{"id":703,"date":"2012-10-13T18:09:30","date_gmt":"2012-10-14T01:09:30","guid":{"rendered":"http:\/\/www.songdoibdcitytalk.com\/blog\/?p=703"},"modified":"2012-10-13T18:09:41","modified_gmt":"2012-10-14T01:09:41","slug":"korea-facing-countermeasures","status":"publish","type":"post","link":"https:\/\/www.songdoibdcitytalk.com\/blog\/korea-facing-countermeasures\/","title":{"rendered":"Korea Facing: Countermeasures"},"content":{"rendered":"<p><strong>By Don Southerton, Editor<\/strong><\/p>\n<p>When I first began coaching at both Hyundai and then Kia Motors a few of the older highly experienced industry veterans got some satisfaction in pointing out &#8220;issues.&#8221; More so, if they had previously warned the Korean team what would happen if the company took a certain approach and it ultimately failed to meet expectations. It&#8217;s no surprise that tensions ran high.<\/p>\n<p>My strategy to improve relations was to persuade the American team that pointing out &#8220;issues&#8221; wasn&#8217;t culturally productive. It was obvious to all when mistakes and poor judgements surfaced. Moreover, Koreans often took a trial and error approach. What was needed were &#8220;counter-measures,&#8221; an English term the Korean teams were using.<\/p>\n<p>This mindset was reconfirmed a few years later while conducting a team building leadership workshop. In the discussion, one of the Korean participants pointed out that they looked for at least 3 options to solve a situation. He went on to explain that in Korea when a problem surfaced, they would prepare at least 3 or more &#8220;counter-measures&#8221; providing a solution for senior leadership to review.<\/p>\n<p>Just pointing out the problem, he said, which is common in the West was not productive&#8211;noting that his boss already knew there was a problem. They want to see options. Most often the best approach turned out to be a combination of the 3 possible solutions.<\/p>\n<p><strong>My Suggestion<\/strong><\/p>\n<p>When issues and problems surface be the one to step forward with solutions.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>By Don Southerton, Editor When I first began coaching at both Hyundai and then Kia Motors a few of the older highly experienced industry veterans got some satisfaction in pointing<\/p>\n","protected":false},"author":2764,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[3],"tags":[108,19,17,170,161,175],"class_list":["post-703","post","type-post","status-publish","format-standard","hentry","category-general","tag-bridging-culture-worldwide","tag-don-southerton","tag-hyundai-kia-motors","tag-kia-motors","tag-korea-consulting","tag-samsung"],"yoast_head":"<!-- This site is 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