Apr 05

“Fear and Trembling” – Tips for Doing Business in Japan

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

Every culture has its own codes, values and work methods. These characteristics, which are often completely different from one culture to another, can create difficulties and misunderstandings which could jeopardise efficient business collaboration. Amélie Nothomb’s novel Fear and Trembling successfully depicts the dramatic consequences resulting from ignorance about cultural values of colleague or foreign counterparts.

Amélie Nothomb describes her expatriation to Japan and tells of how this experience becomes hell because of her ignorance about values and conventions of this other culture. Throughout the book, we notice several involuntary social and cultural mistakes which are not in accordance with Japanese culture.

Japan Chris Pritchard i “Fear and Trembling” – Tips for Doing Business in Japan

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Doing business in Japanrequires a really good understanding of the key principals of Japanese business culture. Here are some examples that you should keep in mind:

Wa: The word “wa” means “harmony”. This is one of the most valued principles of Japanese society. In business terms, ‘wa’ is reflected by avoiding self-assertion and individualism. It is absolutely necessary to preserve good business relationships, despite differences in opinion. When doing business in Japanit is also important to remember the effect of ‘wa’ on Japanese behaviour and in particular their indirect expression of ‘no’.

Kao: One of the fundamental values of the Japanese social system is the notion of ‘face’. Face is a mark of personal pride and forms the basis of an individual’s reputation and social status. Preservation of face comes through avoiding confrontations and direct criticism wherever possible. When doing business in Jap an, causing someone to lose face can be disastrous for professional relationships.

Omoiyari: ‘Omoiyari’ relates to the sense of empathy and loyalty encouraged in Japanese society and practised in Japanese business culture. In literal terms it means “to imagine another’s feelings”, therefore building a strong relationship based on trust and mutual feeling is vital for business success in Japan. For example, keeping in touch with your former Japanese colleagues or counterparts will help you if you ever need to work or collaborate with them again.

Hierarchy: Respect for hierarchy is an essential element of Japanese organisations. Junior members of the team respect their superiors and their elders. For example, the order in which people enter a Japanese board room or in which presentations are made, tend to be in decreasing order of importance. Showing the same values and respect when working in Japan is always greatly appreciated. Despite this, it is important to note that an individual considered to be “at the bottom of the ladder in the company” may be promoted if he gets good results.

Punctuality and Courtesy: Being late is often considered to be a lack of respect. A meeting is always planned in advance and it is common to confirm it by phone rather than by letter or email. When doing business in Japan, it is important to arrive five minutes early in order to start the meeting exactly on time.

Doing business in Japan requires a strict knowledge of Japanese cultural practices and conventions. An accidental faux pas could damage a promising trade relation and could thus represent a substantial loss for the company. Intercultural training on Japanese culture will give you the knowledge and skills you need to build trusting relationships with your Japanese counterparts and take full advantage of business opportunities in the land of the rising sun.

© Communicaid Group Ltd. 2013

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May 31

Top Tips for Doing Business in Japan

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector 1 Comment »

Japan has evolved over the last half century to become one of the world’s richest and most technologically advanced economies, well known for its exports of cars and electronic goods. In addition, a well educated population with an incredibly strong work ethic means that Japan offers a wealth of investment and market opportunities to international organisations.

Made up of over 3,000 islands, Japan has some of the most crowded urban areas in the world since the majority of people live on only a few of the islands. It is not surprising then that personal space is highly valued in Japan and gestures and facial expressions tend to be modest when doing business in Japan.

Japan Chris Pritchard i Top Tips for Doing Business in Japan

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As an island country, Japan’s population has remained extremely homogenous and you will find a strong sense of group identity when doing business in Japan. The distinction between private and public life is blurred where teamwork and ‘fitting in’ are much more important than individualism in Japan. That being said, the younger generation of Japanese starting to enter the business world are increasingly making efforts to stand out from the crowd in the way they dress, communicate and act.

