In the last post, I said that the common sense works more effectively than any complicated and systematized strategy particularly for the modern Japanese organizations, that is, the organization 2.0 in Japanese style. However, the common sense that we use in a general sense is neither universal nor necessarily being shared by everyone in the organization.
What we call a common sense in general can be very local. So local that only those who are in close circle can really understand. There always are some differences in nuances and context in so called common sense that often cause miscommunication and misunderstanding even among people who share the same culture. This is due to the fact that common sense is an unspoken consensus among the people in the same cultural and social environment. Because they are unspoken and even unconsciously assumed in some cases, it is not always easy to share them in a conscious level.
So, even the common sense that we automatically assume that everyone has the same understanding of need to be defined and translated before sharing them in conscious level. The common sense in a particular community or an organization is a derivative of their fundamental values and principles actually practiced by all the members of the community or an organization, not the values and principles that many organization claim to be theirs on the surface. But again, the actual values and principles of an organization are unspoken and unconsciously assumed in most cases.
In the light of the nature of what we call a common sense, we have to bring to light the gap between the basic values and the principles actually practice and what the organization claim to be theirs. And then, you can redefine the common sense and its languages in conscious level. Once the common understanding about the common sense and its languages (principles, values and strategy of an organization) are established among the members of an organization in conscious level, the organization is primed to take on any missions to be accomplished.
I know I have said the western style strategy does not work for most of the modern Japanese organizations. But when an organization is primed for the strategy to be applied as a part of the organizational language, it is possible even for the typical Japanese organizations to produce sustainable performance. The important point here is that the strategy is an organizational language instead of a complex management initiatives and their guiding processes.
What we call a common sense in general can be very local. So local that only those who are in close circle can really understand. There always are some differences in nuances and context in so called common sense that often cause miscommunication and misunderstanding even among people who share the same culture. This is due to the fact that common sense is an unspoken consensus among the people in the same cultural and social environment. Because they are unspoken and even unconsciously assumed in some cases, it is not always easy to share them in a conscious level.
So, even the common sense that we automatically assume that everyone has the same understanding of need to be defined and translated before sharing them in conscious level. The common sense in a particular community or an organization is a derivative of their fundamental values and principles actually practiced by all the members of the community or an organization, not the values and principles that many organization claim to be theirs on the surface. But again, the actual values and principles of an organization are unspoken and unconsciously assumed in most cases.
In the light of the nature of what we call a common sense, we have to bring to light the gap between the basic values and the principles actually practice and what the organization claim to be theirs. And then, you can redefine the common sense and its languages in conscious level. Once the common understanding about the common sense and its languages (principles, values and strategy of an organization) are established among the members of an organization in conscious level, the organization is primed to take on any missions to be accomplished.
I know I have said the western style strategy does not work for most of the modern Japanese organizations. But when an organization is primed for the strategy to be applied as a part of the organizational language, it is possible even for the typical Japanese organizations to produce sustainable performance. The important point here is that the strategy is an organizational language instead of a complex management initiatives and their guiding processes.
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