CANADEM

Our Reaction to Being There: The Ups and Downs of a New Job

It wasn’t a war zone.  It wasn’t a hardship post.  The power stayed on, the food was delicious.  Beyond unpredictable drivers and the occasional underpaid cop there was nothing to complain about.  And I was longing, quietly, for home.

Well, okay.  It wasn’t perfect.  The language was different. The weather was hot.  Perhaps if I’d been in London I would have been happier.  And perhaps not. I’ve read that Canadians on long term assignments find it hardest to adapt to the foreign cities of Washington, Paris … and London.

No place is like home.  I have heard many tales from folk befuddled by stores, subway systems, social norms and unexpected loneliness in places that otherwise look and sound like where they grew up.  In missions with more challenges, our reactions are less surprising, yet similar.

What happens to us?

There are predictable stages in adjusting to living and working in a new place.

The chaos before leaving.

There is the excitement of being chosen, of reading about the new destination, of buying the things we imagine we will need.  There is the panic of packing up the house, finishing old work, farming out the pets and saying ‘farewell’ to everyone.  Emotional whiplash strikes us in cycles of hours, not days.  Strategy:  Know that when you get on the airplane, all of the chaos will disappear.  Someone else will pick up the leftover pieces.  Meanwhile, be nice to yourself.  Eat treats. Ask your friends to help.  They will be grateful for the chance.  Get them to pay for the treats.

The honeymoon on arriving.

I’m here.  After all that imagining and hassle, I’ve arrived!  I smell the air.  My skin is alive to new sensations. My feet walk on different earth.  Someone get a photo, quick!  Enjoy it.  Life will become normal soon enough.

Denial and decline.

Our head keeps telling us we’re loving it.  Our gut is collecting a list: Crazy drivers, noisy night streets, no peanut butter, people at work weren’t informed about how good I am and don’t seem to recognize my worth, lonely suppers and long evenings, messages from home that they are having a grand time without me – or perhaps worse, are having a crisis that we fear is our fault because we aren’t there.  Strategy: Make two lists. On one write down your “Victories and Rewards.” Recognize and capture the problems solved and the lovely new experiences. Find the threads of joy and satisfaction in this new place and follow them.  On the other list, articulate the challenges and seek strategies to manage them.

The Crisis.

We feel like we hate this place, this job, the organization that sent us and are beginning to question just how much we like ourselves.  Our sense of humour abandons us and grumpiness blossoms to fill up the space.  We fantasize about being anyplace else – the cottage or the Congo, it doesn’t matter.  It would have to be better than here.  We see the world in stark terms of “us” and “them”.  THEY are … fill in the blank.  You now see clearly that these millions of people are all deficient in a list of ways and that you are the only sane and normal one.  Strategy:  Know that you are on schedule.  Everybody feels this way at this point, whether they admit it or not. Depending on the circumstances and our personalities we may feel it a little sooner or a little later, but most of us achieve a climax of these reactions about a third of the way through our intended time there. Say to yourself “Eureka!  THIS is culture shock!  I’m not nuts.  They aren’t evil.  It is culture shock!”  The next day things should start to improve.

Getting past the crisis.

Three things can happen when we are in a state of adaptation or culture shock.  Two of them are risky.

We can leave.

This isn’t recommended.  We will carry around regret and a feeling of failure for a long time.  And besides, things are about to get better.

We can hide.

There are ‘cocoons’, places where everything is familiar.  We can join the ex-pat clubs.  People will look, sound, joke and play like us. We can stay home and watch movies.   We can pretend that we aren’t really here.  This also isn’t recommended.  If we are in a lonely outpost it is important to find a cocoon and visit it regularly to reassure ourselves that we’re still okay.  But if we’re in a big city with lots of other folk who are indeed like us, the cocoon can become a trap.  It can prevent us from learning language, discovering the new, receiving the gifts of experience and insight that this place has to offer.  There is the potential for us to return home disappointed with the opportunities we missed.  Beware the “virtual” cocoon of the internet, email and social media.  If you know what all of your friends are doing next weekend, you haven’t actually left home.

We can seize life.

Make time and space to fully be where you are, without clinging to where you left.  Follow the strategies of Stress Management 101:

  • Take good care of yourself. Eat well, sleep well and perhaps most importantly, find some way to exercise. Sing, do yoga, play soccer with the local kids … whatever you can do.  It is important for your emotional state as well as your physical state, to keep moving.
  • Keep communicating. Talk to friends or write daily in your journal.
  • Take care of the problems. This comes last because if you aren’t talking or writing to reflect on your situation and you aren’t staying healthy, solving problems becomes much harder.
Smoother waters.

As we move through and past the crisis this place and its ways start to feel like home.  We belong. We have normal lives, mixed with work that we have figured out how to do in this new environment, and the pleasure of new friends and activities.

Profiting from our investment.

