Intercultural Communication and Translation News

When people decide that they want to move country with their work it can sometimes be a challenging time (especially if they are taking their family with them).
However if you are looking to move to somewhere like China then it can be even more demanding and it is very likely that if you do not prepare before you go, then you will find that you might experience some kind of culture shock when you are there.
If you are soon to become an expat in China then here are a few tips to help you deal with the culture shock.
o    If you have the time and the budget (and if your company will let you go) then it is always worth spending a little time booking a research trip to the area where you will be living. This is a really good way to get to grips with the area of China where you will be staying and the different way that the Chinese, that will be local to you, do things.
o    Cross cultural training is a great way to give yourself an added advantage (so make sure you grab it with both hands if your company gives you access to this).
o    Think about the area of China where you will be staying. If you are going to be living in one of the major cities then you might find that you will have access to some western products. If however you think you are going to be living in a more remote area of China then you will either have to take some essentials with you or learn to do without.
Living is China can be an incredible cultural experience but to truly make the most of it you have to make sure that you are prepared for the differences to the culture in the UK.

For more tips visit Expatriate Relocation Guides

By very good fortune a translation scam using Kwintessential’s name and brand has been exposed by an eagle-eyed translator.

The email was sent to the translator, who shall be called Mr X, requesting information for a large project.

Dear Mr. X

As translation office on the west coast of the US, we are looking for freelance translators in languages: German, French and Spanish.
Our research for translators in the German language has brought up your name again and again. You have been highly recommended by some of our valued customers and colleagues.

We need to request information on your current rates, your fields of expertise (law, merchandising and advertisement needed), words per day translated also a time schedule of your availability for the months of March, April and May 2011.

The project we will be working on, enfolds a value of 80.000 words, was commissioned by a notable US American company.

We will need your documentation not later than March 01.2011.

Best regards,

Isis Drinsdale
Kwintenssial
Cross Cultural Solutions
PO Box 1164, Monteray California, CA 93942
Telephone: 831.655.9588   from outside of US +001.831.655.9588

Emails went back and forth between Ms Drinsdale and Mr X with the former potentially placing a large amount of work. It was by good fortune that Mr X was suspicious of the email due to 1) the email being a non-company address (isndrins@aim.com) and 2) the misspelling of Kwintessential. Out of prudency Mr X decided to reply and CCd in our USA office whose address was used in the signature. Our Manager in the USA immediately drew our attention to the matter.

It appears the scam works in the following manner; a translation agency wins a contract to carry out a translation job. In order to increase their profit margins they send emails to freelance translators requesting they take on the assignment. The poor translator naturally feels they are in good hands but will eventually come to realize they will never be paid. The scamming agency therefore makes a 100% mark-up. All the translator can do is come to the real Kwintessential who will obviously have no idea of what has happened.
It is extremely unfortunate that people feel they have to carry out their business without principles and ethics. It is these scammers that give us reputable agencies a bad name. On top of this they are taking advantage of the good will of translators who work extremely hard, are true professionals and do not deserve such treatment.

Thankfully Mr X was clever enough to work out the bad intentions of Ms Drinsdale. We have written to Ms Drinsdale but surprise surprise no reply.

Message of the story for translators is always check the credentials of the agency and ensure 100% they are the real deal.

