Communication Style in Japan

Introduction

The importance of communication cannot be understated in any business context. As business cultures differ between countries, the communication style is also distinct. The Japanese communication style can be understood by borrowing a few concepts from Erin Meyer’s “Culture Map” concepts. Understanding the communication nuances is important to make sure there’s alignment. It is also a protective measure to ensure a good relationship. What may seem normal in the United States can be considered offensive in Japan.

Principles-First vs. Application-First

Though Meyer categorizes persuasion and communication separately, we’ll treat persuasion as a subset of overall communication. The United States and Japan are similar in that both are application-first business cultures. Application-first business cultures emphasize facts, data, statements, and opinions and use theory or complex concepts brought up if needed. The discussions in application-first business cultures are concrete and practical. On the other hand, principles-first business cultures initially evaluate the theory and complex concepts.

In Japan, many business discussions are practical with strong emphasis on topics like ROI. When it comes to implementing new tools or processes, the evaluation is based on improved efficiency and observing successful case studies.

High-Context but Context-First

Communication in Japanese business culture is high-context. High-context communication is layered and nuanced. The communication can be both direct and implied. On the other hand, the United States is a low-context business culture. The communication is direct, simple, and clear.

A great example of the difference in business cultures is the concept of “Nemawashi” during the Ringi process. The Ringi process is a democratic decision-making process. Nemawashi directly translates to “circulating the roots.” Nemawashi is a context-building exercise by laying down the groundwork before the final decision-making. The proposer will go to the stakeholders and try to persuade them before the meetings. When the stakeholders assemble for the final decision-making, they already have the full context, and their decision is usually made.

This high level of context is extremely important in business communication. The order of the context is also important. This concept is not part of Erin Meyer’s framework and is based on my experience of having exposure to both Japan and the United States.

In the United States, the communication style starts with the “Bottom line up front (BLUF).” Any supporting points, explanations, or additional context will only be stated if needed. Communication in Japan is the opposite where the communication will start with supporting points and context, building up to the main point. This high level of context before making the main point enables the listener to understand the logic of the argument being made.

Direct Negative Feedback vs. Indirect Negative Feedback

Again, Meyer separates disagreeing from communication, but we’ll be treating disagreeing as a subset of overall communication. Japan has a high-context business culture. Reading between the lines is necessary for successful communication. Japan is also a culture that avoids confrontation. When it comes to negative feedback, Japanese business culture is indirect.

This non-confrontational, indirect negative feedback can be observed when a “no” is being communicated by a Japanese company. They may not directly say “no,” but would imply that they are not interested. This implication is important to pick up.

Direct negative feedback and confrontational language could sometimes be considered offensive in Japan. Even if it’s not offensive, the Japanese counterpart may be turned off in doing business with you. It could also give the impression that you’d be hard to do business with, as you are not able to pick up the subtleties in the language. Being aware of these business cultures, not only provides smooth and effective communication practices but ensures that the language you use does not offend the Japanese counterpart.

Conclusion

Communication in Japan is unique due to the business culture. Understanding the cultural business nuances is important to ensure smooth communication. Certain communication can come across as too strong or offensive. Understanding the business culture also provides insights into how and why people communicate. The Japanese business culture also manifests itself in the best practices. If you are looking to improve your communication with Japanese counterparts, book a call here to learn more.