For a foreigner to live in Japan for many many years as a productive, "regular" (in terms of what he does, a salary-man or Office Lady, for that matter) member of society requires the person to be REALLY emotionally attached to Japan as a society. Just liking "Japanese culture" (as many professes BEFORE they come to Japan, based on their knowledge of Japanese pop culture-based stereotypes) is really not enough for more than few months when that "newness" of being Japan wears off.
What is required is a deep bond of friendship with the local people that act as a honest and unobstructed channel of understanding the individual Japanese persons intimately. It is about breaking the "personal barriers" the Japanese put around them against foreigners (and other Japanese as well) to "be nice" toward the others yet prevent others from acquiring too much of a position in their personal lives. All in all, it is about making unconstrained emotional communication with everyone that the said foreigner meet within this country.
Easier said than done. For most of us foreigners without local friends and social communities, the limited social environment offered by our workplaces often become the only way of attempting to form emotional relations with local Japanese people. Yet, because, after all, it is a workplace where individual and small group work tend to keep the communication limited to few people and only regarding work, getting to know anyone as beyond a colleague is difficult even we aggressively seek to meet them outside the workplace.
Sure, that is not to say that friendships cannot be made within the company walls. I do keep very good relations with some Japanese new grads in outside social activities, but it can be said that most of the "social activities" with coworkers still involve drinking where work and sense of corporate hierarchy does not disappear (and perhaps even get stronger). Two recent personal examples can surely illustrate exactly how we the new grads are not getting any closer emotionally to the Japanese after all these months.
Last Friday, coming back from a drinking party with other new grads (mostly foreign and Class of 2011), three of us were talking (in English) in the train on the way back. Suddenly, a drunk Japanese guy standing behind us told us to shut up and started picking on us for not speaking Japanese. Himself probably a salary-man just like me during the day, he wanted to pick a fight with me at the next station. Thankfully, we got out of the train in time so that he cannot find track us in the thick crowd.
And in a more job-related one, I, after writing my weekly reports to the Boss regarding how I feel at work for the past few months, were suddenly told that I should write more number-based facts and expert opinions (specifically noted that these do not include MY opinions) as the main (and pretty much only, since the reports are so short) content. The fact that messages regarding my emotions are not welcomed is, reluctantly, clearly noted (not to mention that now I have to spend more work time summarizing facts and figures when I already push some work to the weekend).
But these two examples, while being clearly point out that (1) Japanese xenophobia (only outwardly expressed when drunk) prevent them from understanding foreigners emotionally and (2) emotions have no place in a workplace (even though work and life do not have clear separation in Japan), are still not disturbing considering that the influence of alcohol and clear workplace power structure prevent clear communication, but the current measures undertaken in Rakuten to make the foreign new grads "feel at home" is even worse.
The Rakuten "Foster Care" program ask for (in other words, force against their will) all Executive Officers to invite foreign new grads to their houses and certain Japan-only events so that they can "settle down in Japan." The obvious negative connotation with the program name aside, the program actually manage to actually set into time-lined procedures on when and what the Officers should do with the new grads throughout this year. Its just absolutely hocking that even something as human as getting to know others emotionally can be, in this company, turned into a forced work-like activities featuring multiple KPIs.
Now that we the new grads know the Japanese we are attempting to bond with seek to only know us just enough to satisfy their number-related KPIs, I cannot help but close this one with with some dark humor: All things said in the world can be categorized into two things: fact-based Numbers and thought-based Opinions. And depending on what is the input and the output, four kinds of beings emerge: those who input and output Numbers are robots; those who input Numbers and output Opinions are consultants; those who input Opinions and output Numbers are i-bankers; and those who input and output Opinions are humans.
Sunday, January 30, 2011
Sunday, January 16, 2011
Fearless Proposal to the Boss: Courage more than KY
In Japanese culture, the social protocol calls for utmost attention to the right "atmosphere." Certain actions can only be considered appropriate when the "atmosphere" of the time and place allowed for them to be carried out. In Japanese lingo, it is "reading the air" (空気を読む）and for every person deemed to be lacking in such skill, the term "KY" ("cannot read the air, "Kuki Yomenai," 空気読めない) is ruthlessly (albeit sometimes jokingly) applied. The presence of these KY people is definitely a source of massive awkwardness and discomforting bluntness in any social gathering, whether work-related or otherwise.
