Group dynamic discussion board

Group dynamic discussion board Affiliation: Introduction The Japanese people in meetings prefer using the namawashiapproach when solving problems and sharing ideas. Generally, every approach to leadership has its related advantages and disadvantages. The only way to determine the better approach is by weighing the positive and negative outcomes. If the positives exceed the negatives, then the approach is recommendable, and vice versa.
On my opinion about namawashi approach to discussions, I think it is not an effective and fair technique at all. The reason for opposing this technique is that it does not represent the ideals of an individual to the full extent. To be specific, a person will stay back and monitor what others think of the topic, thus opt to go by their decisions due to fear of criticism from others. Similarly, this approach will most likely compromise other participants into supporting ideas and solutions that they do not support deep from their hearts. It is these individual ideas that create much impact on the company, rather than speeding the process of reaching solutions.
The recommendations that the author made in this article were all relevant to the situation. Particularly, the author was aware that the key decision-makers were the Japanese, hence making the entire recommendations favor the use of namawashi in discussions on matters concerning the company. For example, the author states, “ seek out with the Japanese counterparts through casual basis to find out their views on various subjects” (Rochelle, 2012. P 2). In the similar capacity, the author advice the Japanese to consider including the Americans in pre-meeting discussions, even the casual discussions. The only part that I disagree with the author is the failure of promoting the American style of approaching solutions. If I were in the authors shoes, I would have promoted the American approach to the debates by addressing the key decision-makers on the importance of using approaches of open discussions, hence finding a way of reaching a mutual consensus.
Reference
Rochelle, K. (2012). Achieving more Productive Meetings with Japanese and American Participants. Pdf article