#13. Americans are so impatient!

Americans believe that if things take a long time to do, they won’t be able to do enough of them. Many Americans believe that more and faster is better. They do not like to stand in line and wait, and they originated fast food. Americans believe that getting things done (and doing them quickly) may be more important than other things. Many other cultures believe that slower is better and that building and maintaining relationships takes priority over getting things done at the expense of relationships.

#14. They seem self-centered

Americans are fiercely independent people. This significant cultural value can be at odds with the natural tendencies of most people, which is to be dependent and connected to others. This independence may be hard for many people to understand and achieve, but for Americans, it is very desirable. While it can be perceived as “selfish,” the true nature of this belief is self-reliance. Americans take care of themselves and expect others to do the same. Popular shows and numerous films show heroes, usually ordinary individuals, who save the day (or the world!) by acting on their own; sometimes bypassing rules and authorities and ignoring group opinion.

#15. Their life seems tough

Even when doors are open, people ask before entering. While friendly and helpful, they expect themselves and others to make their own decisions and do their own jobs. They don’t answer other people’s phones at work. Self-help books, groups and do-it-yourself projects are standard. While protective of their children, most US parents treat them like small adults. American children are encouraged to make their own decisions from the earliest age. Young adults move away from home, usually after high school. Most American kids have their own phone, computer, TV set, and car too. So, as they are expected to be self-reliant, Americans have a fairly low and declining level of social welfare, healthcare, and public services. Volunteerism for a good cause is common, but also on the decline.

Building Bridges: A Peace Corps Classroom Guide to Cross-Cultural Understanding

Axtell, Roger E., ed. DO’s and TABOOs Around the World. New York: John Wiley & Son, Inc., 1997. (ISBN 0-471-59528-4).

Axtell, Roger E., ed. GESTURES: The DO’s and TABOOs of Body Language Around the World. New York: John Wiley & Son, Inc., 1991. (ISBN 0-471-53672-5).

Hall, Edward T. Beyond Culture. New York: Anchor Books/Doubleday, 1989. (ISBN 0-385-12474-0).

Hall, Edward T. Silent Language. New York: Anchor Books/Doubleday, 1990. (ISBN ( 0-385-05549-8).

Hall. Edward T. The Dance of Life—The Other Dimension of Time. New York: Anchor Books/Doubleday, 1983. (ISBN 0-385-19248-7).

Hall, Edward T. The Hidden Dimension. New York: Anchor Books/Doubleday, 1982. (ISBN 0-385-08476-5).

Harris, Philip R. and Robert T. Moran. Managing Cultural Differences. Houston, TX: Gulf Publishing Company, 2000. (ISBN 0-87719-345-2).

Hess, J. Daniel. The Whole World Guide To Culture Learning. Yarmouth, ME: Intercultural Press, Inc., 1994. (ISBN 1-877864-19-6).

Hofstede, Geert. Cultures and Organizations. London: McGraw-Hill Book Company Europe, 1991. (ISBN 0-07-707474-2).

Hughes, Katherine L. The Accidental Diplomat. Dilemmas of the Trailing Spouse. Putnam Valley, NY: Altheia Publications, 1999. (ISBN 0-9639260-7-1).

Kohls, L. Robert. Survival Kit for Overseas Living. Yarmouth, ME: Intercultural Press, 1996. (ISBN 1-877864-38-2).

Kohls, L. Robert. Training Know-How for Cross-Cultural and Diversity Trainers. Duncanville, TX: Adult Learning Systems, Inc., 1995. (ISBN 1-887493-04-02).

Kohls, L. Robert and John M. Knight. Developing Intercultural Awareness—A Cross-Cultural Training Handbook. 2nd ed. Yarmouth, ME: Intercultural Press, Inc., 1994. (ISBN 1-877864-13-7).

Lewis, Richard D. When Cultures Collide. London, England: Nicholas Brealey Publishing, 2000. (ISBN 1-85788-087-0).

Marx, Elisabeth. Breaking Through Culture Shock. London, England: Nicholas Brealey Publishing, 1999. (ISBN 1-85788-221-0).

Michaux, Phyllis. The Unknown Ambassadors, A Saga of Citizenship. Bayside, NY: Aletheia Publications, 1996. (ISBN 0-9639260-2-0).

Moran, Robert T., Braaten David and John Walsh, eds. Foreword by Hans Koehler. Managing Cultural Differences. Houston, TX: Gulf Publishing Company, 1994. (ISBN 0-88415-193-X).

