FREE ESSAY ON CULTURE SHOCK

CULTURE SHOCK

Culture in ancient times was defined as "the sum total of the equipment of the human
individual, which enables him to be attuned to his immediate environment on the
historical past on the other". It reflects in effect what humans have added to Nature. It
comprises the spiritual, material, intellectual and emotional features of a society and
includes, in addition to the arts and letters, the value systems, traditions, modes of
life and beliefs of the society. It also absorbs from other cultures and undergoes
changes with time, sometimes beneficial, sometimes regressive. (Barlas, 15). 
Culture shock is a severe psychological reaction that results from adjusting to the
realities of a society radically different from one's own. The actual degree of culture
shock may vary depending on the differences and similarities between the society studied
and the persons' own society. The symptoms may range from mild irritation to surprise or
disgust. (Scupin, 124). Usually after the person experiencing culture shock learns the
norms, beliefs, and practices of the community, the psychological disorientation of
culture shock begins to diminish. 
This paper will be based upon culture shock and international business. There are three
areas where culture shock could affect you:
1. Emotions-you have to cope with the stress of international work and keeping an
emotional balance in order to perform in a business.
2. Thinking style- you have to understand how your counterparts think and be able to
develop culturally effective solutions.
3. Social skills and social identity- you need effective social skills to establish new
business relationships. (Marx, 25).
This differs from manager to manager, some managers seem to adapt in an almost chameleon
-like way to different countries, whereas others cling desperately to their habits and
their national approaches. Working in a new culture can produce a variety of reactions,
such as;
-  Confusion about what to do
-  Anxiety
-  Frustration
-  Exhilaration
-  Inappropriate social behavior
-  Inability to get close to your business partner and clinch the deal
-  Feeling isolated
-  Becoming depressed
All of the above are possible reactions to culture shock, the shock we experience when we
are confronted with the unknown the "foreign". The term culture shock was coined by the
anthropologists Oberg, 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- a shock that occur when expectations do not coincide with reality. (Marx, 5). In
his original article, Oberg lists six main aspects of culture shock:
1. Strain caused by the effort to adapt.
2. Sense of loss and feelings of deprivation in relation to friends, status, profession
and possessions.
3. Feeling rejected by or rejecting members of the new culture.
4. Confusion in role, values and self-identity.
5. Anxiety and even disgust/anger about foreign practices.
6. Feelings of helplessness, not being able to cope with the new environment.
Culture shock in all its diverse form is completely normal and is part of a successful
process of adaptation. Oberg also developed a model of adaptation that suggests that
going abroad or working internationally put you through or cycle of distinct phases on
the way to final adaptations.
The first stage is the honeymoon phase, where all encounters in a new place are seen as
exciting, positive and stimulating. The new life is viewed as providing endless
opportunities and the manager is usually in a state of exhilaration. There is openness
and curiosity, combined with a readiness to accept whatever comes. Most importantly, at
this stage judgment is reserved and even minor irritations are suppressed in favor of
concentrating on the n ice things about the job, the country, the colleagues, the food,
etc.
In the second phase, culture shock sets in- the manager realizes that something is not
quite right. This experience of foreignness can start with a creeping awareness of
disorientation and a feeling of not quite knowing what is going on. It can also include
very negative symptoms, such as stress (being unable to sleep or eat), irritability, and
a negative view of the job, the country and colleagues. This phase is characterized by a
general unease that can involve being uncomfortable with the new situation but can border
on hating everything foreign. The main reason for these symptoms is an uncertainty about
our surroundings our future and ourselves. The usual signs if orientation and belonging
do not exist, we don't quite know who we are without the familiar social context, and the
way our foreign colleagues behave seems all wrong. How individual managers deal with this
particular phase and its emotions, thinking and expectations are essential for their
overall adaptation in the long run. The ideal approach is to use the symptoms and the
unpleasantness as a clear indicator that it is time to change our approach and to engage
in some form of self-development both in dealing with our emotions and in understanding
ourselves and others. The worst type of approach is to ignore the symptoms, to resort to
superficial solutions or to adapt a rigid stance of believing that only out methods are
correct and forcing these methods/management techniques on foreign colleagues. 
The third phase of recovery usually starts with accepting that we have a problem and that
we have to work on it. Both recovery and the final adjustment phase usually involve a
compromise between the feeling and thinking of the honeymoon phase and the culture shock
phase. This compromise is between our exaggerated expectations and reality. In the final,
adjustment stage managers are able to work effectively, know the limitations ways of
doing things and most importantly, are able to be more flexible. (Marx, 8).
There are ten basic steps for minimizing culture shock;
-  Don't let culture shock take you by surprise. Allow time to find our about it before
you leave for your assignment. Learn to recognize the symptoms and their potential
impact.
-  Expect culture shock to happen irrespective of location. It is as likely to occur in a
country near your home base as in posting further afield.
-  As soon as you arrive in your new location, identify all the opportunities for
building support networks with other international managers and local people.
-  As with any stressful situation, fight it, don't give in to it. So don't resort to
escapist strategies such as drinking or eating too much and don't deny your symptoms.
-  Ask other international managers for guidance on the issues and problems to look out
for. Learn from their experience
-  Give yourself time to adapt and don't rush into too many work-related projects as the
start of the assignment. Make sure that the organization gives you this time too.
-  Don't hesitate to seek professional help of symptoms persist despite your coping
effort. Help may be available within your company or externally through counselors or the
medical profession.
-  Expect the same symptoms to reoccur when you come home. Reverse culture shock is
normal.
-  Think about the positive aspects of culture shock-people who experience it adapt
better to their new environment than those who do not. 
Retain a sense of humor! (Marx, 18).