How to Mediate this Clash of Business Culture
May 4, 2009 8:34 AM Subscribe
How can I get my American boss to be a little more flexible towards Japanese culture (and my coworker)? Extremely long explanation after the cut.
A little background: My company is partially Japanese owned. One of the people from the Japanese parent company came over and given an honorary 'Assistant Manager' title, though he mostly coordinated information between the Japanese parent and us. Later they hired an American as Manager and moved me into the department as well. (I'm bilingual and have always worked for Japanese owned companies in the past.) Thanks to his honorary title my Japanese coworker now finds himself reporting directly to the American Manager.
The A-Manager is always eager to learn new Japanese words, but he's not at all flexible when it comes to the business culture. He's constantly putting J-Coworker into incredibly difficult positions as far as our parent company is concerned, telling him to demand more information, or refuse requests, which J-Coworker is really in no position to do. It's getting to the point where J-Coworker is considering not telling A-Manager about communications with the parent company for fear that he'll derail the entire process...again.
The three of us have an hour long meeting every day to discuss our projects, and these are getting increasingly uncomfortable. A-Manager is not a bad guy, but he's extremely micromanaging and inflexible.
I've thought about talking to him about the cultural problem, but I'm very much the subordinate on this team, and I don't think it would go over well. And I'm afraid that there's really no one else in the company I can bring in to mediate without making it worse.
What can I do to help J-Coworker out? Thanks MeFis, I know you know all.
A little background: My company is partially Japanese owned. One of the people from the Japanese parent company came over and given an honorary 'Assistant Manager' title, though he mostly coordinated information between the Japanese parent and us. Later they hired an American as Manager and moved me into the department as well. (I'm bilingual and have always worked for Japanese owned companies in the past.) Thanks to his honorary title my Japanese coworker now finds himself reporting directly to the American Manager.
The A-Manager is always eager to learn new Japanese words, but he's not at all flexible when it comes to the business culture. He's constantly putting J-Coworker into incredibly difficult positions as far as our parent company is concerned, telling him to demand more information, or refuse requests, which J-Coworker is really in no position to do. It's getting to the point where J-Coworker is considering not telling A-Manager about communications with the parent company for fear that he'll derail the entire process...again.
The three of us have an hour long meeting every day to discuss our projects, and these are getting increasingly uncomfortable. A-Manager is not a bad guy, but he's extremely micromanaging and inflexible.
I've thought about talking to him about the cultural problem, but I'm very much the subordinate on this team, and I don't think it would go over well. And I'm afraid that there's really no one else in the company I can bring in to mediate without making it worse.
What can I do to help J-Coworker out? Thanks MeFis, I know you know all.
I've thought about talking to him about the cultural problem, but I'm very much the subordinate on this team, and I don't think it would go over well.
If not you, then who? It sounds like you are essentially the only one who can be mediator here, in that you:
-are in the middle of both sides (American & Japanese);
-speak both languages, literally and figuratively;
-can understand and relate to both positions.
If you sense a cultural gap [more on that below], then I think you need to have private, quiet talks with BOTH individuals one-on-one, trying to attune each of them to each other. "Gee, boss, let me give you some advice if you're open to it, on how to handle the Japanese, they're very sensitive..." then "Listen, Kanji-san, let me give you some advice on how to handle Americans, they're very sensitive..."
Yes, trying to tell your boss something is always tricky. Entreat him, be diplomatic, and if you back up your arguments with rational insights he will listen, if he is any kind of a 'good' boss.
That's assuming the differences are simply cultural.
I also suspect that the American boss might view the Japanese co-boss as a rival and threat to his position, given that his bosses are Japanese, and the assistant is also Japanese. Perhaps the American views his presence as an affront and a threat, a direct line behind his back to his masters, and he feels the need to compete to prove who's really in charge. I imagine the American boss may simply be flexing his muscles, being difficult just to show the Japanese - his co-boss and his overseas managers - who is really making the decisions.
That's a harder situation to handle. If you sense this is going on, the best thing you can do IMHO is distance yourself from the whole thing, if such a position is possible. Otherwise you'll end up crossing someone - either your immediate supervisor, the American, or the upper management of your company, the Japanese, who the co-boss is a direct line towards.
posted by thermonuclear.jive.turkey at 8:59 AM on May 4, 2009
If not you, then who? It sounds like you are essentially the only one who can be mediator here, in that you:
-are in the middle of both sides (American & Japanese);
-speak both languages, literally and figuratively;
-can understand and relate to both positions.
