In Japan, there’s a tendency to prioritize training as a checkbox for inclusion efforts. Is it wise to invest in solutions such as verbal aikido when your organization is unaware of the genuine needs ?
For example:
- Cross-generational conflicts at work
- Attracting women to sales or managerial positions (especially in Japan)
- Dealing with old Japanese management style
These issues demand a shift in mindset and behavior, necessitating a global approach that begins with understanding people’s motivations.
How can you ensure a clear diagnosis of those before pouring resources into quick fixes ?
New to Japan, Verbal Aikido transforms workplace interactions, turning conflicts into conversations.
During our Verbal aikido workshop with the French Chamber of Commerce France Japon, here’s an overview of the difficulties shared by participants :
– Female resources hindered from fulfilling their mission due to exclusion from project meetings, isolation from valuable information and limited team interactions
– Unrewarding tasks that are passed on to women, leveraging their isolation and power imbalances (boys club)
– Meetings with hidden agendas deliberately using language barriers for exclusion
And so on…
Verbal Aikido fosters improved inclusion by enabling top management to understand real employee issues, steering clear of short-term, patchwork solutions.
What about you ? How can you prevent addressing symptoms instead of root-causes ?
During our verbal aikido workshop with the French Chamber of Commerce France Japon, here’s an overview of the difficulties shared by participants :
- Female resources hindered from fulfilling their mission due to exclusion from project meetings, isolation from valuable information and limited team interactions
- Unrewarding tasks that are passed on to women, leveraging their isolation and power imbalances (boys club)
- Meetings with hidden agendas deliberately using language barriers for exclusion