Whereas traditional views considered the expatriate the sole actor in his/her adjustment process; recent literature suggests an important role for host country nationals in the expatriate adjustment process. It seems that socialization tactics of the organization and the information-seeking process of the individual have been overlooked as factors in the success of expatriates. As well, expatriates will also experience socialization in the host country national culture. This distinction between socialization in organization and host country national culture is essential. Because incoming expatriates are new organizational members, it is likely that boundaries between organizational and national culture will not always be recognized as such.
Socialization in this context can be defined as the process by which an individual fits in or becomes adjusted to a new role in the organization and learns the content of information necessary for adjustment to this new role. Socialization is, therefore, essentially a learning process and has been described as an expatriate coping strategy (Stahl and Caligiuri, 2005). Six socialization dimensions can be distinguished: politics, performance proficiency, language, people, history and organizational goals/values. Lueke and Svyantek (2000) suggested that combining knowledge gained through research on both socialization and information seeking processes is essential in gaining an understanding of expatriate turnover. Their suggestion is supported by research confirming that the use of these socialization tactics would affect job satisfaction and commitment to the organization. Overall, financial costs of expatriate turnover/failure have been estimated between $2 and $2.5 billion in recent research. Post-entry socialization experiences then may affect expatriates’ experience of fit and value in the new organization.
Consistent with the general nature of socialization described above, Florkowski and Fogel (1999) link perceived acceptance of expatriates in the new organization to host socialization efforts. Socialization is dependent on two players, the host country nationals and the expatriates themselves. Discordant behaviour by either party can disrupt the socialization process. It appears that expatriates at times display behaviours that are unhelpful to their own adjustment process. American expatriates who attempted to avoid resocialization (socializing to a new environment) have been found to experience conflicting internal and external demands. They were unable to communicate effectively with host country nationals and less satisfied with their situation.
Best practice in socialization strategies can assist relocating staff members in achieving their new fit to both the organization and a new community. However, expatriate motivation is key in achieving this fit and, at the same time, reducing expatriate turnover.
Information and feedback seeking, relationship building, negotiation of job changes and positive framing are suitable tactics for proactive socialization. Positive framing, which in contrast with the other techniques does not involve interactions with others, is a personal technique whereby individuals change their understanding of a situation by explicitly controlling the cognitive frame they put on the situation. Relationship building and positive framing were found to have positive effects on expatriate adjustment.
Findings in literature suggest that one size fits all approaches to socialization may not be effective. In order to benefit from the possible positive outcomes related to diversity at the workplace organizations should individualize their socialization tactics within, in particular, collectivistic organizational cultures. Collectivistic cultures tend to favour ingroups and behave according to values and norms within these ingroups. Organizational culture can be defined as the underlying values, beliefs, and principles that serve as a foundation for the organization’s management system, as well as the set of management practices and behaviours that both exemplify and reinforce those principles. This definition emphasizes the role of unique organizational context in socialization processes. Individualized socialization tactics therefore may provide tailored solutions for the individual, which may also increase the efficiency of the learning process as it would build on established skills and knowledge.
In summary, deliberate socialization is clearly related to expatriate adjustment and turnover and requires participation of host country nationals. It takes two to tango!

Dr. B.J.L. van den Anker received his PhD in Business and Management from the International Graduate School of Business of the University of South Australia. Dr. van den Anker hails from the Netherlands and has extensive experience living and working in SE Asia. His (I)HRM and cross-cultural consultancy assignments focus primarily on western-Asian contexts. He can be contacted at vandenanker@yahoo.com.

Florkowski, G.W. and Fogel, D.S. (1999). Expatriate adjustment and commitment: the role of host-unit treatment. International Journal of Human Resource Management, 10 (5), 783– 807.

Lueke, S.B. and Svyantek, D.J. (2000). Organizational socialization in the host country: The missing link in reducing expatriate turnover. The International Journal of Organizational Analysis, 8(4), 380-400.

Stahl, G.K. and Caligiuri, P. (2005). The effectiveness of expatriate coping strategies: the moderating role of cultural distance, position level, and time on the international assignment. Journal of Applied Psychology. 90(4), 603-615.

Expats often underestimate the challenges of culture shock, and even those who’ve mastered adaptation are often unprepared for the adjustment the expat bubble itself demands.

A glazed stare, withdrawal, excessive sleep, overeating, under-eating – these aren’t side effects of some ill-fated psychosis, but believe it or not, symptoms of culture shock.

Sure, not every expat assumes zombie status post-arrival in the their new location, and each may find different degrees of homesickness and feelings of helplessness defining their transitions, but ultimately, this hurdle to adjustment is often much higher than most anticipate.