Morris, Desmond et. al. Gestures. Briarclif Manor, NY: Scarborough House Publishing. (ISBN 0-8128-6054-3).

Paige, R. Michael, ed. Education For the Intercultural Experience. Yarmouth, ME: Intercultural Press, Inc., 1993. (ISBN 1-877864-26-9).

Building bridges: A Peace Corps classroom guide to cross-cultural understanding [teacher’s guide]. (2002). Washington, D.C.: Peace Corps.

Pollock, David and Ruth E. Van Reken. The Third Culture Kid Experience, Growing Up Among Worlds. Yarmouth, ME: Intercultural Press, Inc., 1999. (ISBN 1-877864-72-2).

Roman, Beverly D. “When in Rome…”, Living and Working in a Foreign Country, Personal and Professional Management. Hellertown, PA: BR Anchor Publishing, 1993. (ISBN 0-9627470-5-X)

Romano, Dugan. Intercultural Marriage. Yarmouth, ME: Intercultural Press, 2001 (2nd edition). (ISBN 1-877864-09-9)

Simons, George F. Transcultural Leadership. Houston_-, TX: Gulf Publishing Company, 1993. (ISBN 0-87201-299-9).

Singer, Marshall. Perception and Identity in Intercultural Communication. Yarmouth, ME: Intercultural Press, 1998. (ISBN 1-877864-61-7).

Smith, Carolyn. The Absentee American. New York: Praeger Publishing, 1991. (ISBN 0-275-93655-4).

Smith, Carolyn. Strangers at Home. Bayside, NY: Aletheia Publications, 1996. (ISBN 0-9639260-4-7).

Stewart, Edward C. American Cultural Patterns—A Cross-Cultural Perspective. Yarmouth, ME: Intercultural Press, Inc., 1991. (ISBN 1-877864-01-3).

Storti, Craig. Culture Matters. Washington: Peace Corps Information Collection and Exchange, 1997.

Storti, Craig. Figuring Foreigners Out. Yarmouth, ME: Intercultural Press, Inc., 1999. (ISBN 1-877864-28-5).

#8. They always insist on treating everyone alike

Americans do this because of our cultural roots as a free nation (e.g., “All men are created equal”). Americans have a deep cultural instinct toward social equality and not having a class system. This is a reaction to the European class system as well as the feudal system that existed in Europe. In cultures where inequality between social classes is more accepted, American insistence on egalitarianism, or social equality, may be annoying. For example, in egalitarian societies like the US, Australia, Israel, and the Netherlands, business managers are viewed as coaches who provide resources and motivation to realize individual potential. Managers empower employees to make decisions, and employees are expected to take the initiative.

#9. They always have to say something

Americans believe that being direct is the most efficient way to communicate. It’s important to “tell it like it is” and “speak your mind”—to say what you mean and mean what you say. Being direct is often valued over “beating around the bush.” Americans value assertiveness and being open and direct about one’s thoughts and feelings. Not all cultures have this same value. In some cultures, the normal way to disagree or to say no is to say nothing or be very indirect.

#10. Americans always want to change things

Americans think things can always be better, and that progress is inevitable. The United States is a little more than 200 years old, and American culture tends to be an optimistic one. Older cultures are more skeptical because they have been around longer, have experienced more, and have been in situations in which progress was not always made. In American businesses, being open to change is a strong value, because things really do change quickly, and it is necessary to adapt. Many Americans believe it is “good” to initiate change and “bad” to resist it. The most serious errors made by Americans when dealing with other cultures is assuming they share a love for risk-taking. “When an American manager introduces himself to a new team, he says, ‘I’m here to learn. Tell me what we do well, what we don’t do well, and how to fix It.’ because it is empowering and makes us feel valuable.

#11. They don’t seem respectful of elders

Americans believe people must earn by their actions whatever regard or respect they are given. Merely attaining a certain age or holding a certain position does not in itself signify achievement. In hierarchical cultures like India, Japan, and Saudi Arabia, social ranking is somewhat fixed by birth, and family status plays a role in how much one can accomplish in the future. Hierarchical organizations have distinct layers and everyone expects to see visible trappings of power and authority. Written and verbal communication is more formal. “If an American professor taught in a hierarchical country like Mexico and said, “What do you think?” students lose confidence because he asked what they thought, while the students were thinking “If I knew the answers, I’d be the professor. You’re not supposed to ask me!”

