Coping With a New Culture

The Situation

A group of young trainees were to be seconded abroad for a six-month period, some in fairly dangerous locations. Apart from holidays with their families, none of them had had any experience of working and living in a country other than their own. Given the short duration of the secondment, and some significant difficulties with previous secondments, it was vital that they were able to capitalise on the experience from day 1 so that customers and colleagues felt secure and well-served by the trainees.

The Consequence

Trainees represent a significant investment for any company. Not addressing cross-cultural issues can create a poor learning environment and result in poor performance and little company loyalty. In the worst-case scenario, trainees could experience traumatic situations which they are ill-equipped to identify or resolve. A four-year longitudinal research study (de la Croix and Perman, 1987) indicated a significant level of behavioural problems, for example, a substantial loss of self-confidence; acute traumatic stress reactions and cognitive distortion of the environment including hostility towards the host culture which corresponded to factors such as personality and the nature of preparation for secondment.

The Approach

Trainees were first assessed on a number of variables critical to their fitness to adapt across cultures. They were then given ‘special purpose’ preparation designed to increase their understanding and sensitivity to the host culture and their personal resilience. The preparation required a high degree of participant involvement in self-assessment, gathering and discussing information, real-life simulations and role-play to ensure commitment and an independent attitude. The underlying principle was that although the organisation had responsibilities for the safety and welfare of its trainees, it was crucial to the success of the assignments and every day security that the trainees were self-aware and self-reliant.

The Result

The group of trainees who participated in our programme were by far the most successful in comparison with previous years. The organisation felt this success more than justified the initial cost.

Coping With a New Culture

The Situation

The Consequence

The Approach

The Result

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		Coping With a New Culture The Situation A group of young trainees were to be seconded abroad for a six-month period, some in fairly dangerous locations. Apart from holidays with their families, none of them had had any experience of working and living in a country other than their own. Given the short duration of the secondment, and some significant difficulties with previous secondments, it was vital that they were able to capitalise on the experience from day 1 so that customers and colleagues felt secure and well-served by the trainees. The Consequence Trainees represent a significant investment for any company. Not addressing cross-cultural issues can create a poor learning environment and result in poor performance and little company loyalty. In the worst-case scenario, trainees could experience traumatic situations which they are ill-equipped to identify or resolve. A four-year longitudinal research study (de la Croix and Perman, 1987) indicated a significant level of behavioural problems, for example, a substantial loss of self-confidence; acute traumatic stress reactions and cognitive distortion of the environment including hostility towards the host culture which corresponded to factors such as personality and the nature of preparation for secondment. The Approach Trainees were first assessed on a number of variables critical to their fitness to adapt across cultures. They were then given ‘special purpose’ preparation designed to increase their understanding and sensitivity to the host culture and their personal resilience. The preparation required a high degree of participant involvement in self-assessment, gathering and discussing information, real-life simulations and role-play to ensure commitment and an independent attitude. The underlying principle was that although the organisation had responsibilities for the safety and welfare of its trainees, it was crucial to the success of the assignments and every day security that the trainees were self-aware and self-reliant. The Result The group of trainees who participated in our programme were by far the most successful in comparison with previous years. The organisation felt this success more than justified the initial cost.