Cultural values reflect how we work, but at what cost? Managing global projects in Japanese organizations can be challenging, and here are reasons why:
Top-Down Communication Style With a profoundly ingrained top-down structure, Japanese corporations present unique challenges to project management. Managers often hold decision-making power without necessary project management qualifications. When untrained leaders assume the role of a project manager, it can lead to slower response times, limited development of employees' experience and growth, and a lack of input from lower-level members who are subject-matter experts.
Aversion to Confrontation with a Reactive Approach Employees avoid confrontational behavior because Japanese culture promotes (ostensible) group harmony. For example, asking questions can be seen as defiant. Leading projects (especially if you are a junior employee, however qualified) could be considered disruptive. In these confines, one requires courage and support to be proactive, often leaving their teams waiting for managerial intervention. This reactive approach, where actions are taken after a problem has occurred, produces further complications and hinders the project from meeting its deadlines and outcomes.
Ambiguity in the Name of Collectivism If you've worked with Japanese companies, you've noticed that many people (some of whom you've never met) are copied in an email or attend a meeting initially planned for five people that end up hosting twenty people. Such occurrences are manifestations of ‘ambiguity in the name of collectivism,’ a social value that prioritizes inclusivity and consensus. However, assigning someone explicitly to a task contradicts their belief system. As a result, the role each member plays in a project remains ambiguous. Undefined roles can cause duplication of efforts by multiple project members, miscommunications, delays, and a decreased sense of ownership, ultimately hindering project progress and morale.
For Japanese companies to remain competitive in the global market, they must undertake cultural transformations at the organizational level. (These transformations can ultimately have a significant impact on society as a whole.) Companies can challenge the status quo by adapting project management practices and working methods. Collaborative approaches and openness to new ideas and strategies can help achieve this, regardless of an employee's rank. Employers should also invest in the development of their employees in terms of both their skills and mindset by providing regular training and development opportunities. Failure to undertake these essential actions may result in losing competitiveness in the global market.