In the last half of our time we continue to accumulate knowledge, skills and attitudes that both make us more effective professionally and more comfortable personally.  Newcomers look at us with awe. Enjoy. Live and work to the fullest, because it will come to an end too soon and we will regret what was left undone.

Prepare for what comes next.

Once we’ve become comfortable, it can be hard to contemplate heading home.  That is the topic for a later Note.

Strategy:

Write a daily journal, from before you leave home until after you get back. This is a private journal, not one to be shared with your biographer.  Some days you will write several pages and it will help in the way that a conversation with a good friend helps.  Some days you will only note what you did and where.  Whatever you write will help to move through the present and be a great resource in the future.

More resources:

Robin Pascoe is a Canadian with decades of experience in adjusting to living abroad – as a worker, an accompanying spouse and as a mother. Her website,  www.expatexpert.com , has useful perspectives and advice, whether you are going alone or with your family.  Look for the “Reading Room” on her site.

 

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Respect for the environment
An ever-increasing awareness that caring for the environment is the responsibility of us all, regardless of our area of expertise or profession, has propelled CANADEM to place more focus on our own global footprint as well as that of our sector. During this Period, we have embarked on a challenge to enhance our learning regarding the environment and how we interact with it – including efforts to create a baseline and targets for improving how we deal with our natural environment. We are therefore making a conscious and transparent effort to measure and manage the way we affect the natural world around us, hopefully becoming better caretakers along the way.
Impact Driven
CANADEM has always valued the positive impact we make in the world as a foundation of our work. It is this guiding principle that has led us to form lasting partnerships, in support of other entities, if we feel they can add greater value than we can at CANADEM. Searching for our comparative advantage, while avoiding falling into a simple race to find funding opportunities, is therefore essential to CANADEM. As we see an increasing number of individuals suffering from the consequences of conflict in the world, and prepare for even greater numbers of environmental disasters, the need to prioritise the areas where we can make a real difference and combine our efforts with like-minded entities, is vital to achieving success.
Efficiency
The objective of CANADEM’s leadership has always been to find the most innovative and cost-effective ways to contribute to communities in need, and not to place the growth of numbers and our budgets at the centre of our efforts. As a result, we have adopted a light footprint in terms of our human resources complement and infrastructure, making use of the latest technology, and empowering our small team to be as innovative and flexible in solving problems as our procedures allow. Our structures allow us to scale up and down as required, and for staff to work in different teams, according to the needs of the moment. Our 30 years of experience has taught us what our core capacities are and how to allocate precious resources.
Accountability & Transparency Values
From CANADEM’s earliest beginnings as a Government of Canada project, and during its rapid evolution into an independent NGO with its roots in international service, the principles of accountability and transparency have been a component of CANADEM’s DNA. Accountability for the use of public funds has been incorporated into procedures that needed to respond to the high standards of government. Transparency has been the vehicle to ensure the vital accountability that CANADEM maintains. CANADEM’s headquarters team is a well-trained group of committed individuals who believe in the important work they do – including the conviction that providing the best value possible to the communities and donors we serve is a primary component of our job. CANADEM’s rules and procedures are therefore established to ensure that every step of the way we are confident of our work, and can demonstrate its efficiency and effectiveness.
People-Centered Values
Our work is about deploying people to help people. It is therefore of paramount importance to us that we are all relating to individuals in our chain of service delivery in a way that is respectful, understanding, considerate, and that brings out the best in us. Our internal working context is designed to foster humanity, fairness and support among our staff, which in turn aims to foster those same qualities among the experts we deploy. We have invested in a team of individuals (our Duty of Care Team), who provide a safety net for those experts we deploy. By taking care of our staff members and our deployed experts, we ensure that we have an effective flow of communication between all aspects of our operation. Our experienced and motivated staff feel supported, and are in turn able to support our experts in times of stress and prevent any potential problems from occurring.
Diversity & Inclusion Values
Ensuring an inclusive workplace that integrates diversity in terms of gender, language, culture, ethnicity and religion, is of prime importance for CANADEM both internally and with regards to our work with partners. We have made significant progress in attracting experts from 178 countries around the world – including from countries that are recipients of international assistance – so that a diversity of perspectives, understanding and expertise may be integrated into all operations that CANADEM supports. From our fair and transparent selection process, to our supportive Duty of Care Team (which ensures that individuals deployed have the resources they need to feel comfortable and confident in their work), we have invested significant energy in fostering diversity and inclusion within our roster system, in our election monitoring deployments, and in our own direct implementation of programming, at headquarters and in the field.
Partnership Values
The majority of our experts work within the assistance operations of our partners. Partnership is therefore of primary importance and value to us, and is key to the way we operate. Our many long-term relationships with other actors have been forged by promoting trust and understanding. The ability to work together with other actors, and not in competition, has allowed CANADEM to enhance the work of governments or organizations by injecting vital expertise, and targeting it where it is needed most. We believe that we can create a greater impact, when we work in partnership.