The Atlantic published an article questioning a trend in Japan where Prime Ministers decide to resign when their popularity wanes. In contrast to the US, where the President is expected to carry out a full term, the majority of Japanese citizens have come to expect PMs to leave office quickly when they no longer favor them.

According to Japanese cultural norms, individuals are loyal to the will and desire of the group or the whole. Members of a family make sacrifices for the well-being of the family unit, employees work hard to ensure group harmony is maintained and dissenters are quickly weeded out, as the Japanese proverb aptly puts it: “the nail that sticks out gets hammered down”. Does this strong orientation to the group inform to any degree the trend we see with Japanese leaders?

REUTERS/Kim Kyung-Hoo

The Atlantic draws a connection between Arab and Japanese cultures to try and figure out how to best explain this trend in Japan when the same values ostensibly characterize Arab cultural values:

So why is Japan different? Why do its top officials — and this trend extends across senior government posts — resign office, seemingly at the drop of a hat? The theories are endless, most of them relying on oft-repeated but simplistic stereotypes about the supposed centrality of honor, saving face, and respect in Japanese culture. But if these traits really are so important to Japanese culture, then the same could be said of Arab culture. But, clearly, Arab political leaders feel no compunction to step down, even if they become so loathed that the country rises up by the millions to demand their exit.

What do you make of this? Arab culture is not similar enough to Japanese culture to make this kind of comparison (read an article I authored in MOBILITY on the topic for more information on Middle Eastern culture). What may look like corruption in the Arab world is not necessarily seen as such by Arab leaders. Fierce authoritarianism and a prideful, paternal culture would better explain the reasons why many Arab leaders refuse to step down. An aversion to change and a low tolerance for risk are also key values that prevent a regular shift of power.

In a general sense, it’s true that Japanese highly value rank in society and recognize the responsibilities of its leaders to conform to the nation’s needs. A loss of face, or a tarnished reputation because of low popularity ratings, would be hard to overcome in Japan, especially when highly visible. What is it about Japan that compels its leaders to so easily step out of office? Are there any Japan experts out there that can provide their insights?

Sean

RW3 CultureWizard

I’m frequently asked—professionally and socially—about our definition of culture—what it is, where it comes from and how culture affects interaction with colleagues. Here is the definition that we find works best: a deep-seated set of values and beliefs shared by a society that define a sense of right and wrong, good and bad, appropriate and inappropriate behavior.

Delving into the meaning of cultural awareness, the “Golden Rule” of “do unto others what you would like to be done unto you” might best be modified to “do unto others as they would like you to do unto them.” Of course, this means you need to know a little about their cultural values and preferences. The important thing is to recognize that culture represents intrinsic beliefs and values, which impact behavior. Combined with personal style, being attuned to these factors allows us to be culturally astute and professionally successful in 2010 and beyond.

Mike Schell

RW-3.com