#12. They’re so optimistic

America, because of its resources and successes, has always had a culture of optimism. Americans believe that they are in control of their own destinies, rather than being victims of fate. Many Americans tend to believe that “the American dream” can be achieved by anyone who is willing to work hard enough. Many Americans believe that the only obstacle to things getting better is “not trying hard enough.” Americans also believe that a personal lack of determination or effort can be fixed. Other cultures may believe more in fate (“what will be will be”). When something bad happens, some members of these cultures believe it was fated to happen, must be accepted, and cannot be changed.

#5. We see things as we are

I know it’ sounds counter intuitive, but the real priority is not to understand your new host culture, but your own. We don’t see things as they are, we see them as we are – through our own perspective. According to cultural anthropologists and millions of expats worldwide, it’s very likely that with the exception of Canada, Australia, England, and South Africa, your tendencies and expectations align with 85% of the rest of the world, unlike Americans.

#6. How to tell you’re not American

Read the following statements based on the main kinds of cultural differences like how cultures view authority, groups, relationships, communication, time, change, and work/life balance to determine your personal cultural profile. Give yourself 1 point for each one you can identify with. A score of 6+ means you were probably raised outside the USA and need to adjust your mindset. You can then compare your personal tendencies with the cultural attributes of the USA (# 7-15) For example, you may not be as transactional as a typical American, making you more relationship based. Knowing that about yourself helps you recognize and understand differences, gaps and tendencies, expectations. Cultural values are learned, that means they can be unlearned. When we’re in a stressful situation, we tend to revert to our cultural roots. Imagine you’re a French expat in the USA now facing a problem at your child’s school, becoming frustrated, and exacerbating the situation by becoming imperious. Practice behavior when something happens so it sticks.

  • You probably need a lot of information before making decisions.
  • You would generally put people before profits.
  • You’re not much a risk taker, and don’t tolerate much ambiguity.
  • You save for a rainy day and can really hang in there when the going gets tough, able to delay instant gratification.
  • You think children should be seen and not heard.
  • You believe its business should only be done with friends and family.
  • You shy away from putting your needs above those of others.
  • You think that people should work to live, not live to work.
  • You also think relationships are more important than getting things done.
  • Time is rather elastic to you so talking, doing, and interacting with people, places and things, sometimes all at once doesn’t really seem exceptionally difficult.
  • You think people are pretty much born into their status, or that it’s ascribed to them because of their age or level of education rather than achieving it just on individual merit.
  • You prefer discussion to competition.

If some or all of these statements ring true, then you’re about to live and work with Americans who were raised in ways utterly unlike your own. So, what makes Americans, American?

#7. Americans are always in such a hurry

Americans often seem this way because of their tendency to use achievements and accomplishments to measure your worth. They’re in a hurry to get things done because it’s only then that they feel they have proven their worth to other people. The more Americans accomplish, the more they feel they are respected. To them, time is money, giving you the impression everything is just “business”. One reason Americans tend to underestimate the need for relationships is that time is so important to us and they don’t realize that building relationships and taking time to talk to people is so important. These things are not time wasters to 85% of the rest of the world. Curt, information-only e-mails are the rule, but you can teach them a few things about the value of taking time to stop and smell the roses like showing personal interest or opening an e-mail with a hello, if appropriate saying you hope they had a good weekend, closing it with your name, just being polite.

#1. Culture shock happens

While riding the waves of culture, you will follow a natural pattern of highs and lows. The high points of excitement and interest are usually be followed by depression, disorientation, and frustration. Everyone goes through these ups and downs at different times, in different degrees, and for different lengths of time, but it’s a necessary. Part of the process of transition from one mindset to another; one culture to another. The challenge is to be aware of it. And ask for help to continue to cope and adapt. The main challenge for expats is the negative impact culture shock. Not the initial anticipation of a new way of life or the elation of adventure. Sure, you may be surprised (or delighted!) to see deep fried chicken feet being grilled on steamy street in Bangkok, but that’s not the problem. That’s a reaction (to culture). Culture shock is a distressing condition caused by it after the honeymoon is over. This challenging phase two is marked by the anxieties of being unable to interact or be understood in an unfamiliar environment. It can lead to feeling disoriented, anxious, frustrated, depressed, and isolated. The emotions that go with it aren’t all negative though! In phase one, you were elated and had a positive attitude about your new home, and you were forgiving of small annoyances and inconveniences, chalking them up to the adventure. Later however, after the superficial adjustment phase, those minor annoyances will make you downright angry because everything is harder when you don’t know the unwritten rules. This phase leads to the last stage of recovery. Your anger and frustration decreases. Your sense of humor returns and you start ordering that deep fried chicken feet in the local Thai dialect and enjoy it.

