A Question on Korean Decisions

Earlier this week I was asked for a cross-cultural insight into the "why” behind Korean expatriates intervening in what some feel is the local decisions process. More so, these decisions may be one-sided, lack collaborative and mutual engagement and have consequences. 

In turn, western teams see themselves consulted only to validate preconceived ideas or to implement directives from Korea.

 

This has to lead to in some cases local Western management seeing their input and expertise being marginalized-- more so with complex situations and long-term planning “drilling deeper” may uncover ramifications.

In my experience due to the hierarchical Korean approval model, decisions take time--lots of time :)  

That said, when Korean teams are under enough pressure they are driven to take immediate action. With no ill intent and out of expediency, it can result in little local joint discourse related to potential trade-offs and risks in projects assigned to the local subsidiary.

 

Particularly deep local concerns on this narrow and reactive workplace approach, one can draw an analogy to jigsaw puzzle building.

 

All Possible Options? 

The pieces to a puzzle have many unique sides. There may be different ways to place them into the puzzle. What is required is to look diligently at all possible options.

 

Like all challenges, one needs to explore the different possibilities to find the right solution and how the piece fits into the overall puzzle—essentially one needs a reflective mindset.

 

As a Korean colleague has pointed out, their society beginning with grade school does not promote reflective thinking and instead looks to promote a thought process that leads to more immediate results. In fact, Korean high school students spend more than 14 hours a day studying, memorizing and preparing for exams—a model that stifles creativity.

 

I also see a cross-cultural aspect with many Korean decisions the result of a team workplace’s collective thought process, and in contrast, reflective thinking stems from an individual’s core consciousness.

 

Bottom line - reflective thinking requires taking acquiring knowledge and then calling upon one's own experience, utilizing evaluative skills and admitting a personal bias.

 

The result is a broader perspective and a better view of the bigger picture.

 

Without working through a robust analysis of a problem from multiple angles and considering potential repercussions a solid evaluation can never arise.

 

All this said, my message for Korean teams is that there are immediate benefits to thinking outside the box through a reflective and conscious lens, the time invested in the analysis will lead to most effective solutions—required in times of high stress.

 

Questions? Here as always...

 

DS