[quartesixte]

Not parent, but I have similar encounters.

Japanese decision making (especially in big orgs) is consensus driven. Multiple stakeholders are consulted, various options considered, all opinions weighed (in theory). This process is, consequently, not very agile and the more stakeholders the more time a big decision will take. Not until everyone is happy is a final decision put down.

But part of this is because once a decision is made, Japanese companies will full-send commit to its execution. And those designated as having the power to execute will execute fully at all possible speed. Attempts to reverse or change course mid-execution are discouraged — partially because decisions on how or what to do in response will take a similar amount of time.

The result is really, really committing to making sure everyone buys into the idea because once the horse leaves the stable there is no turning back.

The drawback to this is twofold: half-baked plans that are forced to be made due to schedule pressure, or decision paralysis that results in maintaining status quos (for better or for worse)

[ekianjo]

Problem in Japan with that approach is that decision making is more often than not guts-based and driven by seniority/authority than an "open decision" like described in this article.

[quartesixte]

flashbacks to my days in Japanese corps

Yeah, and by “consensus” it usually means “tell the subordinates what the boss wants no questions allowed”