During the tragic events that occurred in March 2011, the world also witnessed another Japanese value: the importance of maintaining face and dignity at all times. Most foreigners living and working in Japan at the time were struck by the calm nature and self-control displayed by the local population during and after the earthquake and the tsunami that led to a nuclear situation. The importance of face and dignity are values that can be found in almost every aspect of Japanese social and business cultures so you will often find that your Japanese counterparts will seldom display their emotions or feelings in order to keep face.

The following tips will help you improve your success when doing business in Japan.

  • Avoid causing loss of face at all costs. Don’t be confrontational or openly criticise or embarrass Japanese colleagues as they will lose ‘kao’, or face.
  • Be aware that Japanese business culture is hierarchical. Be sure you always greet the most senior people in the room before anyone more junior.
  • Don’t be afraid of silence as it causes less anxiety than in the West and is often used as a negotiating tactic.
  • Be aware of your body language and try to maintain a formal posture during meetings. Avoid slumping or crossing your legs as this could give a negative impression.
  • Make sure you take plenty of business cards with you and have your details printed in Japanese on the reverse when doing business in Japan.
  • Japan is a country with a high usage of technology which most of the population has access to. You can expect your Japanese colleagues to be comfortable with virtual communication, however as they are relationship focused you should always try to find time for face-to-face meetings.
  • Avoid physical contact or expansive gestures and facial expressions when doing business in Japan. Most Japanese are modest and reserved in their behaviour and value the space around them.
  • Address your business partners by their surname. To show even more respect, add ‘san’ after their surname. For example, Akira Kurosawa could be addressed as Mr Akira Kurosawa or Kurosawa San.
  • Offer your Japanese counterparts a small gift when meeting or visiting them. Your gift should be well wrapped but modest and not too personal. Don’t expect them to open it in front of you as this may cause loss of face to one of the parties.
  • Relationships and networks are a key part of Japanese business culture. Many international companies doing business in Japan find more success when they rely on a third party to help introduce them and build their reputation in the market.

Considering and respecting the top tips for doing business in Japan above is the first step towards building effective relationships with your Japanese counterparts. Participating in a cross cultural awareness training course such as Doing Business in Japan will give you a comprehensive understanding of this dynamic and fast-changing culture so that you can anticipate and manage cultural differences more effectively and build better business relationships.

© Communicaid Group Ltd. 2011

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Feb 28

Doing Business in Japan: What’s in a Name?

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources No Comments »

Most people associate Japanese culture with a traditional etiquette and formality that people adhere to strictly in both professional and social spheres. When doing business in Japan it’s important to understand that etiquette is an important instrument that can convey hierarchical structures and respect. Understanding business and social etiquette in Japan can be challenging, however, and many people who visit Japan are intrigued by the multitude of extremes and exceptions in Japanese etiquette.

Japan Chris Pritchard i Doing Business in Japan: What’s in a Name?

© istockphoto.com/ Chris Pritchard

One part of Japanese etiquette revolves around Japanese naming conventions. The Japanese language is comprised of an array of formal and informal terms that are used to address each other. In Japanese business people tend to prefer to be addressed with their last name. Most Japanese names end with the suffix ‘-san’ which is a rather neutral option and stands for Mr. or Ms.

The Japanese naming system is however much more elaborate and uses different suffixes to indicate the status of a person in addition to this. It is also commonplace in business to add the job title after someone’s name to show their authority and seniority. In this case the suffix ‘-san’ would then be replaced with the job title or profession of that person. For example, a head of department named Takahashi is referred to as Buchō or Takahashi-buchō.

Intercultural awareness training courses like Doing Business in Japan can help anyone working with Japanese counterparts to not only learn the words that are added to names in Japan but also to understand the meaning and values that people in Japan attach to them. Understanding these honorific naming conventions will help you to build trusting relationships with your Japanese counterparts.

Japanese naming conventions expand beyond business to the family sphere as well. Older family members can address younger family members with their name alone. Younger family members will address their elders with a referential suffix that will reveal how close they are to the person they are addressing. When addressing people outside their family, Japanese use a different word for mother, brother, sister etc which creates an even stronger sense of family in Japanese culture.

