While many Americans may assume that everyone really wants to be American, and given the chance to live in the U.S., actually become American, it is not reality. You won't find an American lurking underneath every other nationality. Believing that people are essentially the same, and that given the chance most people would opt to live typically American lives, is an American myth that mirrors American egalitarian values more than it mirrors reality. The fact is, many non-Americans can find living and working in the U.S. a challenging and difficult assignment. This has important consequences for companies relocating employees and families into the U.S. Just as organizations have learned the cold, bottom-line lessons of lost investments and human resource disasters when sending Americans off to foreign lands ill-prepared, companies must consider similar consequences when bringing in non-Americans for life and work within the U.S. Adjusting to the U.S. requires the same kind of cross-cultural training.IMMIGRANT VS. IMPATRIATE
Modern American culture is primarily a culture of immigrants, so it is sometimes difficult for Americans to understand how challenging life in the U.S. can be for non-Americans. Furthermore, it is sometimes difficult for Americans to understand that impatriates may not want to be immigrants, either. However, the U.S. is a unique culture, one which is characterized by diversity and the love of freedom, however, some uniform cultural traits require a great adjustment by many non-Americans. In fact, the diversity of the U.S., its remarkable heterogeneity, can itself be a challenge for many coming from cultures that are homogeneous. It may be overwhelming to operate on a day-to-day basis in a culture that accepts, even celebrates, the side-by-side existence of differences, especially for those who come from cultures that are far more uniform and that seek to find harmony and consensus in day-to-day life.
As an immigrant culture, Americans have come to expect non-Americans to fit in easily, and historically most ultimately do. Immigrants often were--and are--willing to leave all behind, to start new lives, to re-invent themselves in the image of America; impatriates on the other hand may not be so inclined. They know they will, in most cases, eventually be returning home, and are not eager to let go of their own cultural background. They sometimes project their ways into the larger American mosaic, with often conflicting and challenging results.
But beyond American diversity, there are some unique and overarching aspects of American culture that may be quite different from those experienced at home by impatriates and their families. This can cause confusion, disillusionment, personal adjustment dislocation and poor professional performance on the job. All of these conditions in turn can lead to early returns, and unsuccessful impatriate assignments. Recognizing the cultural differences, and training for them, as companies have done for expatriating Americans, is an important preventive intervention that can significantly help insure a successful impatriation.
DAILY LIFE CHALLENGES IN THE US
"How can I possible choose from all this?" the newly arrived British spouse exclaimed. She was standing in the middle of a modern American supermarket, looking down the aisle at shelves of competing breakfast cereals. Even our closest cultural cousins can sometimes find certain facts of American life bewildering and challenging. It is important for Americans to remember that what we may consider to be a benefit and a source of pride (like a wide variety of choices) may be overwhelming for those unfamiliar with American life.
"In Britain", the impatriate partner continued, "the choices are fewer, and it's so much easier to shop." In time, this new visitor came to value the convenience of longer shopping hours, greater selection and easy payment methods. However, none of this solved all of her concerns, some of which were basic. "I still can't find my favorite foods, despite all the selection", she added, "and although there are so many choices, the quality of food is not as good as it is in Europe."
A European colleague once commented, "The strawberries are big and red here in the U.S., but they have no taste. It's like most things in America: quantity instead of quality, the outside looking good, but the inside pretty questionable."
Modern American culture is predicated on a set of values that may not be as important in other cultures. Individualism, for example, allowing individuals to achieve on their own, to control their own lives, to be independent from things, including government, which may unfairly impinge on their freedom and independence, is a central American value. Many Americans lead fairly insular, atomized lives, relative to people from other cultures, making their own independent daily decisions on everything from when and with whom (if anyone) to eat lunch to working out at the gym.
In other cultures, individuals simply don't do things as independently, and require the involvement of family and friends in many daily tasks. It is for this reason that many partners of impatriated employees often feel estranged and lost in America. "I was taken from my sister, and I miss her very much", a Japanese spouse commented in one of our cultural training programs. "She and I were so close, and we would do everything together. Here in America, I know nobody, I don't speak English very well, and I am afraid to drive the car alone. I feel like I just want to stay inside all day, and wait until I can go home."
