What culture term refers to an experience of a person when he moves to a culture environment which is different from his own?

Leaving home and traveling to study in a new country can be a stressful experience, even though it may be something you have planned and prepared for. Many people are surprised when they experience the impact of culture shock, and it can be helpful to realize your experience is actually quite normal.

What is Cultural Shock?

Culture shock describes the impact of moving from a familiar culture to one that is unfamiliar. It includes the shock of a new environment, meeting lots of new people and learning the ways of a new country. It also includes the shock of being separated from the important people in your life, such as family, friends, colleagues, and teachers: people you would talk to at times of uncertainty, people who give you support and guidance.

Factors that can contribute to culture shock

• Climate

Many students find the northwest climate can affect them a lot. You may find the grayness and dampness, especially during the winter months, difficult to get used to.

• Language

Listening and speaking in a new language is tiring. In class, some international students have trouble understanding the lecture and reading materials. People speak quickly and you may feel embarrassed to ask them to repeat what they said. If English is not your first language, you may find you miss your home language.

• Social roles

Social behaviors may confuse, surprise or offend you. For example you may find people appear cold, distant or always in a hurry. Or you may be surprised to see couples holding hands and kissing in public. You may find the relationships between men and women more formal or less formal than you are used to, as well as differences in same sex social contact and relationships.

• ‘Rules’ of behavior

As well as the obvious things that hit you immediately when you arrive, such as sights, sounds, smells and tastes, every culture has unspoken rules which affect the way people treat each other. These may be less obvious, but sooner or later you will probably encounter them and once again the effect may be disorientating. For example, there will be differences in the ways people decide what is important, how tasks are allocated and how time is observed. In business and academic life, keeping to a schedule is important. You should always be on time for lectures, classes, and meetings with academic and administrative staff. If you are going to be late for a meeting, do try to give advance notice.

• Values

Although you may first become aware of cultural differences in your physical environment, (e.g. food, dress, behavior) you may also come to notice that people from other cultures may have very different views of the world from yours. Cultures are built on deeply-embedded sets of values, norms, assumptions and beliefs. It can be surprising and sometimes distressing to find that people do not share some of your most deeply held ideas, as most of us take our core values and beliefs for granted and assume they are universally held. As much as possible, try to suspend judgment until you understand how parts of a culture fit together into a coherent whole. Try to see what people say or do in the context of their own culture’s norms. This will help you to understand how other people see your behavior, as well as how to understand theirs. When you understand both cultures, you will probably find some aspects of each that you like and others that you don’t.

• Relationship Stress

If your spouse or partner has accompanied you to the U.S., remember that the stress of the transition may cause struggles in your relationship. The transition to a new culture may be very difficult for your partner. Your partner may feel very isolated; he/she has been transplanted from your culture and separated from family and friends. Simple tasks can be stressful due to the language barrier. Often times they do not have opportunities to engage in productive, meaningful activity such as pursuing a degree, and it may be more difficult for them to make new friends.

If you’re struggling with the stress of cultural adjustment and would like to learn strategies for coping more effectively with your transition, please reach out to us at the Counseling Center.  We would value the chance to meet you and learn more about how you are navigating the differences between your home culture and that of the UW campus. Many international students find that counseling can help them learn new coping skills, generate ideas about how to get connected, and receive support for the many transitions they are experiencing.

SOME DEFINITIONS

• Culture refers to the cumulative deposit of knowledge, experience, beliefs, values, attitudes, meanings, hierarchies, religion, notions of time, roles, spatial relations, concepts of the universe, and material objects and possessions acquired by a group of people in the course of generations through individual and group striving.
• Culture is the systems of knowledge shared by a relatively large group of people.
• Culture is communication, communication is culture.
• Culture in its broadest sense is cultivated behavior; that is the totality of a person's learned, accumulated experience which is socially transmitted, or more briefly, behavior through social learning.
• A culture is a way of life of a group of people--the behaviors, beliefs, values, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation from one generation to the next.
• Culture is symbolic communication. Some of its symbols include a group's skills, knowledge, attitudes, values, and motives. The meanings of the symbols are learned and deliberately perpetuated in a society through its institutions.
• Culture consists of patterns, explicit and implicit, of and for behavior acquired and transmitted by symbols, constituting the distinctive achievement of human groups, including their embodiments in artifacts; the essential core of culture consists of traditional ideas and especially their attached values; culture systems may, on the one hand, be considered as products of action, on the other hand, as conditioning influences upon further action.
• Culture is the sum of total of the learned behavior of a group of people that are generally considered to be the tradition of that people and are transmitted from generation to generation.
• Culture is a collective programming of the mind that distinguishes the members of one group or category of people from another.