Family is a core value in Japanese culture and strongly impacts Japanese naming conventions, but attitudes towards family are changing as Japanese society becomes influenced by American and European trends. One area of Japanese naming conventions which are being influenced by these changes is marriage. A recent article in the Guardian suggests that an increasing number of women are refusing to change their family name. Traditionally the head of the Japanese family is always the man. Couples have to agree on one surname when they get married as Japanese society does not allow couples to have different or double surnames.

An increasing number of Japanese women have recently started to challenge the status quo and are fighting to keep their surname. To some this is an astonishing insight as it seems to contradict the emphasis on strict Japanese etiquette and family traditions which are so important in Japanese culture. Some fear that this new trend could negatively impact the unique concept of family and its associated traditions in Japanese culture.

Although new trends are challenging traditional Japanese culture it will take a considerable amount of time before they become completely commonplace and significantly change a whole set of elaborate etiquette. Anyone doing business in Japan will certainly find that the traditional business etiquette will prevail for some time to come. However an understanding of how Japanese society is changing and being influenced by new approaches and attitudes will help anyone doing business in Japan to respond appropriately and not make false assumptions. Taking an intercultural training course like Doing Business in Japan will ensure you are up to speed on all of the recent trends as well as traditional customs in Japanese society that impact business and social spheres enabling you to effectively respond to and harness unique aspects of Japanese culture.

© Communicaid Group Ltd. 2011

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Aug 03

Negotiating across Cultures – Is Losing your Temper a Good Strategy?

Cross Cultural Training, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

An international team of French and American researchers recently conducted experiments on the effect of anger during international negotiations. The experiments involved 130 Americans, 63 of whom had a European background while 67 had an Asian background. The aim of this study was to establish whether or not anger could be used as a tool to influence a foreign counterpart, regardless of his/her cultural core values.

Meeting Business Meeting 2 nyul i1 Negotiating across Cultures Is Losing your Temper a Good Strategy?

© istockphoto.com/ Nyul

 

The results are clear: Americans with a European background are more likely to accept demands coming from a counterpart who openly shows their frustration or anger. However, using this particular strategy will be ineffective with Asian interlocutors. But how can we explain these differences?

In Europe, negotiations are usually seen as a test where both parties confront their strengths: the strongest wins while the weakest inevitably loses and is the one who makes compromises. In this context, showing anger or a strong display of emotion can be a way to influence the outcome of the negotiations as well as a way to express your will and eagerness to succeed.

This strategy may not be effective everywhere in Europe however. For example, showing emotions tends to be negatively perceived in countries with a neutral communication style such as Norway or Germany. On the other hand, countries with an affective communication style like Spain or Italy tend to accept displays of anger or strong feelings.

Meanwhile in Asia, the importance of harmony is paramount and is present even during business negotiations. Building this harmony takes time but it can result in consensus and a win-win situation. Asians also tend to be obsessed with the concept of ‘face’ and will do everything they can to keep face during a negotiation. A loss of face in most Asian countries includes any sign of violent emotion such as anger or exaggerated eagerness. Shattering harmony is also considered inappropriate and can harm your reputation and jeopardise the whole negotiation process along with future business opportunities.

If we consider these huge differences in negotiation styles and expectations, it’s not difficult to foresee potential problems and risks that European and Asian negotiators may encounter during international meetings.

Providing employees the tools they need to understand their international counterparts and work effectively in a global context is key to success. Cross cultural awareness training courses such as Negotiating across Cultures  can help you and your organisation to truly understand the complexities of cross-cultural negotiation styles and expectations and give you strategies to manage them effectively.

© Communicaid Group Ltd. 2010

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May 23

Cross Cultural Politeness – Beyond Please and Thank You

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector 2 Comments »

It’s no secret that it is essential to understand how to be polite and respectful when doing business internationally. But how different can politeness really be from one culture to another?

A number of unwritten principles of politeness exist which must be followed if you want to show respect and consideration to your business counterparts. Here in the UK we have been taught from a young age to say ‘please’ and ‘thank you’, to give up our seat for people who might need it or to apologise after bumping into someone.