#2. Read, watch, join, and repeat

To minimize the negative effects of culture shock, do your homework before you leave. Read as much as you can by people who blazed the trail of expat adventure before you. Use Google Street View to “drive” along the roads where you may live. Watch some YouTube videos about the region and country. Ask for pre-departure cross-cultural coaching for you and the family. Join an online expat community to ask questions, get reassurances about your concerns, and above all, socialize to make friends! Knowing you’re not alone is your best defense against culture shock.

#3. Put your oxygen mask on first

There’s a two-step trick to offsetting culture shock: 1) becoming self-aware and 2) learning how you’re being perceived by others. You can only change your own behavior, so put the focus on yourself and the rest will take care of itself. Industry reports,  surveying thousands of expats, say the top three challenges nearly half of them face when relocating to the USA, is obtaining documentation. Getting a driver’s license, opening a bank account, and social security number isn’t easy, anywhere. Now, imagine doing it in another culture, in another language! So, I can’t stress this aspect enough, know thyself, first. Then get an outside perspective with the help of a cross-cultural expert who can share some insights and assessments.

#4.Culture is the software of the mind

You may be thinking, can’t I just scrape a list of “do’s and don’ts” off the internet and be done with it? You could. But that’s a short term fix. If it were that easy, there’d be no wars; not a single conflict between anyone, anywhere. That’s not going to work and here’s why: Culture is invisible. We can’t see it. Yet like love and oxygen, we can’t survive without it, because it’s how we solve problems. While you think you know yours, try to describe it. Food, language, clothing, or holiday celebrations don’t count. The same holds true for American culture, you may think you’ve got it down based on what you’ve “seen” from Hollywood TV and movies, but it has a strange way of hiding more than it reveals, especially from its owners! It’s the way we make decisions, process information, view time and relate to people based on our values, beliefs, and perceptions.

Americans are always in such a hurry

Americans often seem this way because of their tendency to use achievements and accomplishments to measure your worth. They’re in a hurry to get things done because it’s only then that they feel they have proven their worth to other people. The more Americans accomplish, the more they feel they are respected. To them, time is money, giving you the impression everything is just “business”. One reason Americans tend to underestimate the need for relationships is that time is so important to us and they don’t realize that building relationships and taking time to talk to people is so important. These things are not time wasters to 85% of the rest of the world. Curt, information-only e-mails are the rule, but you can teach them a few things about the value of taking time to stop and smell the roses like showing personal interest or opening an e-mail with a hello, if appropriate saying you hope they had a good weekend, closing it with your name, just being polite.

They always insist on treating everyone alike

Americans do this because of our cultural roots as a free nation (e.g., “All men are created equal”). Americans have a deep cultural instinct toward social equality and not having a class system. This is a reaction to the European class system as well as the feudal system that existed in Europe. In cultures where inequality between social classes is more accepted, American insistence on egalitarianism, or social equality, may be annoying. For example, in egalitarian societies like the US, Australia, Israel, and the Netherlands, business managers are viewed as coaches who provide resources and motivation to realize individual potential. Managers empower employees to make decisions, and employees are expected to take the initiative.

They always have to say something

Americans believe that being direct is the most efficient way to communicate. It’s important to “tell it like it is” and “speak your mind”—to say what you mean and mean what you say. Being direct is often valued over “beating around the bush.” Americans value assertiveness and being open and direct about one’s thoughts and feelings. Not all cultures have this same value. In some cultures, the normal way to disagree or to say no is to say nothing or be very indirect.

Americans always want to change things

Americans think things can always be better, and that progress is inevitable. The United States is a little more than 200 years old, and American culture tends to be an optimistic one. Older cultures are more skeptical because they have been around longer, have experienced more, and have been in situations in which progress was not always made. In American businesses, being open to change is a strong value, because things really do change quickly, and it is necessary to adapt. Many Americans believe it is “good” to initiate change and “bad” to resist it. The most serious errors made by Americans when dealing with other cultures is assuming they share a love for risk-taking. “When an American manager introduces himself to a new team, he says, ‘I’m here to learn. Tell me what we do well, what we don’t do well, and how to fix It.’ because it is empowering and makes us feel valuable.

They don’t seem respectful of elders

Americans believe people must earn by their actions whatever regard or respect they are given. Merely attaining a certain age or holding a certain position does not in itself signify achievement. In hierarchical cultures like India, Japan, and Saudi Arabia, social ranking is somewhat fixed by birth, and family status plays a role in how much one can accomplish in the future. Hierarchical organizations have distinct layers and everyone expects to see visible trappings of power and authority. Written and verbal communication is more formal. “If an American professor taught in a hierarchical country like Mexico and said, “What do you think?” students lose confidence because he asked what they thought, while the students were thinking “If I knew the answers, I’d be the professor. You’re not supposed to ask me!”

