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A plan that has been beaten up on a tatakidai, until consensus is reached, has a far better chance of success in execution, particularly if the participants are remotely located, than an open ended discussion, where he who talks most and loudest tends to win through.
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Un projet débattu à partir d’un tatakidai, jusqu’à l’obtention d’un consensus, a plus de chances de réussir (surtout si les intervenants sont géographiquement dispersés). Et cela permet d’éviter les discussions ouvertes où celui qui parle le plus et le plus fort l’emporte.
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There needs to be a conscious process set up for communicating between Japanese operations and the rest of the world.
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A podcast out of Tokyo gives their own treatment to our "Why do Japanese Fall Asleep During Meetings" topic.
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Steve Jobs' management style had a lot of in commmon with Japanese.
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