If you sense a cultural gap [more on that below], then I think you need to have private, quiet talks with BOTH individuals one-on-one, trying to attune each of them to each other. "Gee, boss, let me give you some advice if you're open to it, on how to handle the Japanese, they're very sensitive..." then "Listen, Kanji-san, let me give you some advice on how to handle Americans, they're very sensitive..."
Yes, trying to tell your boss something is always tricky. Entreat him, be diplomatic, and if you back up your arguments with rational insights he will listen, if he is any kind of a 'good' boss.
That's assuming the differences are simply cultural.
I also suspect that the American boss might view the Japanese co-boss as a rival and threat to his position, given that his bosses are Japanese, and the assistant is also Japanese. Perhaps the American views his presence as an affront and a threat, a direct line behind his back to his masters, and he feels the need to compete to prove who's really in charge. I imagine the American boss may simply be flexing his muscles, being difficult just to show the Japanese - his co-boss and his overseas managers - who is really making the decisions.
That's a harder situation to handle. If you sense this is going on, the best thing you can do IMHO is distance yourself from the whole thing, if such a position is possible. Otherwise you'll end up crossing someone - either your immediate supervisor, the American, or the upper management of your company, the Japanese, who the co-boss is a direct line towards.
posted by thermonuclear.jive.turkey at 8:59 AM on May 4, 2009
I think you need to do a better job of explaining the cultural issues to him than you did here.
Also, I wouldn't be surprised if your boss' response is just, "Then who can I talk to get this stuff done, if it's not you?" If there is no one, because that's just not how things work at the Japanese company, I don't think he'll be satisfied.
posted by smackfu at 9:16 AM on May 4, 2009
Also, I wouldn't be surprised if your boss' response is just, "Then who can I talk to get this stuff done, if it's not you?" If there is no one, because that's just not how things work at the Japanese company, I don't think he'll be satisfied.
posted by smackfu at 9:16 AM on May 4, 2009
Hah. I have an ex-girlfriend who's built an entire business out of answering questions like this.
posted by adamrice at 9:33 AM on May 4, 2009
posted by adamrice at 9:33 AM on May 4, 2009
I've thought about talking to him about the cultural problem
What about encouraging your Japanese colleague to bring this up? He’d be more persuasive
It's getting to the point where J-Coworker is considering not telling A-Manager about communications with the parent company
Withholding details will cause problems later on. Of the problems you mentioned, this is one that is clearly a bad idea. Discourage him from doing that. If he reports to the American manager, he is accountable to him, regardless of how bone-headed his ideas and instructions are.
I’d imagine it’s tempting to interject yourself as a mediator because you are the obvious choice for reasons thermonuclear.jive.turkey lists. But don’t wear that hat unless you’re asked. Dropping some cultural info during informal conversations might be a good solution, but lecturing your supervisor isn’t.
Good luck.
posted by tenaciousd at 10:08 AM on May 4, 2009
What about encouraging your Japanese colleague to bring this up? He’d be more persuasive
It's getting to the point where J-Coworker is considering not telling A-Manager about communications with the parent company
Withholding details will cause problems later on. Of the problems you mentioned, this is one that is clearly a bad idea. Discourage him from doing that. If he reports to the American manager, he is accountable to him, regardless of how bone-headed his ideas and instructions are.
I’d imagine it’s tempting to interject yourself as a mediator because you are the obvious choice for reasons thermonuclear.jive.turkey lists. But don’t wear that hat unless you’re asked. Dropping some cultural info during informal conversations might be a good solution, but lecturing your supervisor isn’t.
Good luck.
posted by tenaciousd at 10:08 AM on May 4, 2009
If you're a subordinate to A-Manager and are unable to play the mediator role as a result, would it be possible for J-Coworker to talk to someone at the parent company about the possibility of sending in a non-subordinate consultant/educator to talk to A-Manager about the cultural differences in business practices? Assuming he's already attempted to discuss this with A-Manager, that's the avenue I'd be looking down if I were trying to help your colleague.
posted by Meg_Murry at 10:24 AM on May 4, 2009
posted by Meg_Murry at 10:24 AM on May 4, 2009
I'd be wary of framing this problem as "please help A-Coworker understand Japanese business culture." Coming from that angle, it can smack of pedantry and condescencion. "Here, let me tell what you you're doing wrong."
