Over the past several weeks we’ve shared some articles and commentary on the increasing importance of international life experience for today’s business and political leaders. The most recent Newsweek has an excellent article on exactly the subject, focusing on several members of President Obama’s team: Timothy Geithner, Valerie Jarrett, Marine Gen. James L. Jones and Maj. Gen. J. Scott Gration. We all know President Obama’s international history. In fact, he mentioned in his first TV interview with Al-Arabiya that he has Muslim family members and spent years living in the world’s largest Muslim country, Indonesia.

The article goes on to expand on how these appointees feel their international life experience has enhanced “their view of world events” and, thus, their qualifications for the critical roles they now fill.

General James Jones, President Obama’s National Security Adviser, describes what it is like to live abroad: “You develop a fine ear for listening to nuance, and to what it is people are saying, but also how they are saying it…You have to be able to look at the same problem through different prisms to be…successful in the international environment.”

Mike

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January 26th marks the beginning of the Year of the Ox and the most important holiday in China (it is observed in numerous other places and in countries with holidays that are tied culturally, e.g. Tet in Vietnam). The day takes place yearly between the end of the fall harvest and the beginning of spring. In China the holiday is also referred to as the “Spring Festival,” which demonstrates its root in agricultural harvest and the four seasons. Prosperity, future-orientation, security and public order are key values reinforced during this time of year.

A Xinhua article prominently displays President Hu Jintao’s visiting with ordinary people, as he travels around China inspecting and ensuring the prosperity of the country’s industry for the year. The renewal and focus associated with the holiday are recurring characteristics of Chinese culture. It is also one of the biggest days for travel in China, as family members reunite in their hometowns to be with family and remember ancestors. There is an immense emphasis on filial piety and family ethics. Reuniting serves as an expression of gratitude and a strengthening of family bonds.

The BBC reports a marked decline in positive feeling this year for conspicuous, economic reasons. The Year of the Ox is usually characterized by “calm, fortitude and success through toil.” The Chinese Diaspora is widespread, so people around the world are likely to be in touch with the holiday. The day is viewed as a public holiday in many countries outside of China. It’s interesting to know that the calendar on which this day is based was formulated millenia ago by a famous Chinese sovereign, Huangdi. Depending on the scholar, the “Chinese Year” in 2009 could be either 4706, 4707 or 4646, according to Wikipedia.

Happy Year of the Ox from the RW3 staff!

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It seems the world has recently become more aware than ever of the challenges facing global virtual teams, as we’ve been asked by many of our clients to conduct programs that will help make their global teams more effective. As a result of this interest, we’ve expanded our chapter on Global Teams in our forthcoming book, Managing Across Cultures (McGraw-Hill, May 2009), and are creating new Virtual Teams tools for CultureWizard.

If this is an issue you’re familiar with, please download our Desktop Guide to Global Virtual Teams PDF.

It’s no surprise this has become a top-of-mind issue. Imagine being treated by a doctor who never sees you personally, but is able to diagnose and surgically operate via computer programs; imagine watering a garden remotely, yet never being able to see its flowers in person. In a similar way, working virtually denies access to important visual and sensory cues, which themselves present a challenge to comprehensive communication and good teamwork. Compound that with cultural and linguistic differences and you have some serious hurdles to overcome before you can capitalize on long-distance collaboration made possible by technology.

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The Commonly accepted stages are:

1. Preparation & Honeymoon
Mixed emotions – a time of great anticipation that is characterized by increased productivity and a general sense of euphoria and excitement. As part of the preparation, be sure to involve each family member and avoid sugar-coating what the experience might be like; try to establish realistic expectations. The ‘honeymoon’ stage is an exhilarating time of adventure and discovery – you’re too busy to miss your old life and focused on starting a new one. This is a good time to stop acting like a tourist by getting involved with your host and expatriate communities, using public transportation, taking language lessons and shopping in local markets. Focus on building a support network because you’re going to need it in the next phase.

2. Culture Shock
Suddenly, or gradually, you become tired of how different and difficult everything is. You find it hard to be as productive as you were in your home country. You start missing your friends and familiar routines you had before. Take advantage of the groundwork you laid in the Honeymoon stage by calling your new friends, contacting community organizations, participate in your favorite activities, and cultivate a cultural mentor who can help you understand the new country. Try to avoid going into an “expat bubble.” Also, avoid going back to your home country during this phase as it will delay your acculturation.

3. & 4. Gradual Adaptation
Adaptation is a continual process and one that you’ll experience for the remainder of your assignment. As you emerge from the previous phase you begin to feel less frustrated by the differences in your new culture and begin to relish your daily routine. You are on your way to cultural fluency and understand differences readily. Being in expatriate is a source of pride rather than anguish, as you’ve gained the skills to succeed in a foreign country.

