Sep 10, 2009
Zen and the art of management (Pascale, 1978)
Zen and the art of management (Pascale, 1978)
This article examines the concept of Zen as applied to the management of organizations.
“…what elements of the communications and decision-making processes contributed to the reported high performance of Japanese companies[?]“
Interviews and questionnaires to more than 215 managers and 1,400 workers in 26 companies and 10 industries.
Japanese managed businesses in both Japan and the U.S. were not that different from U.S. companies in terms of communication practices and decision making style.
Two major differences were:
- The amount of low level communication in Japanese firms that started at the bottom and ‘percolated upward’ (3 times that of U.S. firms), and
- Decision making quality perceived similarly but implementation perceived as better by Japanese managers.
The main finding is that “successful managers, regardless of nationality, share certain common characteristics that are related to the subleties of the communications process.” (these subleties are referred to as ‘zen’ in this paper).
> Ambiguity as a Management Tool
Sometimes abiguity may be preferable to explict decision making. This may be especially true in cases involving human feeligs. It “helps make tentativeness legitimate” and provides a useful way of thinking about ones communications with others.
- Cards off the table
In criticizing an employee’s work, a skilled manager will come close enough to being explicit so that his employee understands the issue, but not so close as to cause defensiveness. “Are brute integrity and explicit communication worth the price of the listener’s goodwill, open-mindedness, and receptivity to change?”
- More ‘ura’ than ‘omote’
‘Ura’ = behind the scenes/real life. ‘Omote’ = in front, ‘ceremonial function for the benefit of others’.
In Japanese companies announcements often follow, rather than precede action – i.e. the announcement acts as confirmation of what has already happened. In this light, organizational change happens incrementally, as opposed to a big announcement and then sudden shifts.
> To Get Recognition, Give it Away
There are three basic rewards that employees receive – promotion, remuneration, and recognition. The first two are often only changed infrequently (annually or semi-annually) but recognition is more of a day-to-day reward and is powerful.
Expressed recognition is very visible, but Eastern tradition also recognizes ‘implied recognition’ (being regarded as trustworthy, skilled and effective) which is subtle and acquired over time. Giving implied recognition can be done by, for example, seeking opinions/advice or giving an invitation to an important meeting. Expressed recognition can encourage indiviual competition and results in ineffectiveness.
> Leaders Go Straight – Around the Circle
Western leaders stand apart from the masses, Eastern leaders are part of the masses. Japanese people choose between difficult alternatives while Westerners take an active role in deciding. Western decisions are fixed, Eastern managers realize that thier choices need to change with constantly developing events. Passive, as opposed to overt strength is important – forcing change may just lead to resistance.
> For Employees, Idiosyncracies Vs. Systems
Western companies try to be efficient and “treat people as equal without treating them as the same” – leading them to become bland. A more human approach is needed. Japanese employees recognize the personal touch of their organizations more than U.S. employees do. The Japanese make a distinction between the Western ‘organization’ and the Japanese ‘company’ – an organization is a system, a company may acheive the same goals as the system but it is dedicated to a more substantial end – a community and way of life.
- Is the bottom line the measure?
In general, people have three types of needs in an organization – to be rewarded (tangibly), to be accepted as an individual, and to be appreciated. Japanese companies in this study contributed a lot more to social facilities than did U.S. companies – this served to increase communication and personalize the company. Additionally, Japanese managers spent more time in contact with their subordinates.
This did not correspond to a measurable increase in productivity compared with U.S. firms, but their was higher job satisfaction in Japanese companies. In addition to the ‘bottom line’, Japanese value their contribution to relationships – managers seem themselves both as someone who accomplishes company goals and “as an essential intermediary in the social fabric”.
> Are Feathers More Effective Than Sledgehammers?
In addition to a purposeful and direct approach, Western managers shoudl recognize that some problems can be dealt with better with more sensitivity.
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