I am building a role play negotiation table between two opposite cultures ( Japanese and Americans, drop me some ideas related to PM from actual experience, please Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
Apr 13, 2018 4:40 AM
Replying to Sante Delle-Vergini, PhD
...
I have some suggestions having managed projects in the Philippines for many years, that are relative to Japanese culture.
1. Yes means no. When you identify requirements, or demonstrate deliverables, some cultures will yes when they really mean no. As you can imagine this presents issues with delivering a viable product. I found in these projects it's good to have an insider or middle-person to be able to get the real response. That might be fun at the negotiation table when yes can mean no.
2. Saving face is a real thing. Here in Australia, I could have a meeting with a group of stakeholders and not have too much of an issue being very direct, and sometimes a little confrontational (in resolving issues) if it is called for. This approach rarely works in collectivist societies. An approach that is too direct will clam up the person or will just get an answer you want to hear but may be not the truthful answer. Further you will build resentment within the team or stakeholders that is passive aggressive for the most part, but may translate into decision, actions and behaviors that work against you, which defeats the purpose.
3. Being employed, working for a company, and earning a salary is viewed as a vary noble thing, sometimes (to their detriment) at the expense of family, friends, and quality of life. Nevertheless, know that this company, job and thus project is part of their core being; what validates them as productive citizens, which is totally different to our individualistic society. When you negotiate with them, you aren't just negotiating contracts, requirements, deliverables, but their life.
Those are very interesting points, Sante. Thanks for sharing that. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Apr 14, 2018 8:53 AM
Replying to Drew Craig
...
That's great, Rami. Thanks for sharing the link.
You’re welcome Andrew :-) Saving Changes...
Amany NuseibehSpeaker, Global Leader | Optimal ConsultingSydney, Nsw, Australia
A very interesting discussion indeed! I spent 6 months in the early 90's in Japan - attending a training course. I'd like to share some point here re-enforcing the advice that has been provided in this discussion thread so far.
- Politeness and courtesy: from my experience, everyone I dealt with was very polite, kind and courteous. They never say "No" as it's quite impolite - It's always a "yes" which means I understand you (not that I agree with you) - the closest you would get to a "No" if you push for an answer is "It's too difficult".
- Meetings: It is a sign of respect to show up to a meeting 5 minutes exactly before the meeting.
- Business Cards: These are very sympbolic of the invidiual - when handed, you need to look at them respectfully, never place them in your pocket (especially not your back pocket).
- A "Bow" is always is sign of respect! Knowing a few greetings in Japanese would be of great value.
I also recommend reading Erin Myer's Book "the Culture Map".
Kevin - I am Interested in the outcome of your role play. It would be great if you would share in the future. Saving Changes...
I have some suggestions having managed projects in the Philippines for many years, that are relative to Japanese culture.
1. Yes means no. When you identify requirements, or demonstrate deliverables, some cultures will yes when they really mean no. As you can imagine this presents issues with delivering a viable product. I found in these projects it's good to have an insider or middle-person to be able to get the real response. That might be fun at the negotiation table when yes can mean no.
2. Saving face is a real thing. Here in Australia, I could have a meeting with a group of stakeholders and not have too much of an issue being very direct, and sometimes a little confrontational (in resolving issues) if it is called for. This approach rarely works in collectivist societies. An approach that is too direct will clam up the person or will just get an answer you want to hear but may be not the truthful answer. Further you will build resentment within the team or stakeholders that is passive aggressive for the most part, but may translate into decision, actions and behaviors that work against you, which defeats the purpose.
3. Being employed, working for a company, and earning a salary is viewed as a vary noble thing, sometimes (to their detriment) at the expense of family, friends, and quality of life. Nevertheless, know that this company, job and thus project is part of their core being; what validates them as productive citizens, which is totally different to our individualistic society. When you negotiate with them, you aren't just negotiating contracts, requirements, deliverables, but their life.
Community Champion
