“Clients in this country do not want to take risks, and they have a need for control and detailed input. That can tend to kill the creativity”.(i)
Client relationships are perceived as being very resource intensive in terms of (1) communication/interaction and (2) prescription.
High communication and interaction requirements result in little time for reflection and low margin for error, increasing employee risk aversion. Perceived over-prescription of project details (according to proven methods and approaches (see ‘Need for Structure’) decreases flexibility to utilize the supplier’s specialist knowledge to explore alternative solutions – “If there is no demand for creative response then there will be none. I think that the whole structure of the way decisions are made mitigates against creativity”.(ii)
This effect may be compounded by (1) the relative importance of trust and relationships over experience and skills in Japan – “It is harder to earn trust here [and get people to take a risk]….whatever experience you have in the West doesn’t really matter, it doesn’t translate”(iii) and (2) fear.
It is important to note that in the client role non-Japanese managers may face difficulty with the expectation of prescriptive-ness from suppliers. Compared to the “here’s what we need done, you’re the experts I’ll come back when it’s finished” relationship which was perceived as more typical in the West there may be a lot more ‘hand-holding’ and ‘face time’ involved as a non-Japanese client of Japanese suppliers.
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This post is part of a series of excerpts from interviews with foreign executives in Japan, focusing on creativity. Excerpts have been edited for confidentiality.
We’d love to hear your thoughts and experiences in relation to this topic. Please feel free to comment directly on this site or get in touch at chris@a-small-lab.com (Chris Berthelsen)
All content on this IDEAS and DISCUSSION blog is provided by a-small-lab under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 Unported License: You can SHARE this content as long as you CITE this work, and TELL US about your work (and send us a copy or link!). See Creative Commons for more detail
“I would advise them to look upon themselves as more of a learner than a teacher; To approach their situation with humility; To become more sensitive to their environment and to work on their listening skills; To be respectful of the culture that they are working in and the values of the people that they are working with; To not impose their ways of thinking. I say this not from a moral point of view but from the point of view that if you don’t (do these things) you’ll fail.
Working in Japan is a very humbling experience for arrogant people. So if you value your success then you have to become more receptive. And believe me these would be rare characteristics among expatriates. However, just because you have to do these things and perhaps change the way you communicate and relate a little bit it doesn’t mean that your objectives become meaningless or that you are will not be able to do what you need to do. It’s just that you can’t come in with a sheet of paper and say “now, here’s our new strategy. It’s been dictated by head office and it’s what we will be doing in Japan”. It can’t be like that. It’s got to be workshopped and even though you are now a ’sensitive new age manager’ you still need to understand when someone really is opposing you and get rid of them if necessary.
There is a mix of receptivity and sensitivity…and perhaps ruthlessness as well. The issue that can arise is that you could come over as so receptive that people think you are not prepared to wield your power, but that’s a question of judgment on your part. That’s why managers are paid high salaries, because they are able to make those calls.
Is someone being genuinely obstructive or are they simply failing to understand where you are coming from? You need to be prepared to do a lot of ‘nemawashi’ (kind of informal preparatory negotiations/discussions). If you do not prepare properly you can issue all these directives but no one will follow them and that’s often surprising for foreign managers here. I often hear things like “but I told them not to do that…I told them I didn’t want it done that way and they agreed…..and then it was done the way that we agreed we wouldn’t do it” – I hear it all the time. Of course I not saying that it is all the manager’s fault but it’s much better if you can get people to do what you need them to do of their own free will. Then, they will be very motivated and you will get a high level of performance. But you have to get that alignment – you have to listen. It’s not just a case of getting them to do what you want by speaking softly. It’s a case of really, genuinely, listening, and that’s a challenge.”
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This post is part of a series of excerpts from interviews with foreign executives in Japan, focusing on creativity. Excerpts have been edited for confidentiality.