The better method, as mentioned above, is: "you might get more out of J-coworker if you ______."
Moreover, I'd ask A-Coworker, "You do X quite a bit. When you do X, what are you really shooting for? What's the bigger goal?"
Demanding more information and refusing requests ... it sounds to me like A-Coworker is trying to focus on something that he's not being clear on (e.g. refusing requests could mean that he feels he or his team is not getting the main task(s) done efficiently, and he's not going to win any accolades for being a generally helpful guy at the expense of failing at his No. 1 priority). If you find that out, you might be in a better position to help him, or educate him that X isn't going to help him as much as Y will.
posted by Cool Papa Bell at 10:28 AM on May 4, 2009
The better method, as mentioned above, is: "you might get more out of J-coworker if you ______."
Moreover, I'd ask A-Coworker, "You do X quite a bit. When you do X, what are you really shooting for? What's the bigger goal?"
Demanding more information and refusing requests ... it sounds to me like A-Coworker is trying to focus on something that he's not being clear on (e.g. refusing requests could mean that he feels he or his team is not getting the main task(s) done efficiently, and he's not going to win any accolades for being a generally helpful guy at the expense of failing at his No. 1 priority). If you find that out, you might be in a better position to help him, or educate him that X isn't going to help him as much as Y will.
posted by Cool Papa Bell at 10:28 AM on May 4, 2009
I managed a Japanese engineering team for three years shortly after they'd been acquired by my US-centric company. When I came on board, my boss had arranged for consulting/classes by The Brannen Group. I attended the US-based class which I found incredibly useful to help me understand how to manage this team. My boss and a couple of others attended the Japan-based class where they were the "guinea pigs" to help explain and illustrate American business culture as well as my company's culture. Following the class, I found Ms. Brannen's book, Going to Japan on Business to be a good refresher.
If your American manager isn't interested in learning how to better interact with his Japanese subordinate, you're not going to be able to make him do so. In that case, the best you might be able to do is to help your Japanese colleague deal with the American manager (if he is interested in your help).
posted by elmay at 11:19 AM on May 4, 2009
If your American manager isn't interested in learning how to better interact with his Japanese subordinate, you're not going to be able to make him do so. In that case, the best you might be able to do is to help your Japanese colleague deal with the American manager (if he is interested in your help).
posted by elmay at 11:19 AM on May 4, 2009
Ouch, what an awkward spot to be in. But fortunately it sounds like you're experienced enough to know how to tactfully approach this one, which is good.
This is only a suggestion of course, and merely supplemental to what has been said above, but maybe the traditional Japanese way of going out for food and drinks together with your two colleagues would be something to try. It may be a good way of building a bit of a bridge between them, building a more personal relationship and a bit of trust. If your american boss is viewing the Japanese colleague as a bit of an outsider and a spy for the parent company, then this could help him feel like the Japanese colleague is a part of HIS team, and open him up to understanding their business culture a bit more. It'd be a gradual thing, but this would also be a good time to casually create dialogue about how the Japanese like to do things in business as compared to American culture.
posted by lizbunny at 1:30 PM on May 4, 2009
This is only a suggestion of course, and merely supplemental to what has been said above, but maybe the traditional Japanese way of going out for food and drinks together with your two colleagues would be something to try. It may be a good way of building a bit of a bridge between them, building a more personal relationship and a bit of trust. If your american boss is viewing the Japanese colleague as a bit of an outsider and a spy for the parent company, then this could help him feel like the Japanese colleague is a part of HIS team, and open him up to understanding their business culture a bit more. It'd be a gradual thing, but this would also be a good time to casually create dialogue about how the Japanese like to do things in business as compared to American culture.
posted by lizbunny at 1:30 PM on May 4, 2009
Presumably, the American manager has people whom he reports to. What are they telling him to do? Is he not fitting into the culture of the company, or is the company trying to use him to change the culture?
posted by gjc at 4:28 PM on May 4, 2009
posted by gjc at 4:28 PM on May 4, 2009
This thread is closed to new comments.
posted by goethean at 8:47 AM on May 4, 2009 [2 favorites]