They’re so optimistic

America, because of its resources and successes, has always had a culture of optimism. Americans believe that they are in control of their own destinies, rather than being victims of fate. Many Americans tend to believe that “the American dream” can be achieved by anyone who is willing to work hard enough. Many Americans believe that the only obstacle to things getting better is “not trying hard enough.” Americans also believe that a personal lack of determination or effort can be fixed. Other cultures may believe more in fate (“what will be will be”). When something bad happens, some members of these cultures believe it was fated to happen, must be accepted, and cannot be changed.

Americans are so impatient!

Americans believe that if things take a long time to do, they won’t be able to do enough of them. Many Americans believe that more and faster is better. They do not like to stand in line and wait, and they originated fast food. Americans believe that getting things done (and doing them quickly) may be more important than other things. Many other cultures believe that slower is better and that building and maintaining relationships takes priority over getting things done at the expense of relationships.

They seem self-centered

Americans are fiercely independent people. This significant cultural value can be at odds with the natural tendencies of most people, which is to be dependent and connected to others. This independence may be hard for many people to understand and achieve, but for Americans, it is very desirable. While it can be perceived as “selfish,” the true nature of this belief is self-reliance. Americans take care of themselves and expect others to do the same. Popular shows and numerous films show heroes, usually ordinary individuals, who save the day (or the world!) by acting on their own; sometimes bypassing rules and authorities and ignoring group opinion.

Their life seems tough

Even when doors are open, people ask before entering. While friendly and helpful, they expect themselves and others to make their own decisions and do their own jobs. They don’t answer other people’s phones at work. Self-help books, groups and do-it-yourself projects are standard. While protective of their children, most US parents treat them like small adults. American children are encouraged to make their own decisions from the earliest age. Young adults move away from home, usually after high school. Most American kids have their own phone, computer, TV set, and car too. So, as they are expected to be self-reliant, Americans have a fairly low and declining level of social welfare, healthcare, and public services. Volunteerism for a good cause is common, but also on the decline.

You can’t make the most of your relocation to the United States if you don’t know the road rules; but doing so is tricky, because the invisible hand of culture drives behavior in ways you never imagined. When a culture clash occurs, it’s probably because you judged someone’s tendencies based on your expectations. Misunderstandings can cause mutual frustration and a distressing effect on your time here. Culture is learned behavior and changing takes time.

Expatriation is no longer an experience. It’s a 21st-century skill that will keep on giving, long after your stay ends. Whims like learning what makes the other guy tick, getting local knowledge, or building your empathy chip can feel like guilty pleasures in the moment (everybody loves anthropology!) can actually wind up making you more marketable, along with fluency in a foreign language, not to mention the outrageously relevant experience and enthusiasm for our world.

Culture shock happens

While riding the waves of culture, you will follow a natural pattern of highs and lows. The high points of excitement and interest are usually be followed by depression, disorientation, and frustration. Everyone goes through these ups and downs at different times, in different degrees, and for different lengths of time, but it’s a necessary. Part of the process of transition from one mindset to another; one culture to another. The challenge is to be aware of it. And ask for help to continue to cope and adapt.

The main challenge for expats is the negative impact culture shock. Not the initial anticipation of a new way of life or the elation of adventure. Sure, you may be surprised (or delighted!) to see deep fried chicken feet being grilled on steamy street in Bangkok, but that’s not the problem. That’s a reaction (to culture). Culture shock is a distressing condition caused by it after the honeymoon is over. This challenging phase two is marked by the anxieties of being unable to interact or be understood in an unfamiliar environment. It can lead to feeling disoriented, anxious, frustrated, depressed, and isolated. The emotions that go with it aren’t all negative though! In phase one, you were elated and had a positive attitude about your new home, and you were forgiving of small annoyances and inconveniences, chalking them up to the adventure. Later however, after the superficial adjustment phase, those minor annoyances will make you downright angry because everything is harder when you don’t know the unwritten rules. This phase leads to the last stage of recovery. Your anger and frustration decreases. Your sense of humor returns and you start ordering that deep fried chicken feet in the local Thai dialect and enjoy it.

