[A temporary posting describing an exercise that would work really well in a mixed (Japanese/non-Japanese) group but also worked well with traditional, American undergraduates. It demonstrates the Japanese sense of collective responsibility and collective work ethic in contrast to a more individualistic, less achievement-oriented culture. RP plans a rewrite.]
As the Management Theory group, Micah, Izumi, and I went about our Cycle 2
presentation in our own way. We created an exercise to mimic the pressure put
on some Japanese organizations. Our goal was to introduce to the class
interesting cultural differences. Izumi is a Japanese member of our
organization, so we really had an advantage. First, we presented a new artifact
to our organization, the XB flag. The XB flag is white, symbolizing the primary
importance of learning (white scarf). The “XB” in the center is in all of the
colors of all of the different departments. XB would not be spelled correctly
without each color making its mark! Next we gathered around the flag and said
the oath. The oath has been presented recently in a couple of different
languages in order to mix things up and have some fun. However, this day, the
oath was in English. Next, we started our presentation. We started with our
activity.
We told the class to count off into groups of about 5. Once the groups
were assembled, we picked out one or two members from each group who might
disturb our plan to be our insurgent deadbeats. We picked out the people
who might take complete control and give everyone their answer without allowing
group participation. Next, we told these select few, in private, to act
uninterested and unmotivated for this activity. They were to do nothing and
act as if their task wasn’t a priority. Finally, we explained the game. The
activity was each group was to come up with a number of important points from
our reading equal to the number of players in their group. We emphasized that
one point was to come from each person. Following the process of each
member contributing his or her point, each group would present their points to
the class. The catch was that the selected players were not going to be
contributing anything, which we knew, but most of the group did not. After 5
minutes of what seemed like confusion, confrontation, and a little bit of
arguing, we asked that each member’s point from each group be presented. Here
our underlying concepts would be revealed! Each group had pretty much the
same problem: they didn’t have points from one or two people. We then asked if
someone else had done the work for the deadbeats. Some said yes, but most said
no.
The conclusion of the activity was an explanation of what had just
happened. In Japanese organizations, there are deadbeats who don’t pull their
own weight. The difference is, in America we typically take the Darwin
approach: if you can’t do your work, you will fail, and if you fail you will get
fired. Only the strong survive! In Japanese groups, co-workers compensate for
the deadbeats. The stress is put on the success of the organization, not
personal success. One person finishing first is not as important as
everyone finishing together. The final portion of our presentation was spent
discussing how Japanese and American outlooks differ, why each culture
subscribes to its way, and the different factors that affect each culture’s
outlook. Overall, our presentation was a success. We presented to the class a
different culture, artificially but effectively.
Jonathan Perez
with
Izumi Murakami
and Micah Sanguedolce
XB Spring, 2005 at St. Michael's College
April, 2005
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