These are random but relevant insights from an expat we’ll call DJ.
1. DJ: HQ is HQ. No matter how high a position a person reaches in a subsidiary, they are still in the subsidiary. HQ controls. It’s VERY ingrained into the culture. In retrospect, I would advise folks to work with this fact instead of trying to change it. Find ways to influence HQ (data, relationships, nemawashi) to make changes.
DIANA: This is so true. BUT, participants also tell me this is true for American companies with a subsidiary in another state. HQ in New York? People at the subsidiary in AZ are treated like forgotten stepchildren. Out of sight, out of mind. Also, even within a country, not only are there hierarchical issues, but there can be regional cross-cultural differences. We have also interviewed people at U.S. subsidiaries in Japan. A dozen or so of their most common complaints are identical to the complaints Americans have in Japanese subsidiaries. Your advice is probably true, and good advice, for anyone working in a subsidiary.
2. DJ: Brainstorming an idea in Japan is VERY different from in the USA. Putting an idea forward can, and often will, be seen as a commitment for you to do it if it is agreed to at the meeting. Comments like "that sounds good" or "that might work" are taken as "YES, I will (we will) do that!"... not just a lightly spoken positive comment to move the conversation forward.
If a westerner wanted to float an idea without being committed to it, they could say something like, "This may be a bad/terrible idea, and it would take some investigating to see if it would even work, but... (state idea)... but again, I hesitate to even mention it because it might not even work, but what do you think?"
You need AT LEAST 2 comments within the idea proposal that clearly say it might not work to be sure that the listeners understand it is not a commitment to success. I would also say to do it over drinks first, check the response, then float the idea (as above) during business hours.
DIANA: This is great standard advice and what Japanese do to get good feedback as well as test the waters. “This probably isn’t the best way to do it, but what do you think of xyz?” Also, as my friend, Yanyan mentioned: Japanese are raised to not bother others. But that means they also don't want others to bother them, such as suggesting something that they might have to be involved in.
DIANA: I like that. And these phrases aren’t off-putting tatemae (facade) like just saying kentoh shimasu.
DIANA: This is a trend I see changing somewhat in Japan. It depends on the company and the persons, but where it used to be that consensus-builders were promoted (because they could get people on board) I see more dynamic leaders now. Not arrogant, they still need supporters, but often U.S. or European educated. If the company is in trouble, they are often opting for a blunt, ruthless leader to turn things around. The alternative is the most undesirable – being bought up by a foreign company.
5. DJ: Accept all invitations. The inviters have something to say. LISTEN over beers. They are not just kicking the sand, although it may sound like they are. Also, they will not assume you are kicking the sand either. Anything you say is taken seriously.
DIANA: Yes, yes and yes. This is important not just for the present, but for the future in terms of building those “honne” (honest feelings)-based relationships.