Well, being careful to avoid KY-ness is obviously of high importance in certain work conditions. In the presence of one's superiors, or worse, external guests, doing anything KY, i.e. making overly argumentative comments against the others, aggressively doing something that should be reserved to the superiors, and so forth, as a new graduate, is bound to be highly humiliating and irritating for the superiors. (In China, such thing is called "not giving face" 面子...a concept too narrowly defined in Japan to be applied here)
And, thus, an innocent concept followed by people in all situations to avoid social taboos have somehow, like everything and every situation in Japan, become a physical manifestation of "class differences" within the work environment. By citing KY, the superiors hint that the subordinates should think twice (and many many more times) before they open their mouth and do something (really, anything) without consent in front of people with authority and power. KY, far from its original purpose to avoid social gaffs, have become the convenient excuse for preserving conservative social hierarchy and suppress dissenting opinions before they become public.
And all this in a country and company that tries to become more global (here we go again...). The premise for anyone to tolerate any sort of hierarchical structure is that those on the top of the hierarchy do have much knowledge and experience that those on the bottom can quickly learn from to improving their own chances of moving up the hierarchy. But, in a rapidly changing conceptual space where being global is suddenly valued over many other skills, the hierarchy breaks down: those on the top represent the conservative inward-looking nativists seeking to preserve the existing order against excess "foreign influences."
Dissent is the open communication to announce the approaching irrelevance of these hierarchical "elders." At its initial minority status, dissent may only be noticed, and then quickly ignored, as a few violent outbursts of anti-social behavior. But at some point, the momentum gathers enough so that more and more original defenders of the existing order become doubtful of its viability in the current form. Calls for reform, even small and insignificant ones, appear, causing alarming backlashes from the still steadfast loyalists of the existing order.
A recent incident at Rakuten may have finally brought this struggle into the open. A new grad directly emailed the CEO asking for a format change in an all-company meeting, proposing that the CEO take questions directly from the employees at the meeting. I mean, how KY could it be to ask for a forum of "common peoples'" voices in a company that actively runs a personality cult of its founder-owner-president-CEO (we have done everything to qualify for that, perhaps with the exception of hanging his picture in every room).
But the idea passed. And it passed after it was soundly berated by the head of HR dept, after being filtered by the CEO Office, and being shuffled among the thousands of emails the big Boss receives everyday. That by itself is an achievement. It does not matter whether or not the Q & A Session is effective (as many openly doubts); the simple move of sending a gutsy novel idea directly to the Boss (skipping the consenting of all the middle managers and executives) shows that, despite all that is said about strict hierarchy, the CEO's door (and mind) is still open if you are willing to overlook such perceived strictness.
If KY means the opinions of the individuals cannot be heard by those with power to implement them, then KY can only be a recipe for suppressing peaceful reforms and fomenting violent revolutions. To propose new ideas, thus, should not simply be just because the ideas are good, but because KY can be weakened and ultimately be replaced with a universal "flat" egalitarian mindset. And finally, its all about raining on the parade of the yes-men like the head of HR and the silent, passive employees, who are convinced of the existing order's infallibility and their ability to simply depend on its unchanging seniority system for future success.
Well, being careful to avoid KY-ness is obviously of high importance in certain work conditions. In the presence of one's superiors, or worse, external guests, doing anything KY, i.e. making overly argumentative comments against the others, aggressively doing something that should be reserved to the superiors, and so forth, as a new graduate, is bound to be highly humiliating and irritating for the superiors. (In China, such thing is called "not giving face" 面子...a concept too narrowly defined in Japan to be applied here)
And, thus, an innocent concept followed by people in all situations to avoid social taboos have somehow, like everything and every situation in Japan, become a physical manifestation of "class differences" within the work environment. By citing KY, the superiors hint that the subordinates should think twice (and many many more times) before they open their mouth and do something (really, anything) without consent in front of people with authority and power. KY, far from its original purpose to avoid social gaffs, have become the convenient excuse for preserving conservative social hierarchy and suppress dissenting opinions before they become public.
