21..1 – Overview

The development of Japanese society has been influenced by two factors: population density and isolation. In Japan’s islands, 3% of the world’s population live in just 0.3% of the world’s landmass. Moreover, three-quarters of the landmass is mountainous and two-thirds forested, so only about 3% is habitable. Japan, therefore, has one of the world’s highest population densities.

For two centuries, from 1639 to 1854, Japan was cut off from Western and other Asian trends. This isolation, together with the crowded living conditions, has produced a society with carefully evolved social rituals marked by high degrees of politeness and consideration.

After Japan began to modernize, a strong work ethic, a mastery of high technology and a comparatively small defence allocation (1% of GDP) helped it advance with extraordinary rapidity from 1955-89. Then its bubble burst, and the stock market and property prices slumped. Since then economic growth has recovered, but now Japan faces similar problems to those of Western European countries: a contracting workforce (estimated to fall by 20% in the next two decades), and heavy expenditure on pensions and healthcare. The country remains, however, the second most technologically powerful in the world, and the third-largest in economic terms, behind the USA and China.

21..2 – Values and attitudes

Japan’s society is based on the principles of Confucius, the Chinese philosopher who taught that the family was the basic unit of society and that the father was its leader. From this developed a social model which includes these values:

·        We are members of a group, not individuals;

·        The father is the leader, and relationships are unequal;

·        Save, stay calm, avoid extremes and shun indulgence – maintain moderation in all things.

The Japanese respect age and experience. Listeners are careful not to disagree with teachers or presenters, and the relationship between a mentoring manager, or Senpai, and the learner, the Kohai, is important in Japanese business.

Gaman is the quality of endurance, of which the Japanese have great amounts. It implies following orders without question, and not complaining but ‘gritting it out` and getting on with the job. It is this quality in the workplace that explains why the Japanese will work long hours, remain late, and stay up all night if necessary to complete projects and sacrifice themselves for the group. An interesting manifestation of Gaman is the endurance TV shows that Japan is famous for.

21..3 – Behaviour profile

Japan is relationship-focused, formal, very time conscious and reserved, whereas the UK is more task-focused and more informal. British business needs to spend time building relationship with Japanese colleagues and partners and need to be more formal in public business dealings.

21..4 – Communication

Communication in Japan is subtle and much is left unspoken, although it is perfectly understood by the Japanese. It’s easy for Westerners to cause offence where none is intended, so until you are attuned to Japanese nuances always check that you’ve clearly understood instructions.

The Japanese think it is wrong to get emotional or lose your temper. Rather than saying ‘No’ outright, they will convey disagreement through silence, hesitation, or responses such as, ‘Yes, but …’ or ‘The situation is delicate’. They often refuse by saying, ‘Thank you. We’ll study that.’

The presentation style tends to be quiet, and the presenter should be soberly dressed. The Japanese are polite and attentive listeners. They avoid steady eye contact and maintain an impassive expression. Some may adopt a posture of deep concentration and may appear to be asleep, although they’re not. They prefer hard facts rather than emotional persuasion, visually presented. The Japanese take time to consider and are comfortable with silence for reflection, which can unnerve Western visitors. If the room falls quiet, resist the urge to burst into speech. Signal any questions you wish to ask before you ask them.

Don’t assume that because Japanese managers are hesitant in speaking   English, they do not know the language. The Japanese can usually read and write it, but they can’t always speak it or understand spoken English. Find ways, unobtrusively, of helping them to understand you. Give them more than one opportunity to grasp your message by using different ways to say the same thing, and always support any oral presentation with written backup.

Japanese managers often introduce themselves by identifying their company, their department and finally their name. This is because they think of themselves as a ‘we’ society and not an ‘I’ society. They have a strong group mentality, which shows in their social life, in the way they get together after work, and in their working life through collective decision-making. So use ‘We’ and not ‘I’ when talking about your department or company, and socialise with your Japanese colleagues after work when you can.

Contrary to a widely-believed myth, bowing is not necessary for foreigners, but the business card ritual is. Offer your card so that the receiver can read it, study his card, keep it on the table while you’re talking, and then put it in a business card holder, not your pocket. Your card should carry your company’s name, your name, your job title and department. It should be in Japanese as well as in your own language.

They will hear one thing (the content) but understand two, (content and your feelings).

