Chapter 2: Communication
This chapter will highlight the advice given by the participants on the topic of communication and the steps that they have taken to act as a catalyst for open discussion.
Communication differs between Japanese and foreigners. In Japanese corporate culture, consent is often valued higher than facts. For example, everyone who has experienced working in a Japanese business environment knows the use of the word “wakarimashita 分かりました” as an answer to a request of doing something. However, it does not mean ‘I will do it’ . It literally means ‘I understand’ and is a typical reply to say ‘no’. The Japanese tend to try and avoid uncomfortable situations. That means instead of stating the facts they say nothing to avoid embarrassing situations. Finding the right balance between directness and indirectness is key in producing an environment that is sensitive to cultural mannerisms. Both foreigners and the Japanese need to confirm at the end of every meeting if anything else is yet to be stated. As the Japanese may still hesitate especially if its bad news, a bit of encouragement from foreigners such as “Any bad news? I would rather hear bad news from you directly if any instead of as a rumor later on.” could be helpful to make the Japanese to speak up.
Direct & Indirect Communication
Japan is often seen as a complex market due to its honne/tatemae practice as well as so-called telepathic communications often described as “reading the air”, etc.
However, when we think of the future direction and global competitiveness of Japanese companies, how should the communication be? How is the current practice of direct & indirect communications now in today’s Japanese corporate world? Is it pretty much the same across Japan or quite different by industry?
What would be the Third Way regarding the ideal mixture of direct/indirect communication in Japan?
You assumed that you can hand it in at a “so-so” level, but realized that your boss was expecting 100% level. With this experience, you always do more than ordered, which leads to overwork and over quality.
Case 2
Your client says ”検討させて頂きます”. You assumed that it was a polite “no” but you’d be surprised that it was real, and be surprised when they actually come back to you in a few days. (and vice versa)
Case 3 (with just a bit of exaggeration)
When your boss emails you “Can you prepare so that I could use it for the next meeting?” with a document, what it includes is the following
- confirm that there’s no error in what’s written (typos, etc)
- print it out
- make copies for the participants (of course, with 2 holes and staples on the corner)
- go to the meeting room before anyone else, and put it on each of their seats (and not make it like “take one copy when you seat”)
- prepare the projectors so they can be shown
Case 3 is a typical type of miscommunication at work that many young generations suffer. The boss expects what is normal for him/her but doesn’t realize that it is his/her norma