And all this in a country and company that tries to become more global (here we go again...). The premise for anyone to tolerate any sort of hierarchical structure is that those on the top of the hierarchy do have much knowledge and experience that those on the bottom can quickly learn from to improving their own chances of moving up the hierarchy. But, in a rapidly changing conceptual space where being global is suddenly valued over many other skills, the hierarchy breaks down: those on the top represent the conservative inward-looking nativists seeking to preserve the existing order against excess "foreign influences."
Dissent is the open communication to announce the approaching irrelevance of these hierarchical "elders." At its initial minority status, dissent may only be noticed, and then quickly ignored, as a few violent outbursts of anti-social behavior. But at some point, the momentum gathers enough so that more and more original defenders of the existing order become doubtful of its viability in the current form. Calls for reform, even small and insignificant ones, appear, causing alarming backlashes from the still steadfast loyalists of the existing order.
A recent incident at Rakuten may have finally brought this struggle into the open. A new grad directly emailed the CEO asking for a format change in an all-company meeting, proposing that the CEO take questions directly from the employees at the meeting. I mean, how KY could it be to ask for a forum of "common peoples'" voices in a company that actively runs a personality cult of its founder-owner-president-CEO (we have done everything to qualify for that, perhaps with the exception of hanging his picture in every room).
But the idea passed. And it passed after it was soundly berated by the head of HR dept, after being filtered by the CEO Office, and being shuffled among the thousands of emails the big Boss receives everyday. That by itself is an achievement. It does not matter whether or not the Q & A Session is effective (as many openly doubts); the simple move of sending a gutsy novel idea directly to the Boss (skipping the consenting of all the middle managers and executives) shows that, despite all that is said about strict hierarchy, the CEO's door (and mind) is still open if you are willing to overlook such perceived strictness.
If KY means the opinions of the individuals cannot be heard by those with power to implement them, then KY can only be a recipe for suppressing peaceful reforms and fomenting violent revolutions. To propose new ideas, thus, should not simply be just because the ideas are good, but because KY can be weakened and ultimately be replaced with a universal "flat" egalitarian mindset. And finally, its all about raining on the parade of the yes-men like the head of HR and the silent, passive employees, who are convinced of the existing order's infallibility and their ability to simply depend on its unchanging seniority system for future success.
Saturday, January 1, 2011
First Post of 2011: New Year's Resolutions and a Career Beyond Rakuten?
As a new year opens up a new page for this blog (its 7th month in existence), it is time for me to continue reflecting on the potential direction my life will take for the next twelve months and look ahead to what may (and may not) happen in the next 365 days. The continued doubts about the correctness of where I am going with life aside, the calm (or put it in a better way, boring) few days of this 5-day break has really given me the time to rethink the possibilities and limitations facing me right now, without excess ideals or pessimism.
To be honest, one year really is a long time. Given my love of traveling, come to think of it, I have not had a year since junior year of high school (5 years ago) that I actually stayed in one country for an entire year. The mental and structural freedom I get from these travels, especially foreign ones, often act as the energy and fuel for me to continue productive work with decent level of motivation. And with utter fear I have to say that fr 2011, I might have to plan my life based on the assumption that such an "energy and fuel" may not come at any time.
But do not doubt that I have not tried my best to reverse that grim possibility...already (one day into the year). In fact, I have been spending a sizable portion of the 5-day break on looking at the possibilities of my switching to another country by means of a job or grad school. Yes, I do understand that leaving a job just after three months is much more detrimental than it will ever be of any help, but considering that my opportunities out there, especially when pertaining to grad school, require a long lead time (up to a year) for their completions, starting a little search now may not be a bad idea.
And searched I have. I am primarily moving in two directions at the moment. First, a general lookup for grad schools that in which I might become more interested and qualified over time. Right now, the leading candidates are Oxford and Cambridge in England, largely because I would like to go to a leading university, UK (where I have never been), and where the principle language of instruction is English (thus exclude schools in Japan, HK, etc...not that I really wanted to go to those even though they are cheaper in terms of tuition).