Age and gender play key roles in many societies and cannot be dismissed regardless of your disposition. This does not mean, however, that you need to succumb to harassment if you’re a woman. It does mean, though, that you need to be aware of the issues and respectfully address them, as needed. Ageism is a byproduct of the American obsession with the Youth culture (Globiana Webinar: Youth Culture, March 2015). Generally speaking, the USA doesn’t value the wisdom of age at work as older cultures might the BRICS or the EU. The rationale is that you can always be replaced with someone younger and cheaper. However, that too is changing as baby Boomers continue to age the workforce. In certain professions, age is an asset like consulting, where experience is crucial.

Workplace norms in America include equality among women and men. Although this is the spoken and written practice, there are many unwritten rules in male dominated organizations such as law and medicine where women face the challenges of breaking through the the glass ceiling. They can “see” the opportunities, but very often are competing with men who may be an impediment for those senior-level positions. However, this being the land of opportunity, women will rarely find more employment opportunities, overall, than in the United States.

Opportunities for promotion are available and in many cases offered to anyone who can prove their value to the organization. Salaries are often negotiated, even when an employer says that they don’t have any room in the budget to negotiate it. Many times you can negotiate aspects of the compensation package, such as time off, work hours, flexible work arrangements, and other benefits.

We see things as we are

I know it sounds counter intuitive, but the real priority is not to understand your new host culture, but your own. We don’t see things as they are, we see them as we are – through our own perspective. According to cultural anthropologists and millions of expats worldwide, it’s very likely that with the exception of Canada, Australia, England, and South Africa, your tendencies and expectations align with 85% of the rest of the world, unlike Americans.

How to tell you’re not American

Read the following statements based on the main kinds of cultural differences like how cultures view authority, groups, relationships, communication, time, change, and work/life balance to determine your personal cultural profile. Give yourself 1 point for each one you can identify with. A score of 6+ means you were probably raised outside the USA and need to adjust your mindset. You can then compare your personal tendencies with the cultural attributes of the USA (# 7-15) For example, you may not be as transactional as a typical American, making you more relationship based. Knowing that about yourself helps you recognize and understand differences, gaps and tendencies, expectations. Cultural values are learned, that means they can be unlearned. When we’re in a stressful situation, we tend to revert to our cultural roots. Imagine you’re a French expat in the USA now facing a problem at your child’s school, becoming frustrated, and exacerbating the situation by becoming imperious. Practice behavior when something happens so it sticks.

  • You probably need a lot of information before making decisions.
  • You would generally put people before profits.
  • You’re not much a risk taker, and don’t tolerate much ambiguity.
  • You save for a rainy day and can really hang in there when the going gets tough, able to delay instant gratification.
  • You think children should be seen and not heard.
  • You believe its business should only be done with friends and family.
  • You shy away from putting your needs above those of others.
  • You think that people should work to live, not live to work.
  • You also think relationships are more important than getting things done.
  • Time is rather elastic to you so talking, doing, and interacting with people, places and things, sometimes all at once doesn’t really seem exceptionally difficult.
  • You think people are pretty much born into their status, or that it’s ascribed to them because of their age or level of education rather than achieving it just on individual merit.
  • You prefer discussion to competition.

If some or all of these statements ring true, then you’re about to live and work with Americans who were raised in ways utterly unlike your own. So, what makes Americans, American?

Tune in next week to find out!

Americans have a national character that’s grounded in “effort-optimism” that allows them to “roll up your sleeves” and get to work. Americans welcome new challenges and situations, especially when dealing with the newness of strangers. Business is merit-based and employees are rewarded for initiative and self-reliance with positive reinforcement of advancement and salary increases.  According to the U.S. Bureau of Labor Statistics, while you may be from one of 134 countries that have laws setting the maximum length of the work week, the U.S. does not. Nearly 90% of American men and about 70% of American women work more than 40 hours a week.  Americans work 137 more hours per year than Japanese workers, 260 more hours per year than British workers, and 499 more hours per year than French workers. Paid vacation time and sick time will seem less than you are accustomed to (13 days/per year) according to recent ILO statistics. The general consensus is that the US is a great place to advance your career, but the trade-off is job security or work life balance.

Though nearly 85% of the world’s business based on relationships in order to do business, this is not the case in the USA where business is done the other way around and relationships are a consequence of doing business, not a prerequisite. Everyone takes care of himself or herself or as the expression goes “looking out for number one” and has less time for quality relationships. Networking is used as a way to “get” business not just a tool to build relationships. The workplace culture is likely to feel more informal and personable than you’d expect, and be ready to “get down to business” quickly, or “hit the ground running”. U.S. interactions are informal which demonstrates the value of equality. Americans are usually on a first name basis, even in high-level meetings and anyone in authority positions which may feel oddly forward. (See Globiana Minute “Informality”). Ask direct questions Keep people in the loop and be accessible.

