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For western countries, meetings are for resolving conflicts, reaching group decisions, and problem solving…In contrast, the Japanese view meetings as a place to confirm things that have already been decided, and to report and share information.

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It is hard to overestimate this aspect of Japanese culture, particularly since it differs so completely from the experience of most Westerners. For a great many generations, the Japanese have had strength in groups and in collective decision-making. Read More

Many of the Japanese expatriates at my clients’ subsidiaries in the U.S. don’t have a clear idea of what their role is. Given vague titles like “Coordinator” or “Liaison”, they aren’t sure where they fit into the local organization… Read More

The old practice of lifetime employment has started to fray at the edges…Yet, even while making greater use of flexible staffing, Japanese companies tend to maintain a “core” staff who are the ones destined to be promoted from within. Read More

In the U.S., professors typically do not have contact with companies in the recruiting process. In Japan your professor determines not only your grades but also holds the key to determining your future job prospects! Read More

In Japan, the lunch break is Noon to 1:00pm. All work stops and everyone goes to lunch at the same time…Americans work at their desks through lunch or get their food from a drive-through window, returning calls and emails while waiting in line… Read More

Using the HoRenSo system to keep in close communication with the Japanese may seem time-consuming, but it will increase their trust in your decision-making ability…by not fixing everything on your own, you actually gain more trust and authority. Read More

Being harsh towards one’s subordinates is often encouraged in Japanese culture, and a blind eye is turned toward yelling and other harsh treatment. For many Japanese, a tough boss is the only kind of boss they have ever had, so this kind of management style seems normal to them. Read More

Non-Japanese employees of Japanese firms frequently mention the penchant that many Japanese managers have for public criticism. Whereas Americans would prefer to receive negative feedback in private, Japanese seem to prefer to give it in public.

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Due to different concepts of what constitutes discrimination in the U.S. and Japan, the Japanese managers at Mitsubishi may not have been aware of the dangers of age discrimination. Although age discrimination became illegal in the United States in the 1970s, no such law exists in Japan. Read More