Dive into the nuanced world of Japanese business meetings, where every gesture and word counts. In Japan, successful meetings hinge not just on what is said, but how it is said, and understanding this delicate balance is crucial for any foreign professional aiming to make a positive impact. Let’s explore the intricate dance of communication and decision-making in Japanese business culture.
Honne and Tatemae: Balancing Honesty and Harmony
In Japanese business culture, 'Honne' (true feelings) and 'Tatemae' (public façade) play a pivotal role. While Western meetings often value directness, in Japan, the art lies in conveying your point subtly, respecting the harmony of the group. It's crucial to read between the lines, understand the unspoken ('Kuuki wo Yomu; reading the air'), and respond with tact, ensuring the collective face of the meeting remains undisturbed. Oftentimes, Japanese people avoid using words along the lines of “no” or “can’t”. For instance, if the deadline you propose was unrealistic, they might choose to say “We understand the urgency and importance of the project, so we will try our best to accommodate it, however, it might be difficult to deliver quality products in time. Let us consider it internally” and bring back a counterproposal the next day instead of saying “no we can’t” right in the spot. If they do not say “yes” clearly, it is best to assume that there is a possibility that they meant “no”.
Nemawashi: Cultivating Decisions
Decision-making in Japan is akin to tending a garden - it takes time and care. 'Nemawashi' refers to the process of building consensus before a formal meeting. Decisions are often made through a bottom-up approach, where every team member's opinion is valued and harmoniously integrated into the final decision. This process ensures that when the meeting occurs, the decision is a reflection of a collective agreement, maintaining group harmony ('Wa'). While meetings in the Western culture are a place to discuss, when a formal meeting happens in Japan, chances are the consensus is already made beforehand in other forms of communications such as more casual meetings or email exchanges between those in charge. Therefore, it is possible that the only thing left in the formal meeting is to make sure each party is still on the same page to shake hands. A good example of the 'Nemawashi' process in Japanese business culture is the 'Ringisho', which translates to 'approval document' or 'proposal document'. This document plays a crucial role in decision-making. It is a written proposal or request circulated among all relevant parties for approval and comments before any formal decision is made. The 'Ringisho' not only ensures that everyone is informed and has a chance to provide input but also serves as a formal record of the consensus-building process. It embodies the collective decision-making approach, where every stakeholder's opinion is valued and integrated, reflecting the deep-rooted Japanese value of harmony and group consensus in business.
Navigating the Nuances of Japanese Meetings
Japanese meetings are choreographed with precision, respecting hierarchy and protocol. One of the key etiquette includes understanding the seating arrangement, which is often dictated by rank. When you enter the room, make sure to offer the furthest seats from the entrance to the higher ups. Japanese executives often prefer comprehensive presentation slides that include all the necessary information in detail as opposed to succinct materials with verbal explanations. It is important to follow up diligently post-meeting by emailing the thankyou. Patience is a virtue in these settings, as decisions may take multiple casual meetings or other types of communications to finalize, emphasizing the importance of long-term relationships over quick results.
Japanese business meetings are an intricate ballet of respect, subtlety, and group cohesion. Understanding and adapting to these nuances can not only enhance your success in Japan but also bring a new level of depth to your business interactions worldwide. Reflect on how these practices could transform your approach to business meetings and decision-making. If you need professional advice for your Japanese client or business partner, contact ZESSEE!
Author
Yuga Yamaguchi
ZESSEE Co-Founder
Comments