Leadership and Culture: Mary's Dilemma

Mary's Dilemma (as described by Michael Moodian, 2009) is a situation where there is an obvious intercultural breakdown between the people of Acme Company and the people of Jaca Company, representing the United States and Japan, respectively. It is important to note that:

It is clear to her (and the Acme and Jaca team members) that (a) both organizations genuinely desire success for this partnership, (b) both organizations are in agreement concerning the goals and timeline, and (c) both organizations have committed sufficient financial and human resources to make this effort successful. (Modian, 2009)

Recognizing this fact is key to know that neither group disrespects the other, desires failure for the other and understands the importance of the situation and therefore have the same desire for success. The reason this is important is because it provides evidence that this is truly an intercultural method and communication breakdown.  The obvious question following this statement is: “What is behind these breakdowns?”  The following will provide an assessment of the situation, followed by recommendations to restore confidence among both the Acme and Jaca team members as well as suggestions for actions Mary can take to specifically assess the cultural differences and their negative affects.

The Situation:
    Mary’s dilemma falls under number ten in the dimension of cultural difference which is work habits and differences (Moodian, 2009).  This is exemplified by looking at the Intercultural Development Continuum (IDC) and assessing the relationship.  In the text, Acme’s team is described as: “... quite frustrated as their carefully negotiated business goals... have been either ignored or incompetently addressed by the Jaca team” (2009) while “Mary has heard from some of the Jaca team members that the American team members don’t understand ‘how things are done’ in Japan.” (2009)  At this point, it is obvious that the two sides are disengaged and “polarized” (2009).  Moodian further describes polarization as: “a judgemental orientation grounding in a sense of ‘us’ and ‘them.’”
    Specifically, there is a timing issue.  The Acme team “... feel[s] their Jaca counterparts are dropping the ball and not trying hard enough to obtain the proper government approvals.” (2009)  We can see that both of the companies are in agreement in the time and with the goals.  If it takes a good amount of time to get things approved, Jaca should have explained that to them before they signed the contract. It seems like both sides are doing everything in their power to introduce the line of pharmaceutical products.  Jaca is well respected and is going to be doing anything in their power to keep that reputation especially with another international company. Jaca knows the ins and outs of obtaining the approvals , their approval time in Japan is not the same approval time as that in the United States.  In spite of “carefully negotiated business goals,” Acme and Jaca were apparently not united nor in adequate understanding of how to go about reaching their goals.  Along with this intercultural breakdown on timing, there also seems to be a communication breakdown.
    There are many differences in cultures and it is inevitable that there will be a misunderstanding or miscommunication because some cultures may have many unwritten rules.  Acme felt they were getting no straight answers, Jaca felt the Americans were without understanding “of how things are done” in their country (Japan). (2009)  As a result, the Acme team members are feeling ignored or that the issues are not being addressed while the Jaca team is looking at the Acme team as holding back the project and making it difficult for them.  The Acme team does not understand the Jaca team and how things are done and they are doing their best to make things happen.  It is possible that there are constant emails and calls which are not helping the situation to get any better.  Culturally, it makes sense to be doing that much follow up in the United States but in Japan business is run much differently.

Recommendation:
    Taking the initiative with the Acme team, Mary could present a seminar or teaching sessions on cultural understanding, possibly an intensive preceding any future business meetings, and with summarizations attached to each meeting thereafter (with the intention of remaining on track with cultural perceptiveness). With the initial seminar or teaching session, use of the Cultural Navigator and/or the Intercultural Development Inventory (IDI) may be a priceless investment.  A wonderful beginning point in knowing how to and how we do communicate is the use of the IDI. “This will produce a profile of their collective capability to recognize and adapt to cultural differences between the American members and their Japanese colleagues.” (2009)  When looking at the results of the IDI, there would undoubtedly be a need for the team to: “recognize the stereotypic nature of one’s perceptions and experience of the other culture and to actively identify commonalities between one’s views, needs and goals and that of the other.” (2009)  Regretfully, this is only the beginning of a long and arduous process towards being culturally grounded as polarization is on the lower end of the IDC.  Another, and very practical, topic this seminar could also explain to the Acme team how Japanese businesses work, emphasizing that even though it may be frustrating and not look efficient that they are doing their best.  It would be suggested that Mary, to the extent of her abilities, encourages and/or facilitates the Jaca team having a similar seminar with both teams inviting representatives from the other to provide input in order to direct the seminar but also be an integral part of the seminar itself.

Mary’s Part:
    Mary might help the company re-evaluate how they will reach their goals, and what is acceptable to both teams, and learn to acknowledge gain and success, after they have come to a greater understanding of each cultures’ thinking process.  She might also facilitate an employee exchange program (an Acme team member residing and working in Japan with the Jaca team and a Jaca team member residing and working in the United States).  This could help both sides be able to learn about and learn how to function with the other culture in a positive way.  Aside from these specific options, communication is going to be pivotal and Mary needs to be a faciliator for this to happen.  Though it can only happen if time is taken to understand the nuances of both cultures, Communication, verbal and perhaps even more important, non-verbal.

References

Japanese business culture corporate harmony and the salaryman's network when doing business in Japan. (n.d.). Doing business in Japan How to start doing business in Japan. Retrieved December 4, 2011, from http://www.venturejapan.com/japanese-business-culture-harmony.htm

Major Differences Between Conducting Business in Japan and America | Business Coaching in Japan. (n.d.). Coaching Sites Online. Retrieved December 4, 2011, from http://www.coachingsitesonline.com/business-coaching/major-differences-between-conducting-business-in-japan-and-america/Moodian, M. (2009). Contemporary leadership and intercultural competence. Thousand Oaks, CA: Sage Publications.

Moriizumi, S.& Takai, J. (2010). The relationship between Japanese interpersonal conflict styles and their language expressions. The journal of psychology,150(5), 520-529. Retrieved from Crown College library December 2, 2011.

Northouse, P. (2010). Leadership theory and practice, 5th ed. Thousand Oaks, CA: Sage Publications.

The Differences in American and Japanese Culture and Entertainment. (n.d.). Filthy Lucre | For The Working Affluent. Retrieved December 4, 2011, from http://www.filthylucre.com/the-differences-in-american-and-japanese-culture-and-entertainment