{"id":1013,"date":"2015-10-07T20:57:51","date_gmt":"2015-10-08T03:57:51","guid":{"rendered":"http:\/\/www.songdoibdcitytalk.com\/blog\/?p=1013"},"modified":"2015-10-07T21:04:01","modified_gmt":"2015-10-08T04:04:01","slug":"everything-korea-october-5-episode-connected-and-conditional","status":"publish","type":"post","link":"https:\/\/www.songdoibdcitytalk.com\/blog\/everything-korea-october-5-episode-connected-and-conditional\/","title":{"rendered":"Everything Korea, October 5 Episode, Connected and Conditional"},"content":{"rendered":"

In Korea Perspective, which I released at the beginning of the year, I discuss the complexity of the Korean workplace.<\/p>\n

What stands out in Korea facing work is the innerconnectiveness of their workplace. Author Richard Nisbett describes the concept well in The Geography of Thought:<\/p>\n

To the Westerner, it makes sense to speak of a person as having attributes that are independent of circumstances or particular personal relations.<\/p>\n

This self\u2014 this bounded, impermeable free agent\u2014can move from group to group and setting to setting without significant alteration.<\/p>\n

But for the Easterner (and for many other peoples to one degree or another), the person is connected, fluid, and conditional…<\/p>\n

The person participates in a set of relationships that make it possible to act and purely independent behavior is usually not possible or really even desirable.<\/p>\n

Since all action is in concert with others, or at the very least affects others, harmony in relationships becomes a chief goal of social life.<\/p>\n

In addition philosopher Donald Munro pointed out that East Asians understand themselves in \u00a0“their relation to the whole, such as the family, society\u2026\u201d I would include the workplace in Munro\u2019s paradigm.<\/p>\n

An Example<\/p>\n

The Korean workplace is a complexity of interrelations. Decisions must consider relationships and the impact to the organization. To share an example from a global project in which I was engaged, a meeting concluded following a high level presentation to division heads with the Korean leadership pleased, but deferring decisions until they \u201cinternally discussed.\u201d<\/p>\n

To the dismay of the Korean project leads in the days following the presentation assignments for portions of the project were distributed to a number of departments. In private the project’s lead team was not pleased but accepted the mandate. There was no recourse since the parceling came from leadership. \u00a0The team did not wish to create an issue despite knowing that the other teams with only domestic Korea experience were poorly equipped to handle the global assignment. Following the cultural norm, the lead team accepted the situation and sought to maintain harmony above all\u2014even knowing their project would suffer.<\/p>\n

Questions, Comments?<\/p>\n

Just go to:<\/p>\n

Connect with Don Southerton<\/a><\/strong><\/p>\n

Korea Perspective book link<\/p>\n

Link To Korea Perspective<\/a><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

In Korea Perspective, which I released at the beginning of the year, I discuss the complexity of the Korean workplace. 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