THEORY OF CULTURAL DETERMINISM

• The position that the ideas, meanings, beliefs and values people learn as members of society determines human nature. People are what they learn. Optimistic version of cultural determinism place no limits on the abilities of human beings to do or to be whatever they want. Some anthropologists suggest that there is no universal "right way" of being human. "Right way" is almost always "our way"; that "our way" in one society almost never corresponds to "our way" in any other society. Proper attitude of an informed human being could only be that of tolerance.
• The optimistic version of this theory postulates that human nature being infinitely malleable, human being can choose the ways of life they prefer.
• The pessimistic version maintains that people are what they are conditioned to be; this is something over which they have no control. Human beings are passive creatures and do whatever their culture tells them to do. This explanation leads to behaviorism that locates the causes of human behavior in a realm that is totally beyond human control.

CULTURAL RELATIVISM

• Different cultural groups think, feel, and act differently. There is no scientific standards for considering one group as intrinsically superior or inferior to another. Studying differences in culture among groups and societies presupposes a position of cultural relativism. It does not imply normalcy for oneself, nor for one's society. It, however, calls for judgment when dealing with groups or societies different from one's own. Information about the nature of cultural differences between societies, their roots, and their consequences should precede judgment and action. Negotiation is more likely to succeed when the parties concerned understand the reasons for the differences in viewpoints.

CULTURAL ETHNOCENTRISM

• Ethnocentrism is the belief that one's own culture is superior to that of other cultures. It is a form of reductionism that reduces the "other way" of life to a distorted version of one's own. This is particularly important in case of global dealings when a company or an individual is imbued with the idea that methods, materials, or ideas that worked in the home country will also work abroad. Environmental differences are, therefore, ignored. Ethnocentrism, in relation to global dealings, can be categorized as follows:
  • Important factors in business are overlooked because of the obsession with certain cause-effect relationships in one's own country. It is always a good idea to refer to checklists of human variables in order to be assured that all major factors have been at least considered while working abroad.
  • Even though one may recognize the environmental differences and problems associated with change, but may focus only on achieving objectives related to the home-country. This may result in the loss of effectiveness of a company or an individual in terms of international competitiveness. The objectives set for global operations should also be global.
  • The differences are recognized, but it is assumed that associated changes are so basic that they can be achieved effortlessly. It is always a good idea to perform a cost-benefit analysis of the changes proposed.  Sometimes a change may upset important values and thereby may face resistance from being implemented. The cost of some changes may exceed the benefits derived from the implementation of such changes.

MANIFESTATIONS OF CULTURE

Cultural differences manifest themselves in different ways and differing levels of depth. Symbols represent the most superficial and values the deepest manifestations of culture, with heroes and rituals in between.

• Symbols are words, gestures, pictures, or objects that carry a particular meaning which is only recognized by those who share a particular culture. New symbols easily develop, old ones disappear. Symbols from one particular group are regularly copied by others. This is why symbols represent the outermost layer of a culture.
• Heroes are persons, past or present, real or fictitious, who possess characteristics that are highly prized in a culture. They also serve as models for behavior.
• Rituals are collective activities, sometimes superfluous in reaching desired objectives, but are considered as socially essential. They are therefore carried out most of the times for their own sake (ways of greetings, paying respect to others, religious and social ceremonies, etc.).
• The core of a culture is formed by values. They are broad tendencies for preferences of certain state of affairs to others (good-evil, right-wrong, natural-unnatural). Many values remain unconscious to those who hold them. Therefore they often cannot be discussed, nor they can be directly observed by others. Values can only be inferred from the way people act under different circumstances.
• Symbols, heroes, and rituals are the tangible or visual aspects of the practices of a culture. The true cultural meaning of the practices is intangible; this is revealed only when the practices are interpreted by the insiders.

