2 ms·

In cultures where direct confrontation isn't accepted, intention does not matter , you simply can't do it - if someone believes that intention is all that matte

In cultures where direct confrontation isn't accepted, intention does not matter , you simply can't do it - if someone believes that intention is all that matters, speaks their mind directly with e.g. some not-properly-veiled criticism (no matter how justified or needed), and justifies it with "I didn't aim to upset", even if they genuinely didn't aim that and everybody understands that they didn't aim to upset, they have still "been a dick" and behaved socially unacceptably. In the professional world in such cultures it can cause customers to break cont(r)acts, request that your company never ever send you to the customer, or if you speak your mind in public to (or about) the boss, firing you - it's behaving in an unacceptably insulting way that can't and won't be tolerated in the society.

neilv 3y ago
I have limited experience with this, but have started to wonder whether the harmonious interaction culture tends to be paired with extremely hierarchical "just find a way to do exactly what you were told to do, even if you know it will destroy the company" worker mindset. So that, if someone comes in and calls out nonsensical, self-destructive organizational behavior, not only are feathers ruffled up the hierarchy, but workers can get upset as well. I wonder whether calling out a problem is a double offense towards the workers: (1) disrupting the workers' beliefs that doing what they're told is how they do a good job; (2) the upsetting fact that someone is behaving disharmoniously in calling out a problem.
- PeterisP 3y ago
  There definitely is a practical organization need for a way to call out nonsense - but this article is about the widely used workaround process (namely, honest talks during after-work drinking) that does enable this valuable feedback to happen despite the "harmonious interaction culture" in the default environment.

neilv 3y ago

I have limited experience with this, but have started to wonder whether the harmonious interaction culture tends to be paired with extremely hierarchical "just find a way to do exactly what you were told to do, even if you know it will destroy the company" worker mindset. So that, if someone comes in and calls out nonsensical, self-destructive organizational behavior, not only are feathers ruffled up the hierarchy, but workers can get upset as well. I wonder whether calling out a problem is a double offense towards the workers: (1) disrupting the workers' beliefs that doing what they're told is how they do a good job; (2) the upsetting fact that someone is behaving disharmoniously in calling out a problem.

PeterisP 3y ago
There definitely is a practical organization need for a way to call out nonsense - but this article is about the widely used workaround process (namely, honest talks during after-work drinking) that does enable this valuable feedback to happen despite the "harmonious interaction culture" in the default environment.