“Not my Monkeys, Not My Circus”. This Polish proverb made me smile. A handy phrase for whenever the needle on the “ridiculous meter” is hitting red and overloading. While it serves as a great smarty-pants one-liner, it actually invites some reflection on the difficulty of getting people and teams to work together. Another great zinger is the “not invented here” attitude of disinterest, when you are trying to introduce change into organisations. Japan throws up a number of challenges around getting cooperation or innovation when it is not that person’s “circus”, not their direct responsibility. The social ramifications of failing or making a mistake in Japan are such that people have become geniuses at micro-defining their roles and responsibilities.
A hoary old tradition of “tough love” Japanese bosses lambasting subordinates for errors and shortcomings, has had a salutary effect on subsequent generations, driving them deep into their Comfort Zones. Keeping a low profile (teishisei), never volunteering, favouring group responsibility over individual accountability, carefully drawing and defending boundaries around the scope of one’s job, are some of the outcomes. Here are some proven principles to improve cooperation and up the “care factor”. By the way, we know all this stuff, we just forget to do it!
“Arouse in the other person an eager want”. We become so preoccupied with what we want, we are blind to the perspective of the person whose cooperation we seek. A handy related principle is “talk in terms of the other person’s interests”. If we do that, then the understanding improves and the likelihood of getting their cooperation and ownership for a task goes up dramatically.
Aligning our mutual interests is a winner and the way to do that is to “Be a good listener. Encourage others to talk about themselves”. Whoah…check yourself – when you want cooperation are you babbling on about what you want and why it is important to you? When we really listen to others, we can find more points in common and construct a better base on which to build a joint effort.
Two principles that work well in tandem are “Try honestly to see things from the other person’s point of view” and “Let the other person feel that the idea is his or hers”. The latter idea is not about manipulating people. Rather, when we have a sense of their situation, values, aspirations, fears and concerns we are better able to find the most convincing argument to support a line of action. We can frame the context of the decision in a way that they can more easily identify with. If we give people a big enough WHY, the WHAT and the HOW flow naturally. The power of that context, that WHY, is often so strong they recognise it themselves and come to their own conclusion, which agrees with ours.
Action Steps
Use these principles:
Arouse in the other person an eager want Talk in terms of the other person’s interests Be a good listener. Encourage others to talk about themselves Try honestly to see things from the other person’s point of view Let the other person feel that the idea is his or her