syndrome represents the U.S. and tips like ``Americans like decisive leadership'' while Chinese like to give in but should have the feeling of ``having won'' are good.

Chapter six deals with dual career issues and children. It is here that a clear warning is sounded about some multinationals who insist that ``you remain single at least for five years.'' Chapter seven gives suggestions on managing international careers.

Chapter eight gives the experiences of Peter Job (CEO of Reuters) who rose to that rank from that of reporter, Win Bischoff (Chairman of Schrodders) and Walter Hasselkus (CEO of Rovers).

All these persons advise ``communication skills and learning the language of the country'' as a successful criteria. Chapter 10 is an evaluation sheet to test the abilities to succeed internationally.

The book includes numerous case studies based on the author's international consultancy work and research and draws on the author's personal cross-cultural experience as a German psychologist. It is a self coaching guide for managers working in an international setting. ``Working internationally is difficult, challenging and can be extremely exhilarating. At times a frustrating experience, it is never boring and it will enrich your personal and professional life, if you approach it the right way.'' If you are only after money, the tips of the author may not help.

But she has succeeded in her attempt to persuasively recommend achievable strategies for improving personal success. A must read for any manager expecting an international posting or an international high flier.

N. RAMASWAMI

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