Most American organizations are either modeled like a guided missile (traditional organization) or incubator (start-up venture). The guided missile type organization is largely lead by Baby Boomers; project-oriented, egalitarian, decentralized, with a set of tasks or goal and objectives that need to be achieved. Status is achieved by project group members who contribute to the targeted goal. Ways of thinking and learning are problem centered, professional and practical. Co-workers or people on the project, or your colleagues in general, take pride in being specialists and experts. The typical business environment is “flat” everyone will sit in an open plan bull pen style seating arrangement, even the top executives and advancement is based on performance and achievement. The incubator, on the other hand is a reaction to this business model by Millennials and for them, success depends on transparency. Employees are viewed as co-creators and relationships between them are diffuse and spontaneous growing out of shared creative processes. When it comes to change, they manage it by improvising and becoming attuned. Advancement and status are achieved by people who exemplify creativity and growth. They’re ways of thinking and learning are process oriented, creative, ad-hoc, and inspirational who seek to explore and search for ways to grow and change which may cause confusion to co-workers who may be of the guided missile model.

Picture the following: Greg O’Leary, a 32-year-old mid-level manager, is in Shanghai for the first time to negotiate a critical deal with a distributor. To prepare himself for the trip, Greg has learned some key cultural differences between China and the U.S. — about how important deference and humility are in Chinese culture, and how Chinese tend to communicate more indirectly than Americans do. He also has learned about how important it is in China to respect a person’s public image or “face.” Finally, Greg also learned a few Chinese words, which he thought could be good potential icebreakers when starting a meeting.

Greg quickly realizes, however, that learning cultural differences in theory does not always translate into successful behavior in practice. The first problem comes when Greg, who is praised for his “excellent Chinese,” proudly accepts the acknowledgement, not realizing how publicly expressing pride in this way runs counter to the important role of humility in Chinese culture and could come across as arrogant to his Chinese counterparts. He then quickly backtracks and deflects the praise, but feels awkward and clumsy doing so. Next, Greg tries to use a more indirect communication style to impress his colleagues. But here again, Greg struggles. Greg is such a straight shooter by nature that it feels awkward and evasive not to say what he means. He also has no clue how indirect he should be. By the end, it becomes frustrating, and all Greg wants to do is end the conversation.

This situation highlights a challenge that global leaders and managers constantly face in their global work: The way that you need to behave to be effective in a new setting is different from how you’d naturally and comfortably behave in the same situation at home.

I’m sure that this isn’t news to any of you. Many of us have lived, worked, or studied abroad, and if you haven’t, you’ve certainly read one of the many books or articles describing cultural differences. But what these books don’t tell you is that learning about differences across cultures is only a first step toward effective cultural adaptation, and if all you do is learn differences, you will likely suffer the same fate as Greg. It’s not only the differences that most people need to understand to be effective in foreign cultural interactions: It’s global dexterity, the ability to adapt or shift behavior in light of these cultural differences. And that’s something that’s often easier said than done.

Why? Well, for starters, it’s often very difficult to perform behaviors you aren’t used to, even if you have an intellectual understanding of what these behaviors are supposed to be. From my work interviewing and working with hundreds of professionals from a wide range of different countries and cultures, I find that it is very common to feel awkward, inauthentic, or even resentful when trying to adapt behavior overseas. And when you have such strong internal reactions to adapting cultural behavior, your external performance can suffer. The negative feelings can leak into your performance and make you look awkward or unnatural. They can also cause you to want to avoid these situations altogether — in a similar way that by the end of Greg’s conversation, he just wanted it to end.

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About the Author: Andy Molinsky is an Associate Professor of Organizational Behavior at the Brandeis International Business School. He is the author of the book Global Dexterity: How to Adapt Your Behavior across Cultures without Losing Yourself in the Process (HBR Press, 2013).

While you may have some ideas about how things get done in the USA, culture is dynamic and we are seeing it change in real time along with workplace norms as a result of globalization. Workplace norms changed at the end of the 20th century more than any time since the Industrial Revolution. As an expat with a family in global transition, you’ll experience those differences. Work is more complex than it was a generation ago too. It’s impacted by factors outside and inside the workplace. Our relationship with our employers has changed and the dimensions of the workplace have become mobile, virtual and globalized. Up to 1980’s work was characterized by an in-house factory or office environment that was a job for life and a life’s work. There were few employee rights, low employee awareness and a foreseeable reliable pension plan.

