CROSS-CULTURAL EXPERIMENTS AS AN ADAPTATION STRATEGY

The article considers methodological and empirical aspects of cross-cultural communica-tions under the economic and cultural globalization that determined the free movement of labor migrants around the world though this process is accompanied by certain difficulties. The authors believe that even a theoretically prepared person that knows about the influence of cultural differences on the organizational management in different countries will experience a cultural shock when working abroad. The cultural shock is a discomfort, frustration and even depression caused by getting into an unfamiliar environment. At the applied level, the authors analyze the so-called ‘cross-cultural experiments’ - attempts of an individual (a working specialist of a certain nation) to test one’s strength, skills, and professional competencies in a foreign company. The authors’ sociological study of a cultural benchmarking type consisted of two stages. At the first stage, foreigners working in the capital of the Republic of Sakha (Yakutia) were inter-viewed; at the second stage, the Russians working abroad, mainly in the USA, were interviewed. The migra-tion flows from China have recently intensified in Yakutia, but the overwhelming majority of labor migrants are still from West and Central Asia, mainly from Tajikistan, Kyrgyzstan, and Armenia. The foreigners working in Yakutia and Russians working abroad experience same difficulties of adaptation in a new col-lective. Friends, relatives, members of the ethnic community, but not specially trained cross-cultural coaches and mentors, help them with adaptation. Such a personnel technology as selection, recruitment and headhunt-ing works reasonably well, while other HR technologies of cross-cultural management (motivation, feedback, etc.) are still lagging behind. The authors insist on introducing courses on cross-cultural adaptation in interna-tional groups both in Russia and abroad together with a system of the so-called ‘budding’.