Figure 1. Manifestation of Culture at Different Levels of Depth

LAYERS OF CULTURE

People even within the same culture carry several layers of mental programming within themselves. Different layers of culture exist at the following levels:

• The national level: Associated with the nation as a whole.
• The regional level: Associated with ethnic, linguistic, or religious differences that exist within a nation.
• The gender level: Associated with gender differences (female vs. male)
• The generation level: Associated with the differences between grandparents and parents, parents and children.
• The social class level: Associated with educational opportunities and differences in occupation.
• The corporate level: Associated with the particular culture of an organization. Applicable to those who are employed.

MEASURING CULTURAL DIFFERENCES

A variable can be operationalized either by single- or composite-measure techniques. A single-measure technique means the use of one indicator to measure the domain of a concept; the composite-measure technique means the use of several indicators to construct an index for the concept after the domain of the concept has been empirically sampled. Hofstede (1997) has devised a composite-measure technique to measure cultural differences among different societies:

• Power distance index:  The index measures the degree of inequality that exists in a society.
• Uncertainty avoidance index: The index measures the extent to which a society feels threatened by uncertain or ambiguous situations.
• Individualism index: The index measure the extent to which a society is individualistic. Individualism refers to a loosely knit social framework in a society in which people are supposed to take care of themselves and their immediate families only. The other end of the spectrum would be collectivism that occurs when there is a tight social framework in which people distinguish between in-groups and out-groups; they expect their in-groups (relatives, clans, organizations) to look after them in exchange for absolute loyalty.
• Masculinity index (Achievement vs. Relationship): The index measures the extent to which the dominant values are assertiveness, money and things (achievement), not caring for others or for quality of life. The other end of the spectrum would be femininity (relationship).

RECONCILIATION OF CULTURAL DIFFERENCES

Cultural awareness:

• Before venturing on a global assignment, it is probably necessary to identify the cultural differences that may exist between one's home country and the country of business operation. Where the differences exist, one must decide whether and to what extent the home-country practices may be adapted to the foreign environment. Most of the times the differences are not very apparent or tangible. Certain aspects of a culture may be learned consciously (e.g. methods of greeting people), some other differences are learned subconsciously (e.g. methods of problem solving). The building of cultural awareness may not be an easy task, but once accomplished, it definitely helps a job done efficiently in a foreign environment.
• Discussions and reading about other cultures definitely helps build cultural awareness, but opinions presented must be carefully measured. Sometimes they may represent unwarranted stereotypes, an assessment of only a subgroup of a particular group of people, or a situation that has since undergone drastic changes. It is always a good idea to get varied viewpoints about the same culture.

Clustering cultures:

• Some countries may share many attributes that help mold their cultures (the modifiers may be language, religion, geographical location, etc.). Based on this data obtained from past cross-cultural studies, countries may be grouped by similarities in values and attitudes. Fewer differences may be expected when moving within a cluster than when moving from one cluster to another.

Determining the extent of global involvement:

• All enterprises operating globally need not have the same degree of cultural awareness. Figure 2 illustrates extent to which a company needs to understand global cultures at different levels of involvement. The further a company moves out from the sole role of doing domestic business, the more it needs to understand cultural differences. Moving outward on more than one axis simultaneously makes the need for building cultural awareness even more essential.

Figure 2. Cultural Awareness and Extent of Global Involvement

Reference:

Hofstede, G. (1997). Cultures and Organizations: Software of the mind. New York: McGraw Hill.

Some recent publications

Culture Shock Challenges Firms Looking Abroad

Do We See Eye-to-Eye? Implications of Cultural Differences for Cross-Cultural Management Research and Practice

Abstract

Although observation is a common research technique, little attention has been given to the effects of culture on observer judgment making. These researches argue that consideration of cultural differences is critical when applying observation techniques in cross-cultural research as well as in the applied contexts of performance appraisal and international management. A laboratory study was conducted to examine the potential for discrepancies in observer judgment making among Asian American and Caucasian American subjects. The results of the study affirm the importance of cultural influences in research and management.

[Li & Karakowsky (2001). Do We See Eye-to-Eye? Implications of Cultural Differences for Cross-Cultural Management Research and Practice. The Journal of Psychology, 135(5), 501-517.]

What is it called when culture and experience are together?

What is it called when you adapt to a new culture?

What is culture shock known as?

What cultural terms refers to the experience of personal disorientation?