Today, the dimensions of the workplace are virtual with choices that allow for telecommuting. It’s characterized by a matrix management model that includes outsourcing and off-shoring call centers. It’s unlikely to last more than two years and the notion of a pension is fading if not gone outright. Workplace norms look more bottom up fortified with employee rights and an overall culture of high employee awareness. With online access, globalized employees are more connected through social networking, and the mobile web. Employees demand a work-life balance, they can ask for sabbaticals, and are engaged in lifelong-learning, with a vested interest thanks to an increase in employee ownership.

Overall, the future of work is more flexible, adaptable, and flat. That means you will interact with people who were raised in ways utterly unlike your own. So, international experience such as the type you are gaining in this assignment will make you more marketable and accelerate your career. While there are still plenty of organizations dogged by old systems and attitudes of class and elitism with traditional management structures that foster a greater power and authority distance between leadership and employees, much of this organizational mindset will be forced to change as people are increasingly empowered through education, economics, and employment opportunities. As an expat partner or spouse embarking on an American job, get to know your workplace preferences, tendencies and expectations in the context of an organization with an easy online assessment like RoundPegg to determine your best workplace “fit” but for more information about your career objectives in the USA, email a Globiana Career Coach for a discovery session to get started.

 

Self-image, Sex, and Beauty

Maybe there’s a portrait in the attic somewhere, but there’s no doubt that Youth culture seems to be getting younger. It’s a mindset perpetuated mostly through the Internet, detached from real life with off-line identities in which people don’t actually age. It’s a lovers’ lane; an unpatrolled space that allows, forms and strengthens fake, virtual, or unreal expectations and affiliations. Whatever your other negative perceptions are of Millennial’s — entitled, self-centered, and overprotected — they are actually more civic-minded, open-minded, curious, and tolerant than previous generations. The dark side of is how it perceives age and sexuality in a very skewed way. Beauty takes on weirdly odd proportions with invasive, procedures that were only exceptional or corrective, but are now the standard. Photo shopped images are the norm. Consequently, more than half the population of women and about a third of American men worry about the physical effects of aging, a lot. The majority of in media have “had work” or plastic surgery or anti-aging injections to prevent them from looking their age. This is a country that doesn’t look back and conversations about history, aging, death and ultimately mortality or anything old are conspicuously absent. Sexuality has also become darkened by the freely accessible YouTube-able pornographization of intimacy and relationships. This may seem confusing to you if you are from a culture that doesn’t embrace these notions of modern love, but it’s their reality.

America’s Youth Culture

From the 60’s Beat Generation to the Millennial’s, there’s no doubt America is the mecca of a Youth oriented culture that has adopted a younger is better mindset, which probably goes against your cultural expectations. Kids are in control and some say it’s become a youth obsessed culture. With roughly 80 million U.S. Millennials influencing American life, this is a generational aspect of American culture we think is worth knowing. We don’t know who put the kids in charge: the kids themselves, their parents, or advertisers, but they overshadow the national culture in many more ways than previous generations. The irony is while they lack economic buying power – which was a requisite for demographic influence – they are the driving force behind how we live, think and process information; how we communicate, work, shop and consume; even how we view time, and even our perceptions of beauty.

http://www.huffingtonpost.com/visualnewscom/americas-perspective-on-a_b_3361939.html

http://en.wikipedia.org/wiki/Youth_culture

http://en.wikipedia.org/wiki/Millennials

Amit-Talai, Vered, and Helena Wulff, eds. 1995. Youth Cultures: A Cross-Cultural Perspective. London: Routledge.

Austin, Joe, and Michael Willard, eds. 1998. Generations of Youth: Youth Cultures and History in Twentieth-Century America. New York: New York University Press.

Brake, Michael. 1985. Comparative Youth Culture. London: Routledge and Kegan Paul.

Fass, Paula S. 1977. The Damned and the Beautiful: American Youth in the 1920s. New York: Oxford University Press.

Gelder, Ken, and Sarah Thornton, eds. 1997. The Subcultures Reader. London: Routledge.

Inness, Sherrie, ed. 1998. Delinquents and Debutantes: Twentieth Century American Girls’ Culture. New York: New York University Press.

Kett, Joseph. 1977. Rites of Passage: Adolescence in America 1790 to the Present. New York: Basic Books.

Levi, Giovanni, and Jean-Claude Schmitt, eds. 1997. A History of Young People in the West, Vol. 1.Cambridge, MA: Harvard University Press.