English language competency is not a given worldwide. It is easy for Americans who travel internationally to misinterpret the use of English in business or in tourist locations as an indication that most people in most places speak "good enough" English. This is simply not universally true, and it comes home to roost with partners of impatriate employees who, in many cases, have little or no competency in English, even when their partners might. In the U.S., where most non-English speakers are simply expected to learn the language, this can only complicate the challenge of adjusting to daily life. Imagine not being able to speak the language when attempting to shop, go to school, deal with children's concerns, socialize, make friends, or simply go out to the movies. As is the case with many American expatriate partners being sent abroad, the inability of the partner of the impatriate employee to adjust to American ways of life is the primary reason for failed impatriate assignments. In fact, fear of life in the US for some, with its attendant images of high crime, bad schools, unfamiliar language and food, and rushed insular daily life, often is enough to keep partners from joining their employee spouses, a condition which often insures that the employee themselves will be lonely and eager to return home as soon as possible.
THE CHALLENGE OF WORKING IN THE U.S.
"Why are they constantly smiling at me and asking me how I am?" a French manager in the U.S. once asked. "It's not a problem, really, just a little strange. Every time I pass a colleague in the hall, he smiles and asks me 'how are you?'. I already told him once in the morning, yet he persists in asking me this all day long!" Sometimes, cultural differences are merely irritating, not important. However, working day after day with people you do not understand can eventually become debilitating; additionally, many misunderstandings can have serious consequences.
American work culture rewards initiative, creativity, problem-solving. A meeting in America, for example, is typically an opportunity for brainstorming and problem-solving, and everyone invited to the meeting is expected to participate. Hierarchical differences, while understood, typically do not prevent people from speaking up, sharing ideas, or volunteering their opinions. However, in many cultures, hierarchy, as represented not only by differences in rank, but also gender, age and class, is a formidable definer of behavior in the workplace. In these cultures, individuals who see themselves as subordinate in their role simply do not volunteer ideas, brainstorm in public, or openly speak their mind when in the presence of their superiors. Hierarchical differences in these cultures demand that respect be demonstrated in the form of formalities and protocols that are more easily forsaken in the U.S. for efficiency and informality. Expecting subordinates from these cultures to easily volunteer ideas, be self-motivated in the absence of clear direction from above, or even bring a problem forward for solution, is problematic.
Conversely, if the same individuals see themselves in a position of authority, either correctly or as the result of the American manager's failing, in their eyes, to be as directive as they, from their hierarchical perspective, expect bosses should be, they will appear to be demanding, challenging and exceeding their authority. In either case, the source of the resulting conflict is cultural, and one that might have been easily avoided with appropriate cultural orientation. "I don't understand why Tanaka-san has nothing to say at the meeting?" the American manager asks in frustration. "Why is he here, if he doesn't contribute? I ask him if he understands, and he nods his head, but I don't think he gets it all." At the same time, Tanaka-san, in a private moment with a colleague, admits, "these American managers expect me to criticize their ideas at the meeting in front of them and everyone else. I cannot do that."
HOW IMPATRIATE CULTURAL TRAINING CAN HELP
Cultural orientation programs have long ago proved to be valuable assets for Americans going abroad to live and work in other cultures. Not only do good programs provide important cultural lessons for both life and work, but they address personal family issues, allowing all stakeholders in the relocation process the opportunity to reflect on their personal issues of adjustment. In fact, we know that the critical adjustment may not be that of the employee, but rather that of the partner, or the teenage daughter. Survey after survey indicates that the greatest need that expatriates have is for greater cultural awareness of the differences and challenges that present themselves, sometimes even in the most familiar surroundings, over time. The same is true for the impatriate employee and family. While the U.S. may be a culture of plenty and independence, especially when contrasted with certain other cultures that impatriates may be coming from, the U.S. is also still, not their home. For a few, expatriating to the U.S. might be a welcome opportunity; for most, American culture represents a curious mix of good and bad, familiar and unfamiliar, opportunities but also challenges; and for some, a difficult and frustrating experience.
For all these impatriates and their families, and for all their reasons, we need to be sensitive to the requirement to provide them with the same opportunity to better understand and adjust to the American culture, just as we do for the American expatriates who may, in fact, be relocating out into their countries. This will insure not only fewer unsuccessful impatriate assignments, but, in the long run, a more successful global company, by any definition.
© 2000 Dean Foster Associates