With regard to what I will study, the direction has largely shifted from MBA or economics-related fields to a more political and international relations-related one. To be honest, if my three months at Rakuten has taught anything, it is that manipulating data for analysis may require strong skills and a clear mind, but in terms of seeing and understanding different parts of the world, it is definitely not the most suitable employment out there. Data analysis (as well as entire concept of business research) is just too same everywhere to help a person become multicultural.
So that international relations focus on my potential future studies is highly related to my second option, a direct switching of employment from Rakuten. To satisfy my craving for understanding the world, I need to get to as many places as possible, including many not safe and stable enough for business. The most convenient way to do so would be to become part of a governmental or intergovernmental organization with extensive global operations and maintenance of physical branch offices.
Candidates include the familiar ones like the UN, the Dept of State Foreign Services, the CIA, among others. Many such choices are now available to me because of my switching to US citizenship before I left for China for summer. But at the same time, I do realize that these organization do require security clearance of a very high level, something I will have hard time obtaining since all my family members still retain Chinese citizenship. Like all things, I do not know what can happen if I do not actually apply.
OK, finally, based on all that, here is my simple New Year's Resolution. That is, to do everything I was told to do with complete diligence, dedication, motivation, and efficiency. The time to move on from Rakuten is not yet ready (at least in 2011), but the prospect of my always looking for something greater and higher than a life of salary-manhood at Rakuten is that very factor which will push me to keep up my spirit amidst lack of freedom and personal travels.
To be honest, one year really is a long time. Given my love of traveling, come to think of it, I have not had a year since junior year of high school (5 years ago) that I actually stayed in one country for an entire year. The mental and structural freedom I get from these travels, especially foreign ones, often act as the energy and fuel for me to continue productive work with decent level of motivation. And with utter fear I have to say that fr 2011, I might have to plan my life based on the assumption that such an "energy and fuel" may not come at any time.
But do not doubt that I have not tried my best to reverse that grim possibility...already (one day into the year). In fact, I have been spending a sizable portion of the 5-day break on looking at the possibilities of my switching to another country by means of a job or grad school. Yes, I do understand that leaving a job just after three months is much more detrimental than it will ever be of any help, but considering that my opportunities out there, especially when pertaining to grad school, require a long lead time (up to a year) for their completions, starting a little search now may not be a bad idea.
And searched I have. I am primarily moving in two directions at the moment. First, a general lookup for grad schools that in which I might become more interested and qualified over time. Right now, the leading candidates are Oxford and Cambridge in England, largely because I would like to go to a leading university, UK (where I have never been), and where the principle language of instruction is English (thus exclude schools in Japan, HK, etc...not that I really wanted to go to those even though they are cheaper in terms of tuition).
With regard to what I will study, the direction has largely shifted from MBA or economics-related fields to a more political and international relations-related one. To be honest, if my three months at Rakuten has taught anything, it is that manipulating data for analysis may require strong skills and a clear mind, but in terms of seeing and understanding different parts of the world, it is definitely not the most suitable employment out there. Data analysis (as well as entire concept of business research) is just too same everywhere to help a person become multicultural.
So that international relations focus on my potential future studies is highly related to my second option, a direct switching of employment from Rakuten. To satisfy my craving for understanding the world, I need to get to as many places as possible, including many not safe and stable enough for business. The most convenient way to do so would be to become part of a governmental or intergovernmental organization with extensive global operations and maintenance of physical branch offices.
Candidates include the familiar ones like the UN, the Dept of State Foreign Services, the CIA, among others. Many such choices are now available to me because of my switching to US citizenship before I left for China for summer. But at the same time, I do realize that these organization do require security clearance of a very high level, something I will have hard time obtaining since all my family members still retain Chinese citizenship. Like all things, I do not know what can happen if I do not actually apply.
OK, finally, based on all that, here is my simple New Year's Resolution. That is, to do everything I was told to do with complete diligence, dedication, motivation, and efficiency. The time to move on from Rakuten is not yet ready (at least in 2011), but the prospect of my always looking for something greater and higher than a life of salary-manhood at Rakuten is that very factor which will push me to keep up my spirit amidst lack of freedom and personal travels.
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