Although we know what we need to do to be polite in the UK, many of us are unaware that doing the same thing in another culture may not be showing politeness. Failing to understand how to be polite when working across cultures can lead to communication breakdowns, damaged relationships and a loss of credibility. Cross cultural awareness training can equip us with the skills necessary to avoid these intercultural politeness pitfalls.

 

Business Woman 13 nicole waring i Cross Cultural Politeness – Beyond Please and Thank You

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One case of cultural variance in the understanding of politeness is the use of expressions of gratitude. In some cultures, people only expect to give or receive thanks for acts of altruism and not for tasks that are intrinsic to a person’s job, such as a bus driver or waiter. In other cultures such as the UK, however, people thank others for performing any tasks that benefit them. An example of this would be thanking the bus driver when leaving the bus.

Politeness is not always reflected through the use of please and thank you as in the example above. Using an indirect or direct style of communication can also influence the level of politeness you are showing your international counterparts. When doing business in Japan, for example, you’ll find your counterparts consider the use of direct questions to be challenging and therefore impolite. Conversely, doing business in Germany , you may find your German counterparts sometimes consider indirectness to be impolite, as the speaker’s intentions are unclear.

One theory of politeness states that in the process of communication people should consider the socio-cultural norms of people from other countries, develop tolerance and sensitivity towards these norms and work out strategies to make people feel comfortable in each other’s company.

An intercultural training course such as Working Effectively across Cultures stresses the difference in perceptions of politeness across cultures and provides specific strategies to help anyone doing business with other cultures overcome any misunderstandings that might arise.

“Treat everyone with politeness, even those who are rude to you – not because they are nice, but because you are” ~Author Unknown

© Communicaid Group Ltd. 2010

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Apr 23

International Alliances and Cross Cultural Differences: Finding a Way Forward

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

Car manufacturers Daimler, Renault and Nissan have recently announced a three-way global tie-up of their brands. The alliance will allow the three automotive giants to share technologies and development costs, leading in particular to the production of new electric cars. These are the kind of technical, financial and strategic advantages usually associated with international partnerships, and therefore used to advocate them. What is often overlooked, however, are the human factors that affect their performance.

Car factory ricardoazoury i International Alliances and Cross Cultural Differences: Finding a Way Forward

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In an international partnership of this scale, where employees with different national and corporate cultures work together virtually and face-to-face on a daily basis, failure to manage intercultural differences will lead to cross cultural misunderstandings, increasing tensions between colleagues and ultimately jeopardising cooperation.

Cross cultural clashes of this kind in international partnerships are usually caused by a lack of integration, due to the fact that members of one organisation are unable to adapt all or part of their corporate and national culture to meet their partners’ expectations. The result is failure to accept a common reality and common goals, essential for the success of any international partnership. Cross Cultural Awareness Training courses for international management are specifically designed to create the cross cultural awareness employees and management will have to draw upon in order to fully reap the benefits of global partnerships formed by the likes of Daimler, Renault and Nissan.

Renault and Nissan, French and Japanese car makers respectively, are familiar with the cross cultural challenges of international partnerships. In 1999 they formed the Renault-Nissan alliance, the first of its kind in the automotive industry, which saw Renault take a controlling stake in Japanese giant Nissan. Renault CEO Carlos Ghosn was placed in control of the Japanese company, who fired a number of its top Japanese executives. Hardly an example of cross cultural co-operation, the deal nevertheless saw Nissan turn around its profits and eliminate its automotive debts, all in the midst of a flailing Japanese economy. As a result, Ghosn was awarded a medal by the Japanese government and Renault-Nissan is now the fourth largest carmaker in the world.

No one can dispute this success story, and it may be on its wave that Ghosn has claimed international tie-ups are the way forward for the automotive industry. Yet it is estimated that no more than 50% of international mergers and acquisitions achieve the level of success initially anticipated. Reasons for slow progress or outright failure are high labour turnover, low morale amongst employees, reduced job satisfaction and increased stress, amongst others. These may not be immediately measurable in monetary terms, yet their effect on companies’ performance cannot and should not be ignored or underestimated.

