1. “Navigating complex work environment”
Irina Filonova, PhD
Academic Development Faculty Affairs Office
November 29, 2019
2. Discussion point
• Understand OIST ECR population and what services are available for
them;
• Learn about the most frequent challenges found while working at a
Japanese institution;
• Identify strategies and tools that can help to overcome some of these
challenges;
• Gain access to the most recent trends in the time management filed
(shared resources).
10. Tell me about yourself
• Field of study
• Years in Japan
• Careers you are pursuing
11. What are the challenges you are currently
facing?
What are the root of these challenges?
12.
13. What can you tell me about visible Spanish
culture?
What about hidden part?
- Acceptable and unacceptable
- Beliefs and values
- Relationships with time
- Conflict resolution
20. What motivates people: wanting to be the best
(Masculine) or liking what you do (Feminine).
Spain
• Excessive competitiveness is not
appreciated, consensus is
important
• Managers consult with
subordinates and listen to their
opinion before making decision
Japan
• Combination with the mild
collectivism – little assertive and
competitive individual behaviors
but severe competition between
groups
• Drive for excellence and
perfection
• Workaholism
21. Long-term orientation: how every society has to
maintain some links with its own past while dealing with
the challenges of the present and future
22. Long-term orientation: how every society has to
maintain some links with its own past while dealing with
the challenges of the present and future
Spain
• Like to live in a moment, without
great concern for the future
• “Fiesta”
• Look for quick results without
delays
• Relaxed approach to life
Japan
• Do your best in your lifetime and
that is all what you can do
• Lives guided by virtues and
practical good examples
• Long-term investment and
stability
23. How can you use this information at your
workplace?
29. Conflict resolution approach
• Don’t ask direct questions
• Manipulate the context
• Making it more private
• Breaking into the in-group
• Bring a third party
• Incrementalism
• Preparing the way (nemawashi)
30. The most common areas of misunderstanding
at OIST
• Authorship
• Conference attendance
• Independent project
• Contract duration
• External funding
• Life and work balance
• Insufficient feedback
31. The most common roots of misunderstanding
• Misaligned expectations
• Unchecked assumptions
• Unclear priorities
• Mismatch in management style
32. General tips for working in a team
• Clarify expectation
• Follow up and revisit
• Communicate clear and often
• Use I-language
• Find the common ground
• Recognize good intentions
Editor's Notes
Person: feelings, perceptions, expectations, values, needs and wants
Culture: what is visible what is not? Examples: good vs bad; right or wrong, acceptable vs unacceptable; time, contfict, values, etc
Please note that culture is defined as the collective mental programming of the human mind which distinguishes one group of people from another. This programming influences patterns of thinking which are reflected in the meaning people attach to various aspects of life and which become crystallised in the institutions of a society.