- taken from RW3’s Adjustment Cycle Wizard™

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In Hong Kong, English must now be used during at least 25% of the school day, a change enacted this month. A decision was made last summer to lift the restrictions placed by the post-colonial government in 1997 to teach only in Cantonese. Parents are now delighted their children’s English proficiency will improve, since it had suffered during the past decade. Furthermore, schools will now be able to decide autonomously on the level of curriculum to be taught in either language (Mandarin is not the popular language of Hong Kong or of Southern China, but it is headed in that direction).

In many decolonized regions of the world, this would be considered cultural defeat, but for residents of Hong Kong, the change is seen as an opportunity for their children to flourish in a global marketplace, which may be itself an influence of the region’s history with Britain. The Economist described the situation as “pragmatic,” while a writer for a Hong Kong English newspaper, The Standard, praises the change and describes it as a much-needed policy. The initial decision to make all instruction in Cantonese, in fact, infuriated parents across the region.

What does this say about the culture of this global entrepôt? The people of Hong Kong are goal driven. Historically, they have been influenced by the British government and have achieved a level of socioeconomic wealth incomparable in the region. English is perceived to open doors and engage opportunity, as business has for centuries been based on long distance, foreign exchange. The cultural predisposition towards interaction with all things foreign is embedded in the minds of Hong Kong’s people, while those on mainland China may be more culturally resistant to interaction with figures abroad (obviously, this has changed drastically in recent times). It’s remarkable how a small area like Hong Kong could be so different from a neighbor, e.g. Guangzhou, only a short distance away!

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The Economist reported on a controversial Abu Dhabi purchase of a culturally opposing enterprise, the Manchester City Football Club. It may have been expected had flashy Dubai acquired the club, since Abu Dhabi is considered more regal, “elegant, restrained and a little bit aloof.” After all, it is the capitol and most wealthy of the seven Emirates.

The cultural clash in this story shows how family ties are important in the UAE. The decision-maker for the purchase is a member of the Bani Fatima, a group of the current ruler’s half-siblings (Sheikh Kalifa is ruler of the Emirates). The fact that the Bani Fatima have gained power to spend the ruling family’s wealth on generally unaccepted purchases has made the situation awkward for both Sheikh Kalifa and the rest of society (who question their national culture). In other words, power has visibly shifted, albeit silently.

In the Emirates, the family is the basis of an individual’s identity and social structure. It includes the nuclear family, immediate relatives and often distant relatives. Loyalty to the family comes before all other relationships and commitments, even business (in this case, loyalty has been somewhat neglected). Nepotism is viewed positively, since it guarantees that one hires people who can be trusted, which is crucial in a country where value is placed on working with people who one knows and trusts. Hierarchy is another pillar of society in the UAE. This case clearly shows that deference to Sheikh Kalifa and his title has been blindsided.

The less traditional tendencies of those who bought the football club have made life uncomfortable for those in charge of maintaining and defining cultural and societal values (which in the UAE are changing rapidly).

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One of 2009’s predicted top relocation destinations, according to GMAC’s Global Relocations Trend Survey, Poland harbors a modern edge and willingness to be a more significant EU player.

+ For the most part, Poles are gallant and practice many old-world customs, such as hand kissing and deference towards women.
+ There is an elaborate etiquette of extending favors and using contacts to get things done. The people from a Pole’s inner circle can be relied upon to offer advice, help find a job, cut through bureaucracy or even rent an apartment.
+ Since Poland is a generally homogeneous society, foreigners are treated differently, so rules do not always apply in the same way.
+ Address people by their honorific title, Pan for a man and Pani for a woman, and their surname.
+ Poles expect guests to arrive at the appointed time. Since their invitations are often open-ended, they do not concern themselves about when the evening ends.
+ Poles generally prefer a moderately direct approach in communication and are concerned about the effect their words will have on others. Their goal is to get their point across while avoiding communicating in a way that would offend the other party.

- taken from RW3’s CultureWizard™ Country Profiles

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In one of the fastest growing regions of the world, the UAE is culturally diverse, because of its large expat population, yet grounded in its Middle Eastern history. The following will be useful when interacting with Emiratis:

+ Nepotism is viewed positively, since it guarantees that one hires people who can be trusted, which is crucial in a country where working with people one knows and trusts is of primary importance.
+ Foreign businesswomen are generally treated as professionals and given as much respect as a man in the same position (however, certain things should be left unsaid, e.g. cohabitation with a significant other).
+ Since the UAE is very hierarchical, be aware that people expect to be treated differently based on their socioeconomic level and don’t expect meetings or social functions to involve people from multiple levels.
+ Men should be careful about being seen alone in public with a woman to whom they are not related.
+ Expatriates from many countries are abound in the UAE, so be aware of each individual’s cultural heritage in order to ease communication.
+ Emirati managers may take a paternalistic attitude to their employees by demonstrating concern for aspects of life beyond the workplace, e.g. family, housing and health.