Another factor that has a huge impact on the success of international partnerships of this kind is cross cultural difference. Many organisations will venture into an international partnership unprepared for the many cross cultural challenges and only face up to them when projects have been abandoned or key employees have resigned.

Just like due diligence processes are carried out in preparation for international ventures, global organisations should consider pre-emptive measures and consider the cross cultural differences all parties will encounter and provide staff with relevant cross cultural awareness training initiatives. Intercultural Training courses designed with the specific needs of global organisations and their employees in mind – such as Managing Virtual Teams and Managing International Mergers and Acquisitions – will considerably reduce the cultural risks inherent in international operations such as that recently undergone by Daimler, Renault and Nissan.

© Communicaid Group Ltd. 2010

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Apr 12

Benefits of Doing Business in Japan

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources No Comments »

Towards the end of the 19th Century, Japan rapidly embraced western technological influences to become a centre of creativity and development. Following its defeat in WWII, Japan experienced tremendous economic expansion and growth and swiftly became the world’s most successful exporter.

JETRO – Japan External Trade Organisation reports that an increasing number of companies around the world are partnering with Japanese companies to develop products and services, create innovative technologies and create R&D projects. To this day, Japan remains one of the world’s leading industrial powers making doing business in Japan an excellent location for international companies. Some of the key benefits of doing business in Japan are outlined below.

Train station sack i Benefits of Doing Business in Japan

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Gateway to the Asian market
Not only does Japan offer a captive audience of 127 million citizens, it also offers an exciting yet stable business market open to trade and foreign investment. Globally competitive, especially in the fields of environment, healthcare, IT and automotives, Japan’s huge economy already boasts an established base of the world’s top companies. Doing business in Japan also has the added benefit of working in the showroom for the rest of Asia.

Highly educated workforce
The presence of over 600 universities in Japan means that university education is all but taken for granted. A result of this is a workplace where education is prized as an important quality. Prestigious university graduates are often given access to the most sought after jobs due to certain university names still being held in high regard. Other vital and valued qualities include experience, leadership, openness to new ideas and being hard working and personable. When doing business in Japan, foreign employees will often encounter high levels of expertise, knowledge and attention to detail.

Discerning consumers/customers
A highly educated and affluent population results in discerning consumers. The level of household expenditure, which is among the highest in developed nations, illustrates how Japan can act as a brilliant testing ground for new products. Lars Petersson, President and CEO of Ikea Japan states, “Japanese customers are very well educated, so they understand the difference between a product that’s high performance and low-cost, rather than the opposite.”

Strong work ethic
Japan is a predominantly collective society which places a huge emphasis on the group, meaning that each individual often feels a strong sense of belonging and responsibility towards their work place. Leadership is important, and a competent, hard working and personable superior is expected to be willing to sacrifice his personal time in order to listen to his staff and even tend to their personal matters. When doing business in Japan it is important to remember to address and consider the group rather than the individual. Existing relationships are valued so there is certainly worth spending time developing them initially.

Dedicated employees
In the Japanese corporate world, loyalty and cooperation are valued over aggressiveness and competitiveness. Japanese tend to take pride in their jobs and work long hours to demonstrate their dedication in hopes increasing their status in the company. This group of reliable employees, willing to work long shifts over unusual hours, is a huge benefit for international organisations doing business in Japan.

International organisations can profit immensely from the above benefits of doing business in Japan. Harnessing these benefits comes with the need to navigate the geographic, linguistic and cultural diversity of Japanese society. This requires a comprehensive understanding of Japanese business and social culture on all levels. International organisations employing people in Japan or working with Japanese on a regular basis should therefore have a series of Cross Cultural Awareness Training Japan programmes to ensure they develop the skills to successfully deal with the many cultural differences.

© Communicaid Group Ltd. 2010

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Apr 06

Becoming a Cultural Chameleon: Adaptability Skills Essential for Cross Cultural Success

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Have you ever noticed how, in the many conversations you have with different people throughout a typical day, the topics of your conversations and your style of conversation change depending on who you’re speaking to?

