In Western communication, we typically convey verbally everything we want the recipient to hear. The onus is largely on the receiver to understand and process what the sender has said. For instance:
A dissatisfied passenger asks the flight staff: "Would it be possible to sit somewhere in a window seat?" The flight staff knows immediately why the person is dissatisfied and can respond directly to the request or deny it.
However, communication in Japanese follows a distinct paradigm. Considering the lesson on Japanese values, the aim is not to appear intrusive or damage one's own or the other person's face (social standing). This results in highly reserved and thoughtful communication where little is explicitly expressed verbally, but the recipient is expected to comprehend the full depth of what is being conveyed and respond accordingly.
Now, consider the same situation with a Japanese passenger. Instead, they might ask: "Are there no more window seats on this plane?" This seemingly simple question implies that, as a flight attendant, you should actively respond and understand that this question also serves as a statement. Now, you can offer your counterpart another available window seat without them having to make a direct request. This approach preserves the face of both parties.
This exemplary situation applies similarly to any business context. If you disregard the indirect statements of your Japanese colleagues, you may later encounter complaints or rejections.
Pyramids of direct and indirect communication
Direct
communication
Indirect
communication
The graphic below provides a more detailed illustration of what has just been described. Individuals with a Western background, like us, must always focus on reading between the lines and interpreting the nuances in communication when interacting with Japanese people. Inexperienced individuals often feel a significant lack of understanding towards the Japanese, while our direct and open approach to addressing topics may come as a shock to them. This shock can quickly lead to a loss of face, which we should strive to avoid, as it can potentially damage relationships irreparably.
Although Japanese individuals learn at work that Western countries operate differently, in mutual business relationships, it's crucial to prepare well for interactions with Japanese business partners to bridge the substantial gap between the two communication styles.
Even if not explicitly addressed by the Japanese, demonstrating an understanding of their communication style is guaranteed to be perceived positively. This can ultimately be a deciding factor in whether business is conducted with your company or another. For Japanese individuals, prices and delivery times often come second when making a decision.
Differences in argumentation
An important topic in communication, especially in negotiations, is the topic of argumentation. As expected, the Western and Japanese ways of arguing differ fundamentally here too.
Western argumentation typically follows a deductive approach, where a thesis is presented and then supported with arguments. In essence, a suggestion is made, and it is subsequently justified.
For example: "I can't come over today, I'm sorry. I have to spontaneously go to the dentist later and then look after my sick grandma."
This form of communication is diametrically opposed to Japanese communication and can quickly be perceived as offensive or shocking by Japanese people. By leading with a statement, you catch your Japanese counterpart so unprepared that they may struggle to fully listen to your argument and might ultimately interpret the statement as offensive.
In Japanese communication, reasoning takes an inductive approach. You present the reasoning or individual arguments upfront and gradually lead to the thesis. The actual proposal or main point comes at the end. It is common to weave in seemingly unimportant topics along the way, possibly to subtly temper or qualify the statement.
As an example: "Production costs have exploded, as a result of which we have expanded other supply chains. Unfortunately, the new production facility only has half as many employees. But they all work very, very hard and do good work. Therefore, I unfortunately have to inform you that we have to push back the deadline by 2 weeks."