In fact, results from the 2010 Expat Arrivals (EA) Art of Relocation Survey showed that when participants were asked just what factor they’d “wished they’d known more about” in hindsight of their move, the biggest proportion cited “Overcoming Culture Shock” (46.7%). Five other factors, ranging from “Arranging a Visa/Work Permit” (24%) to “Education and Schools” (13.3%) received considerably less attention.

Rightfully so, the shock of moving to a new country can cause immense anxiety and frustration. Depending on just how different a new location is day-to-day experiences, simple tasks and normally low-maintenance logistics can be clouded in confusion and consternation.

What’s more, even though loss of routine and general disorientation can certainly be dizzying realities that often leave expats spinning, challenges created by an external environment aren’t the only source of culture shock.

Life inside the bubble

For many western expats, life in even the strangest of destinations can be lived in a self-contained sphere of cultural familiarity. It happens most commonly when foreigners perceive an uncrossable cultural barrier formed by complex language or religious structures – and in response, create isolated expat communities to regain a sense of control over their cultural environment.

“In terms of an insular expat destination, there is almost a palpable separation between yourself and the culture that you will NEVER traverse,” explains Kulturetolk intercultural trainer and consultant Anna Maria Moore. “There is a strong feeling of them versus us.”

These expat bubbles are commonly represented by physical space – expat compounds in Saudi Arabia, homats in Japan, or secure, gated communities in Nigeria. It follows that these shared spaces then act as a platform for a social subculture; a place where expats search for the lowest common denominator and form friendships accordingly.

“If you are lucky, or make a VERY large effort, you will meet and make friends with a few Japanese nationals; but for the most part, expats in Japan tend to surround themselves with other expats,” explains American transplant Lisa Jardine. “It makes an incredibly large city feel much smaller – sometimes too small.”

Subculture shock

In destinations where insular expat communities are the norm, the effect is a close, tight-knit network. Most social interaction is within the group, most expat families send their children to expat schools and, in some cases where the subculture is especially strong, the community takes the place of family.

“When you can’t read, write or speak the language of the country you live in, you are limited to how much you can move outside those confines,” asserts Jardine.

Though this system can be supportive at first, it can also become potentially poisonous.

“In Thailand and Nigeria we lived behind bars, gates and locked doors with guards 24 hours a day. This instils a sense of caution and fear and reinforces that “otherness”,” said Moore

In a sense, intensely insular expat communities can transform into “golden ghettoes”. Feelings of insecurity and notions of being completely removed from the world in which you live may be more apparent than ever before.

Unlike immigrant societies, which are “secluded”, expatriate communities are “exclusive,” writes Eric Cohen in “Current Sociology”, in that they close off or exclude an authentic experience of local life and its people.

This disconnectedness can begin to feel deliberate, even if it isn’t; guilt can get the better of even the most stubborn expat, particularly when so much affluence resides inside the compound walls relative to the standards of living outside.

Furthermore, interactions within the bubble can become blasé, and expats may come away feeling their environment has turned too one-dimensional. In some extreme instances, there are those that  would describe their relocation as a period in time in which they felt trapped.

Bursting the bubble

As culture transition strategist Heather Markel explains, there are plenty of simple steps expats can take to start waging war with standard culture shock: research, learning the local language, and hiring an expat coach.

But when it comes to digging in and doing battle with the kind of culture shock that comes from these insular expat communities, an alternative approach is often needed to come away successful.

Beyond all else expats should do their best to solidify at least one empathetic relationship outside of the bubble’s base camp. Allies are essential, both for business and personal relationships.

Moore recommends:

•            staying updated on current events so you can speak intelligently with locals
•            showing curiosity, interest and allowing locals to express their opinions
•            continuing to learn the language, no matter the sacrifice it requires
•            be willing to meet and mix with locals in even in the most basic of situations

Pushing yourself to sustain a social connection outside of the expat bubble will not only give you a breath of fresh air, it can also provide valuable insight into the interworkings of your destination.