21..5 – Organisation

The Japanese value hard work and long hours. Working hours are from 8-6, and although Saturday working doesn’t exist everywhere, many executives go in on Saturday to get noticed or to put themselves in line for promotion. It is considered respectful to leave the office after the boss. Executives usually have a one- or two-hour hour commute, and leave home early and get home late. They often don’t see their children until the weekend. Punctuality is essential in Japanese culture and suggests organization and respect. Office dress is quite formal, usually a dark suit, white shirt and dark tie. Women tend to wear dresses or a suit.

Japanese women tend to have separate lifestyles from men and control the household. They still tend to give up work on marriage, and promotion for them is therefore restricted as they are not expected to stay in the workforce. This may change with the younger generation adopting more of an American lifestyle and the end of the job-for-life ‘salaryman’ tradition in Japanese business, leading to a greater need for double-income families.

The Japanese are extremely sensitive to what others think of them. They value a good image, and harmony with those they deal with is important. They achieve this by being obsessively polite and by showering you with compliments. You can return the compliment by being polite and respectful to them, especially in the early stages of a relationship.

WA, the preservation of harmony, is another feature of Japanese office life. Keep calm in the face of provocation, and do not show anger or impatience. If Japanese colleagues get drunk in evening drinking sessions, no mention is made of it the next day.

Japanese offices are quieter than British and continental ones. The Japanese are happy with silence, so just be aware, watch and soak in what’s happening. Seek ‘adoption’ by senior Japanese managers to get your ideas accepted. In a hierarchical structure such as Japan’s, it’s important to address questions and suggestions to the next level of management, who will then direct it to the appropriate level.

21..6 – Meetings and negotiations 

The Japanese are less concerned with what you say (they can read that) than with who you are. As a result, they set a high value on Haragei (belly talk), the art of reading feelings through silent meditation and observation. Senior Japanese managers sit in on meetings but rarely speak, preferring to feel what’s going on and listen in a state of deep concentration. Ishin-denshin, heart-to-heart communication, and Haragei are important in revealing the internal state of partners, expressed through tone of voice, facial expression and posture.

As in many countries, there is a difference between reality and façade. Tatemae, the art of diplomacy, indirectness and avoiding controversy and conflict, refers to the façade. As the Japanese get to know and trust you, they will reveal their real feelings – Honne – and be more direct and honest. Honne often happens not in the office, but at social events. It’s important to take every opportunity to attend these. Next, you can practise shinyo – consistency in thought and action by doing what you say and showing loyalty and respect – to build still more trust and confidence.

Before you enter a meeting, prepare a short introductory statement explaining why you’re in Japan and how long you’ll be there the sort of people you’re seeing and your previous contact with the country. Decide on the five or six crucial points you want to make, and repeat them at each encounter. The Japanese believe that everyone who is in the loop needs to be at meetings, so they can be quite large. The most senior person may say little, but to learn who is that figure is, watch who is served tea first!

The amount of time spent on a meeting is less important than the procedure, so expect these sessions to be quite long. Formality and the sequence of events matter. Don’t use first names unless you’re asked to. Use the suffix San for both men and women (e.g. Suzuki-san). Never corner people or make them lose face. Don’t seek final decisions in meetings – they’re for gathering information or stating positions. Don’t expect instant feedback: the Japanese prefer to question and clarify. Check what is verbally agreed upon, and follow it up with a written minute.

In a meeting with a new manager don’t open business immediately, but let him do so. Your remarks will be taken seriously. How you express things is as important as what you say.

The Japanese negotiating style is impersonal and unemotional. But emotion lurks just below the surface, and logic alone will not work – the Japanese manager must like and trust you. It is important for the Japanese to establish the status of the person they are dealing with in order to know how to talk. This means that they may ask personal questions about your job, your responsibilities and your reporting structure. The exchange of business cards at the beginning of meetings is an important way of establishing this status for the Japanese and should be carried out with proper respect.

21..7 – Team-working 

A Japanese team is a group of individuals who work as a group for the wider good of the company. The group is therefore superior to individual wishes.

Harmony is crucial: avoid open confrontation, or criticising superiors or subordinates. Allow all parties to save face, and reject nothing bluntly.

The team leader will make decisions, but will not act independently without internal support. The process tends to be slow to allow for consensus to emerge, and team members will be modest and self-effacing. It’s important to keep to schedules, but deadlines can be extended if necessary.

Leadership and decision-making the Japanese consult at all levels within a group before they reach the decision-making stage: this is called Nemawashi. They then seek universal consensus – Ringi-sho – to arrive at a decision. Japanese managers like to understand the background and reasons for decisions and proposals. Be patient – Nemawashi and Ringi-sho mean that they may be slow to decide, but once they do you can expect fast implementation.