No. 57 What Can Be Done to Introduce Dialogue and Consensus
This is Mind Compass, aiming for Japanese-style psychological safety by integrating EQ, CQ, mindfulness, assertion, and NVC. I have been sending out useful information for those who are trying to create positive changes in people and organizations via an email newsletter, and I am now re-editing and posting it to note.
No. 57 What Can Be Done to Introduce Dialogue and Consensus
Last time, I discussed how Japanese culture and our education system might be making it difficult to introduce dialogue and consensus. However, since that alone leaves no room for hope, I would like to consider what we can do about it.
I myself have been working on introducing dialogue as a facilitator in various organizations for over 10 years. I have had successes, but I have also experienced many failures. Through this, I feel that the reasons why dialogue is difficult in Japanese organizations can be summarized into the following three points:
・The cost of expressing dissent is high
・There is strong pressure to rush to a conclusion
・Decisions are ultimately made by authority
Conversely, to introduce dialogue in Japanese organizations, we need ingenuity such as:
・Lowering risks
・Not increasing time
・Not conflicting with authority
◯ Not conflicting with authority—rather, supporting the hesitation of those in authority and creating room for discussion
Among these, the biggest factor hindering dialogue and consensus in Japanese organizations is the point that "decisions are ultimately made by the intentions of those in authority." However, there is potential here as well. Looking at Hofstede's 6-Dimensions, Japan's "Power Distance" is at a moderate level of 54. At first glance, it may look like "a reasonable hierarchy," but in reality, it is not that simple. In Japan, a strong hierarchical orientation (emphasis on hierarchy) and a strong participatory orientation (an attitude that values the voices of the field) exist simultaneously, and as a result, it appears to be at an intermediate value on average.
For example, as an aspect of hierarchical orientation, there is a culture that values seniority and titles. In the boss-subordinate relationship, the position is directly linked to the right to speak and decision-making power, and consideration is also given to the order of speaking and seating in meetings. On the other hand, as an aspect of participatory orientation, there is decision-making that emphasizes consensus. It is common to listen to everyone's opinions in meetings and spend a lot of time on "nemawashi" (laying the groundwork) and adjustments behind the scenes. There are many situations where even a boss is considered to be unable to move unless "everyone is convinced."
Given these cultural characteristics, there is actually plenty of room to introduce dialogue and consensus. Superiors also understand that people will not move with simple instructions and orders alone. Therefore, the so-called "nemawashi," which involves meeting with stakeholders before a meeting, is accepted as a natural act. There is rarely strong resistance to a facilitator talking about the agenda in advance.
As a facilitator, I confirm the following two points with the superior in this preliminary setting:
① How much freedom is there?
② What is the fundamental purpose?
In an era of rapid change and high uncertainty, it is actually not uncommon for the boss themselves not to have the "correct answer." In particular, clarifying the "fundamental purpose" in ② is a great opportunity to change top-down communication into dialogue and consensus.
For example, suppose a boss has a policy of "reducing overtime by 10 hours per month." If this is conveyed as an instruction or order as is, subordinates will feel strong resistance, thinking, "It's impossible to reduce overtime without changing the workload." However, suppose there is an intention behind this from the superior, such as "if there is a lot of overtime, the retention rate of new employees will drop" or "I want to improve it because it also affects recruitment." When this "true intention" is shared, the premise of the conversation changes.
"Reducing overtime" becomes one of the means, not the purpose,and it becomes possible to have a discussion from a broader perspective, such as "how can we get people to stay?" or "what is an attractive workplace?" As a result, diverse ideas including options other than overtime reduction are born, leading to a discussion that is convincing for both the boss and the subordinates.
One of the most important roles of a facilitator is to confirm with the owner of the meeting "why this agenda is being handled," andcarefully dig into the background and intentionsbehind it. And it is to ensure as much freedom of discussion as possible.
A facilitator's job is not just about the proceedings on the day. As the saying goes, "80% of success is in the preparation," so preparation before the meeting is extremely important.
"Stories of 'New Ways of Working' Found Outside Japan"
With gratitude for your continued support, I am making upcoming discussions and seminars available for free. If there is a theme you are interested in, please feel free to join.
■ July 7 (Tue) 12:00–13:00
Lunchtime Dialogue Session "Do you have a place outside of your company?"
～How to build 'social capital' starting in your 50s～
This is a dialogue session with Mr. Oguchi, author of "LinkedIn from Your 50s: A Practical Guide to Turning Experience into 'Assets for the Second Half of Life'."
Companies have titles and positions. However, in this era of the 100-year life, connections and places with people other than those at your company are becoming important. We will discuss the concept of "social capital," which is useful not only for after retirement but also for the active generation.
■ July 21 (Tue) 19:00–21:00
"If you broaden your perspective overseas, your life choices will increase"
This is a dialogue with Yayoi Ashikaga, author of "Overseas Migration Brings Innovation to Life and Society."
This is not an event to encourage moving abroad. By coming into contact with the values, ways of working, and ways of living of people living overseas, it may be an opportunity to rethink things you thought were "common sense in Japan."
■ July 22–30
Free Online Seminar on EQ and Active Listening
・How to think so you aren't swayed by emotions
・Emotional Intelligence (EQ)
・How to listen so that the other person wants to talk
・1-on-1 and Organizational Coaching
Based on content also handled in corporate training, I will introduce it in a way that can be used in various situations such as the workplace, home, and community activities.
Schedule
July 22 (Wed) 20:00–21:00: How to think so you aren't swayed by emotions
July 23 (Thu) 20:00–21:00: How to improve Emotional Intelligence (EQ) and make human relationships easier
July 29 (Wed) 20:00–21:00: "How to listen" so that the other person wants to talk
July 30 (Thu) 20:00–21:00: Introduction to 1-on-1 and Organizational Coaching Practice
※Participation in just one session is also welcome
I will continue to share what I have learned and thought about little by little.
Thank you for your continued support.
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