Language and culture cloud communication in a global setting. Crossing lines between high and low context communications cultures add more confusion. For example, Japan has a culture that “thrives on subtlety and consensus” (Moran, Abramson, & Moran, 2014, p. 433). While the United States has a very low context culture that is direct, maybe even belligerent. When these two communications styles clash, confusion can cause disappointment.
In the United States, when we communicate verbally, we often show that we are listening by saying things like “uh huh”, “ah”, and “yeah”. These affirmations, that help move the conversation along, are called backchannels. Backchannels not only help move the conversation along, they inform the speaker that the listener is engaged and participating in the conversation (Jackson & Fox Tree, 2014, p. 153).
When speaking with a person in Japan, in Japanese, you may hear them say hai or un, quite often, and in response to almost any verb-led interrogative (e.g. “Is it raining?” or “Are we out of milk?”) Miyata and Nisisawa (2007) note “‘Aizuchi’, the Japanese word for ‘backchannels’, is an expression found in everyday Japanese, an occurrence, which illustrates the consciousness of Japanese speakers towards this phenomenon” (p. 1256). Japan’s high-context culture makes backchanneling an especially important facet of interpersonal communication. The confusion generated by aizuchi has to do with the words and expressions used. Hai and un mean yes and yeah, respectively.
The confusion comes from the seemingly affirmative response by the listener. Global leaders communicating with Japanese colleagues or partners may be confused when they believed they received an affirmative response to a question and learn otherwise later. Miller (1991) noted that aizuchi is a sign of empathy and that both Americans and Japanese express empathy, but in different ways. Miller also noted that the frequency of expression can add confusion as well, “American verbal listening behavior is not expressed as consciously, or frequently, as it is for Japanese, Americans are therefore perceived by some Japanese as showing less empathy and rapport in conversation” (p. 101).
Imagine that in a conversation with your Japanese colleague, you are discussing a new business unit. You say something like, “I think we should get started with the plans for this project” and your colleague responds “hai” (yes). In an American context, this means you have consent. In a Japanese context, it just shows that your colleague was listening. To overcome this, ask a direct question, “When do you think we should get started with this project?” or “do you agree that we should start this project?”.
Global leaders working in Japan, or anywhere for that matter, must be aware of cultural norms and expectations. Japanese interpersonal communication customs create a unique set of challenges for American global managers. Spending more time in conversations, asking for clarity, and taking time to learn the language well would all help close this potential communications crevasse.
References
Jackson, T. & Fox Tree, J. E. (2014). Addressee backchannels steer narrative development. ScienceDirect. 70(2014) 152-164. doi: 10.1016/j.pragma.2014.06.006
Miller, L. (1991). Consequences of American and Japanese business conversations. Intercultural Communication Studies. 1(1) 95-105. Retrieved from: https://web.uri.edu/iaics/files/06-Laura-Miller.pdf
Miyata, S. & Nisisawa, H. K. (2007). The acquisition of Japanese backchanneling behavior: Observing the emergence of aizuchi in a Japanese boy. Journal of Pragmatics. 39(7) 1255-1274. doi: 10.1016/j.pragma.2007.02.012
Moran, R. T., Abramson, N. R., & Moran, S. V. (2014). Managing Cultural Differences (9th ed.). New York, NY: Routledge.