- taken from RW3’s CultureWizard™

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It seems apparent that younger, entry-level associates, if properly prepared, are capable of succeeding on global assignments, perhaps just as much as their senior colleagues (who may or may not have a partner and children). Expatriate assignments have historically been geared towards tenured employees, but the incentive to send a younger cadre of workers is on the rise. Economic pressures will fuel this trend, as the great benefits packages handed to an earlier generation of expats are costly, but a greater flexibility and an openness to cultural adaptation are other winning factors.

This article highlights the reasons to send the newest recruits abroad.

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Chopsticks NY published a wonderful piece on New Year’s customs in Japan.

The holiday is described as a catharsis or cleanse of the past year’s activities. People engage in cleaning activities, home decoration, special cooking, shopping and tying up loose-ends at work and with friends and family. Upon completion of these customary tasks, the new year is brought in quietly at midnight with traditional music.

“People usually spend the early morning of New Year’s Day with family, eating Osechi Ryouri, a special celebration food, and drinking O-toso, a special sake with herbs. People receive Nenga-Jo, New Year’s postcards, and kids are given Otoshidama, celebration money.”

The celebration is quite unique in comparison with the energetic, lively parties and festivals that are traditional in other parts of the world! Check out the full article for colorful illustrations of all the various aspects of the holiday.

Apparently, Australians offend people more than any other national group, according to a survey conducted by Australian company Servcorp. Americans and Britons were found to be the most easily offended groups out of the 700 individuals questioned, representing 13 countries.

Aussies were found to be loud-speakers who frequently used swear words in conversation. They also were perceived as too inquisitive on personal matters, among other things.

This is priceless information that one should consider when interacting with Australians (on a personal or professional level)!

Southern California is a very culturally diverse region of the US. For generations immigrants have brought their own local practices and lifestyles, which make for very colorful accounts of intercultural experience.

A story in the Pasadena Star-News about the business practices of Chinese residents in the City of Industry, CA is yet another prime example of simple, visible cultural difference. Shopkeepers in China generally reside in their shops, but doing the same in their transplanted American businesses usually causes legal issues, since mixed-use buildings are not the norm in California.

Bargaining over price is also an inherent Chinese consumer practice. The concept of a fixed, nonnegotiable price system, common throughout the US, does not fit culturally for Chinese consumers (non-Chinese business owners find this zeal for bargaining price confusing or offensive). Education can be really useful in these situations, as a lack of context usually leads to unnecessary misunderstanding. Anecdotes like this make comprehension of unfamiliar cultures so much more enjoyable!

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The stories about Prince Harry’s language and frequent insensitivity (e.g. wearing a Nazi uniform) is a strong reminder that careless words and tactless actions still abound. It’s an obvious reminder that we all still need programs to reinforce an appreciation of diversity.

- Mike

The Permits Foundation recently released an extensive survey that has confirmed a correlation between the expatriate’s partner’s employment abroad and the status of the international assignment. It’s unique because this has never been addressed on such a large scale, despite being a famous yet problematic conundrum of relocation.

Basically, when the partner does not work, the expat is less successful, for various reasons. This effect implicitly affects the attractiveness of certain locations for relocation, based on the ease of gaining a work permit and a job for the partner. Furthermore, the survey finds most partners to be educated, with 76% holding Bachelor’s and/or Master’s degrees, making their unemployment a waste of talent. If gainfully employed, partners would be effectively placed in the same category as the expat, with all cultural obstacles to integration applied, making the experience shared on another vital level (avoiding the “trailing spouse” situation).

A brief text written by Cindy King has interesting implications for the global organization.

A “Third Culture Kid” (TCK) is one who has spent his or her childhood in more than one culture, usually because of the family’s relocation to another country, which consequently alters their world view. President-elect Obama is one such example, as he spent formative years in both the US and Indonesia. King argues experience in a strong international environment eases comprehension of others, regardless of uncodified cultural difference. She argues they are especially flexible in situations where adaptation is the only way to stay afloat.

The global organization can indeed benefit from TCKs, but it is dually important for those without the experience to accrue cultural competency to succeed within diverse teams.