Everyone has their personal tolerance for risk, but some cultures encourage it much more than others. On one end you have the risk-takers, on the other the very cautious, and many falling somewhere in between. But being able to influence someone with a different degree of tolerance for risk is an important cross-cultural skill.
On a continuum, I’m probably close to the extreme end of willing (if not eager) to take a risk. My ten-year skydiving career, however, has given me a greater appreciation for the value of caution where high risk is involved, and I think this has given me some ability to speak to both sides of the risk equation.
People and cultures on the cautious end of the scale are keenly aware of the dire consequences that can result from a risk gone awry. In business, they will do everything possible to mitigate risk. Decisions can be agonizingly slow and require a grueling amount of documentation. They are more likely to innovate in increments, testing the waters to make sure the idea “floats,” but innovating, nonetheless.
People and cultures on the risk-tolerant end of the scale, on the other hand, are much more willing to take a chance, try something new, dare to be different. They can be more agile in their movements and make bolder leaps in innovation. The U.S. culture is a good example of this, especially the Silicon Valley startups, as the culture and government support risk by being forgiving of failure. In Japanese culture, on the other hand, second chances are hard to come by.
If you’re trying to convince people who are risk-averse, try using phrases that minimize the risk, like “Such and such companies (or people) do it.” You can use their risk aversion in your favor by emphasizing the risk if they don’t do it (see how that works?). They will probably want to know the pro’s and con’s clearly, so be ready with clear data and examples for both. This also protects you because anyone who agrees to your proposal knew what they were getting into.
If you’re trying to convince people who are more risk-tolerant, emphasize its uniqueness. They’re usually eager to be among the “firsts,” so the fact that “no one else has tried it yet” can be a motivator. And wanting to “be ahead of the pack by leaps and bounds” is part of the reason they are willing to tolerate risk.
If you work across cultures and wish to have influence, understanding, and working with, the values that motivate the other party should be part of your strategic game in any type of persuasion. Complaining can help you let off some of the frustration, but complaining without a strategy for overcoming the issue just keeps you on the merry-go-round.
For more see: Frontload to Offset Risk: What Learning to Skydive in Japan Taught me about Japanese Business-Part I
