In this column, we will take a deeper look at communication, which we touched on in the previous article. As summarized last time, whether requirements are defined top-down or gathered bottom-up, an ERP system will not function properly without alignment between Japanese and Thai stakeholders.
However, in reality, it is extremely rare to see user companies where Japanese and Thai teams work together seamlessly toward the same goal. (Of course, bridging this gap is precisely the role—and the value—that IT vendors like us strive to provide.)
Here are two common examples of communication challenges we often encounter in Thai ERP projects:
Japanese managers who are suddenly assigned to Thailand may not be fluent in Thai or English. On the other hand, many Thai staff are not confident in English either, so companies often hire interpreters to bridge the gap.
However, securing highly skilled Japanese-Thai interpreters in Thailand is not easy. Moreover, many interpreters are unfamiliar with IT terminology, which often leads to vague or inaccurate understanding during ERP projects.
In one real case, a Japanese manager’s instructions were conveyed through an interpreter, but due to mistranslation, the message was delivered with the exact opposite meaning. This caused confusion and frustration among Thai staff, and discussions became chaotic. (Fortunately, one of our Thai team members noticed the issue and corrected the misunderstanding through direct communication.)
We all communicate based on implicit assumptions shaped by our upbringing and shared experiences. For example, the Japanese workplace concept of “HO-REN-SO” (report, inform, consult) is rooted in a culture where subordinates are expected to intuitively understand what their managers want reported.
Naturally, this cannot be expected in a Thai workplace. A common mistake is posting a sign that says “HO-REN-SO” and expecting Thai staff to follow it. When reports are delayed, managers scold them: “Why didn’t you report this? Do it properly next time.” When reports are too detailed, they scold again: “I don’t need to know that much—I’m busy.”
Without clear rules or explanations, Japanese managers expect the same implicit understanding as in Japan. This repeated miscommunication leads Thai staff to distance themselves, resulting in project delays because decisions are not shared in time—or worse, a system that does not reflect Japanese intentions.
The root cause is that many managers are unaware they are expecting implicit understanding. As a result, they conclude: “Thai staff just don’t get it.” Even with strong language skills or excellent interpreters, this issue is difficult to resolve in the short term.
We have focused on the challenges of communication, but this is precisely why we believe our role as a bridge is so important. In the next column, we will introduce our project management approach and how we ensure smooth collaboration.
01-03-2021
