At 12:19 9/26/02, Tim wrote:
And he could tell us about the morons that have taken
over.
-Tim
Interesting thought, but I doubt very seriously he would categorize them as
such. Nor would I. Those that operate a large corporation do not get
there by being morons. Their personal deliberation and decision-making
processes are very nearly always exceptionally sound, and they're mentally
very quick.
However, as in the U.S. they can and do make decisions based on inaccurate
and/or incomplete information resulting what looks to be moronic
behavior. I've worked with people in the Asia-Pacific region of the
corporation I work for. It's an entirely different culture which works
extensively on consensus building and "group-think" first. Even in those
situations when a manager has already made a decision, they will go through
this process to "lead" the rest to the same conclusions, although it's done
very carefully under the trappings of group discovery. This harmony is
very, very important to them and has cultural roots. There's no such thing
as a renegade or rogue in their organizations. Took me a while to become
accustomed to it. As much as it can be a strength by ensuring everyone is
on the same music and interpretation of it, it can also be a weakness that
discourages questioning the "group-think" when it begins to become evident
the organization is headed in the wrong direction, if the person in charge
cannot (or refuses) to recognize it pretty much on their own. All one can
really do is toss up some gentle hints, try to point toward or put a
spotlight on a graceful path out (so there's no loss of face) and
hope. That's been my experience with their culture, which is very
different from ours.
Thus, IMHO I don't believe Maitani would *ever* discuss something like
you're talking about, most especially with strangers. His culture simply
does not allow it.
Still . . . an interesting thought.
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