If you were to pick a random topic, such as the weather or a recent film you have seen, and you discussed it casually with a few different people, you will most likely notice that even if your conversation covers the same topic, your style will vary depending on the other person’s position (your boss or work colleague), profession (lawyer, shopkeeper), relationship to you (relative, friend, someone you have just met on a street), age (a child, an older person) or culture (national, religious etc).

We tend to speak in different ways to different people, our work colleagues, family, friends or just strangers we meet on a street or in a supermarket. Our speech adapts and changes depending on our interlocutors. We may adapt our choice of language like the vocabulary or jargon we use, or our accent, dialect or intonation. At times you may find yourself imitating someone else’s accent or use of vocabulary to get closer to them and gain sympathy, especially when working across cultures. This is the central tenet of Communication Accommodation Theory, which was developed by professor of communication Howard Giles of the University of California Santa Barbara.

Definition Language kdow i1 Becoming a Cultural Chameleon: Adaptability Skills Essential for Cross Cultural Success

© istockphoto.com/kdow

 

Practical examples of this are when, for instance, we speak slowly when communicating across cultures so that our international counterparts can understand us, or how we use grammatically simple language with children (baby talk). In the same way, you can strategically choose to speak with a certain accent or use certain expressions in order to emphasise your membership of a group, or conversely, distance yourself from another.

The principle also covers non-verbal aspects of communication, such as posture and eye contact, which are especially important aspects of cultural awareness. For example, when two people speak one may seek eye contact while the other may wish to avoid it. In that instant, almost unconscious negotiation takes place as one has to adapt to the style of the other.

Most of these verbal and non-verbal adjustments are psychologically motivated and common among all people around the world. What differs is how we accommodate our language and behaviour to communicate with others across cultures more effectively and gain their appreciation, trust or acceptance.

Adapting to another person can come naturally and often imperceptibly in a mono-cultural environment, but if the interaction spans different cultures a certain degree of uncertainty comes into play, as the parties involved will very likely have different expectations of how communication should unfold. Cultural awareness training can help reduce this element of uncertainty and ensure you have the right level of cross cultural skills to communicate effectively across cultures.

Understanding varying levels of eye contact is just one example of this theory in action. Broadly speaking, western individuals associate a lack of eye contact with insecurity and even untrustworthiness at times. When a German manager meets a new member of his team, he will look him straight in the eye, accommodation assures his gaze in turn will be met. All of his German counterparts know this shows both mutual respect and that the new team member is confident and ready to meet the challenges of the new assignment.

Things are different when doing business in Japan, where respect for your superiors should be shown by not meeting their gaze. Accommodation means that a Japanese junior member of staff will not look his boss in the eye when he or she talks to him, and know that by doing this all expectations are met.

What happens when business relations bring the German junior team member into contact with the Japanese manager? Who, if at all, will accommodate their communication style when doing business with the other? What are the consequences of this not happening?

One way to eliminate any uncertainty that arises from this scenario is through cultural awareness training. By providing insight into your own culture and communication style, as well as those of the host country you are doing business in, it is possible to develop a level of cross cultural awareness that will help you to make the necessary cultural adjustments that come so naturally when communicating with someone from your own culture.

Confidence, awareness of what to expect and skills to react appropriately, all developed through cultural awareness training, can eliminate at least part of the uncertainty inherent in international business relations and lead to more economic success.

© Communicaid Group Ltd. 2010

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Mar 31

Challenges of Doing Business in Japan

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

With one of the largest economies in the world, Japan has seen an explosion in the increase of foreign business investment since WWII. Doing business in Japan offers innumerable benefits for international organisations, however there are a number of key cultural challenges that create friction and misunderstanding as well as sizable direct and indirect costs to the organisation if overlooked.

Cross cultural awareness training programmes such as Doing Business in Japan increase organisations’ awareness of the cultural challenges and ensure that those involved are fully equipped with strategies for benefiting from these differences. The following are six of the key cultural concepts international organisations can sometimes find challenging when setting up or doing business in Japan.