According to the EA Art of Relocation Survey, participants cited “Local People” (70%) as the most helpful resource in making a successful relocation; even trumping the percentage of expats who found “Personal Contacts Within the Expat Community” to be helpful.

Often expats entering into an insular community have little choice upon initial arrival, but finding little outlets and making sure that you don’t feel boxed in and boarded up can be the difference in overcoming culture shock or sinking completely.

About the Author: Stephanie Katz is the editor of ExpatArrivals.com, a site that publishes over 100 online destination guides to help global expats plan their move abroad and optimize their lives on arrival. City-based experts works with the editorial team to produce constantly updated information covering 15 main content areas of significance to expats, inter alia, Accommodation, Money & Banking, Culture Shock, Healthcare, Education, Lifestyle, and Visas.

Recent research published in the American Psychological Association’s Journal of Personality and Social Psychology seems to suggest a truth in the long held notion that living abroad nurtures our creativity. From Byron in Switzerland to Picasso in France, cultural change has historically been seen as the way to broaden the mind and enhance the artistic senses. Now 2009 research headed by William Maddux of INSEAD really has shown that time spent engrossed in a new culture can improve our creative skills- even after we have returned ‘home’.

An initial five studies using MBA students at the Kellogg School of Management, Illinois, showed that both cognitive flexibility and negotiation skills were higher in those participants who had spent time living abroad when compared to a control group who had not. One study to solve the Duncker candle problem (where a candle must be properly attached to a wall without dripping: using a candle, a box of matches and a box of tacks) showed that those with experience living abroad were better positioned to imagine the alternative functions of these familiar objects and thus solve the problem. This could mimick the intuitive skills required when dealing with the changing levels of importance placed upon greetings, etiquette, food or clothing and so on, when living abroad.

Another study involving a mock negotiation of the sale of a gas station demonstrated that those with living abroad experience were able to be much more creative with negotiations (after the sale price had been removed as the dealbreaker). This on a much simpler level replicates the way domestic shopping differs between countries and cultures, buying spices in a Morroccan market is very different from buying clothes in a Parisian boutique.

These two examples easily portray two different skills that are invaluable to most businesses, especially given the difficulties of the current global economic climate. The need for companies to keep innovating to stay competitive makes these skills more important than ever in recruitment, meaning that potential employees with such benefits may find themselves more sought after to fill positions in businesses, especially those operating globally.

The reason for the relationship between creativity and living abroad is not altogether known, but follow-up research with MBA students in France has correlated with the earlier Duncker candle findings. Interestingly, there is no evidence that those who have only traveled abroad either possess these skills or are any better placed than those who travel domestically. This suggests that businesses might therefore benefit more from a system of extended work placements abroad, with employees based in offices in each country, rather than from repeatedly sending employees for short overseas conferences or meetings.

Moreover evidence suggests that recreating or ‘priming’ employees to remember their cultural experiences could even benefit them once they have returned ‘home’. Another follow-up study found that Parisian students were much more able to solve cognitive puzzles when recalling the cultural challenges that faced them living outside of France, when compared to the control group who were told to recall any recreational or everyday challenges they had faced.

Although this research is by no means empirically conclusive it certainly leads the way for further research and potential business initiatives; whilst asserting the message that global interaction is a collective and individual advantage to one’s life. Furthermore it is an asset to the development of modern Psychology in arguing the ‘nurtured’ acquirement of new skills beyond the constraints of Behavourism, as humans psychologically adapt to their environment.

Professionals who are looking into the possibility of working abroad need to check that their qualifications “translate” into other countries.

According to expatriate and international lifestyle magazine Shelter Offshore, rules and regulations may also be different overseas, so professionals must ensure they do their research before deciding which country they wish to work in.

Rhiannon Davies, co-founder of Shelter Offshore, said professionals must also consider their own needs before making any firm plans.

