WIN President Sada Honda, in his book The Sun Also Rises Over Toledo:
In Japanese companies American employees forget that individual aspirations can be pursued in a group setting. An American employee is discouraged when his proposals are not considered by management. Americans should realize that there is a way to accomplish their mission by banding together.
Sada goes on to outline a four-step method you can use to convince Japanese management of the merit of your proposal.
Step 1
Gather all the facts and related information.
Your proposal must be formulated only after collecting every bit of information that is available to you. Sacrifice time in the interest of being meticulous and thorough. Get your subordinates and people from other departments involved in gathering information. Get your network to supply suggestions for sources.
Step 2
Analyze all that information.
Be sure to review all the available records relating to your proposal. Using past records is an approach Japanese usually follow because it helps limit risks. Only changes in conditions need to be reconsidered. Continue to get and keep your subordinates and others involved by feeding them new information and keeping them up-to-date on project status. Request their feedback and incorporate it in your analysis.
Step 3
In formulating the right decision or an opinion, go through the following process:
Think of a three-dimensional six-sided polygon. On three sides are (1) past records of people who were involved in the activity, (2) duration of time that was spent in the process and (3) the attained results.
The opposing three sides are your evaluation as to what might be expected in terms of (1) the people who might get involved in implementing the decision, (2) time considerations and (3) approach for reaching the target.
In this course of action, assume you are positioned in the center of the polygon. From this center point, you are looking at the past with a sense of perspective. Emotion should not influence your thought process and you will be able to establish strengths and weaknesses of your proposal. It is also important to consider several fall-back plans during this stage.
Examine your plan from a bird's eye view. Consider your decision from a macro view by studying all sides of the polygon. Scrutinize carefully and thoroughly all the information, accomplishments, people involved, schedules and past and possible future approaches. By evaluating your decision using the six-sided approach, you will not get caught ill-prepared. You won't be tempted to set up an unreasonably tight schedule or reach for unattainable goals.
Step 4
Establish and express your proposal.
Prepare a clear statement for those you plan to persuade. An affirmative-negative statement in a Japanese company environment reflects respect for the opinion of your Japanese manager(s) and increases the probability of their accepting your ideas. Your view is more likely to be received well if you express it using the binding conditions that lead you to formulate it. Instead of saying, "I think that . . . " or "Shouldn't we be doing . . .", try "I may be wrong, but . . . ." This gives the impression of a well-thought out opinion, rather than a sense of being unsure of whether your proposal is a sound one.
Many decisions are made without sufficient information and under pressure. One bad decision can return to haunt you as you will have to waste precious time and resources to set things right. "Haste makes waste" is a Western adage, but nothing is more applicable to decision-making in Japanese companies. A single ill-conceived decision or proposal can damage credibility and a series of such problems could prove disastrous to any career.
- Adapted from
The Sun also Rises over Toledo:
Practical tips for Americans working with or for Japanese companies in the U.S.
In Japanese companies American employees forget that individual aspirations can be pursued in a group setting. . . . Americans should realize that there is a way to accomplish their mission by banding together.
