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    Ho Ren So

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    mikedohr-1
    1) Ho-ren-so is a collaborative Japanese business style that involves frequent reporting, contacting, and consulting between supervisors and subordinates at all phases of a project. 2) It requires initial generalized instructions from supervisors, followed by subordinates creating work plans and regularly checking in to receive feedback and adjustments. 3) This ensures close collaboration and shared accountability between supervisors and subordinates, though it may feel like micromanagement to some.

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    Ho Ren So

    Uploaded by

    mikedohr-1
    293 views3 pages
    1) Ho-ren-so is a collaborative Japanese business style that involves frequent reporting, contacting, and consulting between supervisors and subordinates at all phases of a project. 2) It requires initial generalized instructions from supervisors, followed by subordinates creating work plans and regularly checking in to receive feedback and adjustments. 3) This ensures close collaboration and shared accountability between supervisors and subordinates, though it may feel like micromanagement to some.

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    HoRenSo

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    1) Ho-ren-so is a collaborative Japanese business style that involves frequent reporting, contacting, and consulting between supervisors and subordinates at all phases of a project. 2) It requires initial generalized instructions from supervisors, followed by subordinates creating work plans and regularly checking in to receive feedback and adjustments. 3) This ensures close collaboration and shared accountability between supervisors and subordinates, though it may feel like micromanagement to some.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    293 views3 pages

    Ho Ren So

    Uploaded by

    mikedohr-1
    1) Ho-ren-so is a collaborative Japanese business style that involves frequent reporting, contacting, and consulting between supervisors and subordinates at all phases of a project. 2) It requires initial generalized instructions from supervisors, followed by subordinates creating work plans and regularly checking in to receive feedback and adjustments. 3) This ensures close collaboration and shared accountability between supervisors and subordinates, though it may feel like micromanagement to some.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 3

    Individual initiative or colleague collaboration?

    One is a Western
    more; the other is Eastern. But in this globalization era, the twain
    shall meet and its a savvy businesspersons job to understand
    both. One of my key duties as the head of a leading Japanese
    company in India is to ensure cultural integration among teams.
    Indian values are shaped through a curriculum of British origins;
    well-educated staff can be quite Western-oriented in practice. This
    can conflict with the collaborative Japanese way of conducting
    business, called ho-ren-so. Understanding ho-ren-so may alleviate
    conflict and improve business relationships.
    Hokoku, Renraku, Sodan = Report, Contact, Consult. These are
    the main pillars of ho-ren-so. It is essential to touch base with all
    team members at all phases of project implementation. Initial
    instruction tends to be generalized, even vague. The recipient
    creates a work-plan. He goes to his supervisor to report, touch
    base, and discuss. The supervisor assesses the authors skill set
    and adjusts the mentoring strategy accordingly.
    The leader gives feedback, with specific suggestions. This pattern
    continues until the project goal is achieved, ensuring that the
    supervisors expectations are met. There should be no surprises on
    either side.
    What results is a deep collaboration between the leader and
    mentee. They share joint accountability and joint reward.
    However, this style might not appeal to those leaning towards the
    Western style of management. Ho-Ren-So can sometimes feel like
    micromanagement.

    The constant back-and-forth can be time-consuming. But adopt an


    open mind, and you will find that Ho-Ren-So embodies wellmonitored milestones. The method creates checkpoints at every
    phase and allows the recipient to learn maximally from the
    mentor. The mentor is fully attuned to developments, yet allows
    the recipient to implement the project. This delicate balance of
    Reporting, Contacting and Consulting is the secret to Japans
    success.
    In contrast, Westerners and Indians are used to a style in
    which the supervisor gives detailed upfront direction. The
    subordinate is then left alone to complete the work. He avoids
    asking too many questions, lest he appear incompetent. This style
    is labeled positively as take the ball and run with it, or works
    well independently. Upon receiving the finished work, the
    supervisor might request one round of revisions, but no more.
    Ho-ren-so is likely unfamiliar even counter-intuitive to nonJapanese. Thus, if you want a non-Japanese subordinate to do horen-so, its important to ask for this specifically. Of course the
    term itself wont be meaningful to them, but you can say
    something like please give me frequent status reports, or
    please check in with me periodically to let me know how you are
    doing.
    In summary, Japanese businesspeople rely on teamwork while
    Westerners focus on independence. Neither is better than the
    other; it is all a matter of perspective and how each philosophy is
    implemented in a scenario. But for foreigners working with
    Japanese, it would be good to understand ho-ren-so, and even

    practice it to a certain extent if it can improve the relationships


    and standards of the project.

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