We’d love to hear your thoughts and experiences in relation to this topic. Please feel free to comment directly on this site or get in touch at chris@a-small-lab.com (Chris Berthelsen)
All content on this IDEAS and DISCUSSION blog is provided by a-small-lab under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 Unported License: You can SHARE this content as long as you CITE this work, and TELL US about your work (and send us a copy or link!). See Creative Commons for more detail
“The first characteristic is probably the ability to receive advice – the ability to identify allies and build a team of people who are able to influence the organization. It is also important to be able identify who the opinion leaders are and who the change agents might be, and to work with them effectively.
I also think that the ability to create positive dissonance but still maintain harmony is important. In a way that has to do with generating goodwill, so it’s a personal characteristic - being warm and human and at the same time creating understanding of the need for change. I guess a lot of that comes down to good communication skills. But before communication comes listening, so the ability to listen well, and listen well across cultures is important. I think you can learn that in other countries, not just in Japan. I’ve worked with CEOs who have never been to Japan before, but who have a lot of global experience. The successful ones have the abilities I just mentioned.”
“The leadership characteristics are not so different from what you would require for success as a leader in any other culture, but there is probably a heavier emphasis on the ability to trust and rely on others, and to listen intuitively.”
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This post is part of a series of excerpts from interviews with foreign executives in Japan, focusing on creativity. Excerpts have been edited for confidentiality.
We’d love to hear your thoughts and experiences in relation to this topic. Please feel free to comment directly on this site or get in touch at chris@a-small-lab.com (Chris Berthelsen)
All content on this IDEAS and DISCUSSION blog is provided by a-small-lab under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 Unported License: You can SHARE this content as long as you CITE this work, and TELL US about your work (and send us a copy or link!). See Creative Commons for more detail
I think that if you don’t know Japanese it will be tough but I wouldn’t say that it’s impossible because I’ve achieved my dream here. You just have to re-work your head because when you are in this country things don’t run your way, they run the Japanese way. So you have to rewire the way you think, not get irritated by it and find out how you can help. As a Westerner, people here are actually really interested in what you are going to say but the issue is working out how to communicate your message. You need to be really mindful and respectful. Understand that they may not understand what you are talking about even though they may understand the words that are coming out of your mouth – it’s a different way of thinking.
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This post is part of a series of excerpts from interviews with foreign executives in Japan, focusing on creativity. Excerpts have been edited for confidentiality.
We’d love to hear your thoughts and experiences in relation to this topic. Please feel free to comment directly on this site or get in touch at chris@a-small-lab.com (Chris Berthelsen)
All content on this IDEAS and DISCUSSION blog is provided by a-small-lab under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 Unported License: You can SHARE this content as long as you CITE this work, and TELL US about your work (and send us a copy or link!). See Creative Commons for more detail
“There are office routines that are quite uniquely Japanese. Like for instance every morning there is a ‘chorei’ which is like a stand up, quickie meeting, just to get everyone on side, introducing media clippings and that kind of thing. This is a very healthy thing but I think that very few Western companies would have anything like that.”
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This post is part of a series of excerpts from interviews with foreign executives in Japan, focusing on creativity. Excerpts have been edited for confidentiality.
We’d love to hear your thoughts and experiences in relation to this topic. Please feel free to comment directly on this site or get in touch at chris@a-small-lab.com (Chris Berthelsen)
All content on this IDEAS and DISCUSSION blog is provided by a-small-lab under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 Unported License: You can SHARE this content as long as you CITE this work, and TELL US about your work (and send us a copy or link!). See Creative Commons for more detail
“Creating an innovative environment of change in Japan is a tricky cross-cultural thing. You have a foreign manager driving change and potentially creating discord. If you do it well maybe you don’t have to be disliked though, as long as everyone understands what you are trying to do. That comes down to good communication.”
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This post is part of a series of excerpts from interviews with foreign executives in Japan, focusing on creativity. Excerpts have been edited for confidentiality.
We’d love to hear your thoughts and experiences in relation to this topic. Please feel free to comment directly on this site or get in touch at chris@a-small-lab.com (Chris Berthelsen)
All content on this IDEAS and DISCUSSION blog is provided by a-small-lab under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 Unported License: You can SHARE this content as long as you CITE this work, and TELL US about your work (and send us a copy or link!). See Creative Commons for more detail