She said: “If someone has a desire to live in a given country, they need to look at what businesses could work in that environment.”

For example, a professional wanting to try working in Germany would need to carry out research into what type of business is successful in the country and where there may be a gap in the market.

Ms Davies was speaking after recent figures from the Office for National Statistics showed that there are almost three million full-time self-employed workers in the UK.

Read more > Shelter

With an expanding world market and increasing business links from one country to another, it is essential to consider the part played by legal document translation. When in house legal staff spend countless hours drawing up contracts and other important documents, all that hard work can be undermined if the right legal translator is not thoroughly checked out before embarking on the task in hand. For confidence when engaging a legal translator, the following issues should be sought and guaranteed – a) he/she should be able to demonstrate competence in legal translation b) he/she should have at least five years or more experience in their particular field c) he/she should be a native speaker of the target language and possess a linguistic understanding and have extensive training in the source language.

When considering legal translation it is also paramount that the translator has expertise in the particular field required such as medical matters. It is not just enough to have legal knowledge, the translator should have a sound medical knowledge. What will be very clear will all companies whatever their particular field, that legal infrastructures vary from country to country as do medical matters and other fields of business transactions.

Legal translators should have a fundamental understanding, not only of the target language, but of the cultural aspects of the target area also. Legal translation must also take into account the technical differences when sending electronic documents. There are huge differences between countries with different linguistic characteristics so that the legal translator must understand how to accommodate these issues and adapt them to fit into the source language. It is essential therefore, that the final legal translation fully reflects exactly what is required and has to be understood accurately. Any misunderstanding can have expensive consequences if not undertaken by a competent legal translator.

One of the most fundamental requirements when engaging the services of a legal translator is that of absolute confidentiality. This is a matter which must be checked out before placing documents for legal translation, and it should be a prominent aspect of the translators credentials.

Need a Legal Translation Service?

Although the growth in expatriate assignments slowed significantly during 2007 and 2008, economic growth in newly industrialized countries is picking up in 2009. With increasing GDP-figures a growing number of expatriates are sought to fill managerial positions in developing economies. Despite the increased demand for expatriate employment, expatriate failure rates remain high and costly. Overall, financial costs of failed expatriate assignments have been estimated between $2 and $2.5 billion in recent research. Personal effects include for example reduced self-esteem, ego and reputation, which may affect careers. It has also been observed that employees who fail in an overseas assignment have more difficulty in adjusting to corporate structures when back at home.

