Not parent, but I have similar encounters. Japanese decision making (especially in big orgs) is consensus driven. Multiple stakeholders are consulted, various

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)