 

Japan Chris Pritchard i Challenges of Doing Business in Japan

© istockphoto.com/Chris Pritchard

Rules and Etiquette – Japan’s low tolerance of uncertainty has created a society which adheres closely to rules and regulations. Evidence of this is visible in low crime rates, trains that you could set your watch by and high levels of conformity in behaviour. Etiquette penetrates every aspect of society and is evident even in ordinary circumstances. Aspects of etiquette include an extensive vocabulary and grammar for polite conversation, codified practices for gift giving and receiving and principles for bowing and exchanging name cards.

Hierarchy – A strong hierarchical system still exists in Japan with respect, responsibility and authority being rewarded based on age, status and experience. When communicating with Japanese, it is wise to pay attention to the protection of “kao” or “face.” Face is closely linked with personal pride and forms the basis of an individual’s social status and reputation. Damaging face through overt confrontation or criticism shakes the foundation of Japanese hierarchy and can be disastrous for business relationships in Japan.

Gender roles – Although women are fast gaining more visibility in the work place, the role of “salaryman” (office worker) is still male dominated. Women’s social participation is reflected and influenced by the Japanese language which diverges into a more polite and formal style of speech when utilised by women.

Harmony – As a country that values sentiments of collectivism over those of individualism, Japanese tend to place a significant emphasis on loyalty towards the group. It is still common for companies to provide life-long employment to individuals who, in return, devote long hours and often sacrifice personal gain for communal good. When doing business in Japan it is important to recognise that praising or prioritising any one individual over others is likely to be embarrassing and will not further business goals.

Concepts of Time – Japan is a monochronic culture with a long-term orientation towards time. In other words, people tend to think linearly and prioritise depending on importance. Attitudes towards punctuality are strict. When doing business in Japan, being early or on time for all appointments, regardless or their formality, is a show of respect and therefore any event of being late requires forewarning and an apology. Furthermore long term time orientation translates to values in Japan that include persistence and ordering relationships by status.

Communication Style – Understanding the communication style in Japan is one of the biggest challenges of doing business in Japan. Japanese have a preference for indirect, high context communication. In other words, Japanese often imply and infer rather than verbalise directly and they place a high importance on the impact of body language, paraverbal features, relationships, emotion and other non-verbal communication. Japanese will rarely say ‘no’. As a result, international organisations doing business in Japan are often left confused and struggle to achieve their business objectives.

Recognising the cultural differences which exist when doing business in Japan is only the first step. International organisations must also understand the reasons behind them to develop strategies to effectively cope with these cultural challenges. A cross cultural awareness training programme like Doing Business in Japan programme will help the organisation turn challenges into benefits and maximise the immense opportunities that doing business in Japan presents. Furthermore, it will contribute towards the development of an interculturally competent workforce, a huge advantage in this fiercely competitive global world.

© Communicaid Group Ltd. 2010

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Mar 18

The Onion Model of Culture

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

There are many ways to visualise the concept of culture, but one of the most popular models is based on an onion.  The Onion Model of Culture shows how culture has a number of layers.  There are a number of interpretations of this model but the simplest one consists of four key layers.

Onion Model 300x287 The Onion Model of Culture

The outer layers represent cultural artefacts or symbols such as flags, architecture or traditional clothing.  Heroes make up the next layer, such as Winston Churchill in the UK, and tend to represent many of the culture’s values and beliefs.

The next layer is composed of common rituals and traditions.  This could include how people greet each other, eat meals, get married or practise their religion.

In the centre of the onion are the underlying values and cultural assumptions which influence all of the other layers.  These beliefs, norms and attitudes are much harder to recognise without a deeper analysis and thorough understanding of each of these layers and how they interact.

Cross-cultural training can help anyone working across cultures see past the outer layers and understand the why, what and how behind each of them.  When doing business in Japan, for example, people will avoid making direct eye contact with anyone more senior than them.  Understanding that this is because of important Japanese values such as face and hierarchy is essential for anyone doing business with Japan.

Country-specific cross-cultural training programmes such as Communicaid’s Doing Business in Japan will increase understanding of the cultural values and how they influence the rituals, heroes and symbols in Japanese business culture. Understanding the cultural values and their impact will help you ensure that your international business ventures are a success.

© Communicaid Group Ltd. 2010

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