Not surprisingly, expatriate selection practices have been critically reviewed during the last decades. Where leadership skills, technical competence and domestic track record were viewed as the prime selection criteria until the 1990s, senior executives in 2005 considered the ability to control emotions as more important than technical skills. Traditional selection criteria are now considered additional to softer selection criteria. The observation that technical training and current cross-cultural training programmes do not seem to address expatriate failure complicates matters. During the 1980s and 1990s it became obvious that expatriate maladjustment was a main cause of ineffective expatriate performance and premature returns.  Which additional skills and competencies are then required to make expatriation a success?
Firstly, several selection criteria are not related to individual skills but are of utmost relevance. Family suitably, opportunities for spouse employment, possible disruptions of the children’s education, for instance, will affect expatriate job satisfaction and the intent to complete the assignment. The Global Relocation Trends 2005 survey report found that for 67% of respondents family concerns were the dominant cause of premature return and that spouse/partner dissatisfaction was the number one reason for assignment failure.
Secondly, soft skills such as relation skills affect expatriate success significantly.
Agreeableness or non-judgementalism were, in a recent study, considered to be an important predictor of both adjustment and performance. Further, cross-cultural communication skills and personal characteristics in dealing with host country nationals have been found key variables. Noteworthy is that the relational ability of expatriates in regard to host country nationals has been found to support both interaction among expatriate and host country nationals and expatriate effectiveness. As well, relation skills are also important when adjusting to new cultures. A meta-analytic study of 8,474 expatriates in 66 studies concluded that cultural adjustment is “perhaps the strongest determinant of disengagement and withdrawal decisions (Bhaskar-Shrinivas et al., 2005, p.273).” A clear relationship between levels of adjustment and overall performance was established.
Lastly, group processes on the work floor play role that were previously unaccounted for. Individuals recognize that memberships of various groups get incorporated into the self-concept, therefore, these social identifications have important consequences for behavior. Group categorization was found to be negatively related to the provision of social support by host country nationals in recent research. Interaction between groups has a positive effect on group and work effectiveness, however, expatriates’ ethnocentric beliefs have been found to emphasize group differences resulting in various negative consequences. These negative consequences are related to intergroup behaviour and fall back on social identity and categorization processes. Therefore, appropriate expatriate selection processes should emphasize non-ethnocentric traits and soft skills in expatriates next to additional harder selection criteria. A ‘misfit’ will likely affect the expatriate’s adjustment process as well as the psychological wellbeing of expatriates.
Cross-cultural training could provide potential expatriates access to the evaluations of their strengths and weaknesses in acculturation-related skills in order to focus training on skills that need development. However, not all skills and traits are ‘trainable.’  Appropriate expatriate selection procedures focusing on the right balance of soft/hard skills and non–ethnocentric traits may prevent future expatriate failure. The potential valuable input in cross-cultural training of the host country employees in identifying specific work interaction demands could assist expatriates in making the required transition. Expatriates do not act in a vacuum; the interaction in a social web strongly impacts on their adjustment and wellbeing. Appropriate attention to strategies that enhance positive interaction at the workplace therefore seems desirable.

Dr. B.J.L. van den Anker received his PhD in Business and Management from the International Graduate School of Business of the University of South Australia. Dr. van den Anker hails from the Netherlands and has extensive experience living and working in SE Asia. His (I)HRM and cross-cultural consultancy assignments focus primarily on western-Asian contexts. He can be contacted at ben@vdanker.com.

In a world where international careers are becoming commonplace, the phenomenon of third culture kids (TCKs) – children who spend a significant portion of their developmental years in a culture outside their parents’ passport culture(s) – is increasing exponentially. Not only is their number increasing, but the cultural complexity and relevance of their experience and the adult TCKs (ATCKs) they become, is also growing.

When Ruth Hill Useem, a sociologist, first coined this term in the 1950s, she spent a year researching expatriates in India. She discovered that folks who came from their home (or first) culture and moved to a host (or second) culture, had, in reality, formed a culture, or lifestyle, different from either the first or second cultures. She called this the third culture and the children who grew up in this lifestyle third culture kids. At that time, most expatriate families had parents from the same culture and they often remained in one host culture while overseas.

This is no longer the case. Take, for example, Brice Royer, the founder of TCKid.com. His father is a half-French/half-Vietnamese UN peacekeeper while his mom is Ethiopian. Brice lived in seven countries before he was eighteen including France, Mayotte, La Reunion, Ethiopia, Egypt, Canada, and England. He writes, “When people ask me ‘Where are you from?,’ I just joke around and say, ‘My mom says I’m from heaven’.” What other answer can he give?

Read more > Telegraph

Shanghai and Beijing are becoming new lands of opportunity for recent American college graduates who face unemployment nearing double digits at home.

Joshua Arjuna Stephens, a 2007 graduate of Wesleyan University, works in Beijing for XPD Media, which makes online games.

Even those with limited or no knowledge of Chinese are heeding the call. They are lured by China’s surging economy, the lower cost of living and a chance to bypass some of the dues-paying that is common to first jobs in the United States.

“I’ve seen a surge of young people coming to work in China over the last few years,” said Jack Perkowski, founder of Asimco Technologies, one of the largest automotive parts companies in China.

“When I came over to China in 1994, that was the first wave of Americans coming to China,” he said. “These young people are part of this big second wave.”

Read more > China