Nemawashi: Decision-making and implementation – the Japanese way

Nemawashi offers a valuable approach to decision-making and implementation

Nemawashi is a Japanese term that translates to “digging around the roots” in preparation for transplanting a plant. In management it means preparing all stakeholders to accept and actively participate in decision-making and implementation. This concept embodies a collaborative approach that ensures smoother execution of decisions.

Decision-making is a complex process, particularly for senior executives who may be required to make hundreds of decisions daily, often needing more information. While various technical methods exist for decision-making, some experienced managers argue that gut feelings can play a part. However, Japanese management practices heavily favour using statistics and numerical data, generally discouraging decisions based on emotion, gut feelings, or hearsay.

My experience working with the Japanese at Dankotuwa Porcelain PLC, which was then majority-owned by a consortium of Japanese companies, was a significant learning experience. Before the Japanese involvement, we faced great difficulties in implementing decisions. There were always dissenters who claimed the decision was wrong and found excuses to “sabotage” the implementation. This lack of enthusiasm for implementation was particularly evident regarding new machinery, new buildings, and changes in manufacturing processes. In Nemawashi, a senior always consults different layers of the team, and the team collects quantitative and qualitative data and discusses the pros and cons.

When the Japanese management team got involved at Dankotuwa, they insisted on broader discussions, especially with those directly impacted by the new machine, building, or process. They aimed to reach a consensus before making a final decision. Initially, this tedious and time-consuming approach was frustrating for me. I believed in the philosophy that with its superior knowledge and skills, the management team should make decisions swiftly.

However, I had to swallow my pride when I witnessed the benefits of decisions made the Japanese way. The implementation was fast and efficient, leading to successful outcomes. This experience converted me into an ardent promoter of Nemawashi. If you wish to implement Nemawashi, please follow the guidelines below and look up many sources on the web. This short article is only to kindle your interest.

The core principles of Nemawashi

1. Involve all stakeholders:

The primary scope of Nemawashi is the involvement of all stakeholders in the decision-making process. This approach ensures that everyone affected by the decision has a say and feels valued and respected. It creates a sense of ownership and commitment.

2. Build consensus:

Japanese decision-making highly emphasises consensus. While this process can be lengthy, it ensures that all perspectives are considered, leading to a more robust and well-rounded decision. 

This consensus-building process fosters a collaborative work environment and minimises resistance during implementation. Some supplementary techniques such as “Ringi” may also be used. Change management theories are also helpful because the organisation may have to make significant changes.

3. Make data-based decisions:

The Japanese preference for relying on statistics and numerical data in decision-making must be emphasised. This approach ensures that decisions are based on objective information (both qualitative and quantitative) rather than subjective feelings. It also provides a solid foundation for justifying decisions and gaining stakeholder buy-in. I recall that the Japanese, being weak in conversation, would always bring graphs and charts to meetings and often complain that our managers only bring opinions, gut feelings and guesses and throw good language at the discussion and go round in circles.

4. Thorough preparation:

Nemawashi involves thorough preparation before a decision is discussed. This includes extensive research and discussions. By the time a decision is reached, all potential issues and challenges have been identified and addressed, leading to more effective and faster implementation.

This concept was made even clearer when we watched a film during a course I took in Japan. The decision-making process was shown in slow motion, while the implementation was played at double the speed.

Benefits of Nemawashi

An organisation which practices Nemawashi will reap the following benefits

1. Faster implementation

2. Reduced resistance

3. Enhanced collaboration

4. Better decision quality

In conclusion, Nemawashi offers a valuable approach to decision-making and implementation. By involving stakeholders, building consensus, and relying on data, organisations can make better decisions and implement them more effectively. As my experience at Dankotuwa Porcelain PLC and other institutions where I was the CEO has shown, adopting Nemawashi significantly improved decision-making and implementation. 

(The author is a Consultant in Quality and Productivity and Japanese Style Management Recipient of the “Order of the Rising Sun, Gold & Silver Rays” from the Government 

of Japan.)