ABSTRACT
This chapter indicates a cognitive process that will be applicable to any worker who finds himself or herself assigned to a hyper-diverse environment. The complexity of the workplace culture in a United Nations Police (UNPOL) mission would be further complicated by the lack of a dominant culture to set the cultural ground rules. One distinct similarity between the expatriate acculturation in the United Nations Police (UNPOL) acculturation constructs is that both expatriate workers and UNPOL officers represent a significant investment in both time and money. There are some differences between private sector and public-sector entities, which might affect some small elements of expatriate adjustment, depending on which sector the expatriate worker is serving. The author's development and conceptualization of the construct of complex acculturation revealed some similarities between the idea of complex acculturation and workgroup diversity research. Workgroup diversity theory looks at the overall effectiveness of diverse groups, whereas expatriate acculturation theory addresses individual effectiveness and productivity.
