In Japan, there is a tendency to avoid the single decision maker and instead involve a number of people in the process. Sometimes, this involves individuals who are outside the obvious purview of the decision, but whose input is considered valuable enough to include in the process. The result is a time-consuming process that involves many individuals. However, the process also yields a short implementation period because the process builds a consensus. Instead of managers having to convince those involved that this is the correct decision, those involved are already convinced that the decision is appropriate before the implementation comes around.

These two types of decision making processes are not closely aligned, and Western businessmen who work with Japanese companies and individuals can be frustrated by the lack of movement with regard to the decision making process. By understanding the various factors that go into Japanese decision making, including social and cultural factors as well as business considerations, Western business professionals are likely to be able to cultivate much stronger ties with their Japanese counterparts, and reali

In a vertically structured, group-oriented business system that is operated under a pattern of inferior-superior relations with no individual responsibility, individual members within the system cannot make decisions on their own on matters of any consequence. There are exceptions, but in general, decision making in Japan is a communal affair requiring unanimous approval by management.

Managers in a western company might be expected to emphasize their ostensible specific responsibilities. The sales director of the Western company might think of himself as having sole responsibility for the sales of a new product although in practice he spends his time in meetings with other directors, market research departments, accountants, production supervisors and lawyers. It would be impossible for the sales director to make important decisions without the consensus of these other individuals. His Japanese counterpart would be likely to think of himself as the head of a team of salesmen, and part of a larger team of senior managers, all working on different problems involving the new product (Clark, 1979, p. 129).

It can be therefore difficult, if not impossible, to find one person who is expected to take full responsibility for any one decisions. The notable exception to this is for serious accidents or failures. Because it is impractical to hold large groups of people collectively responsible for important mistakes or misfortunes, Japanese society has developed the system of allowing one man to assume full responsibility for the setback and make amends by resigning his position. Examples of this occur frequently in both business and politics in Japan. However, when a president or department director or section head takes personal responsibility in such cases, it is only a formality. He is not particularly dishonored and customarily collects his retirement allowance. Not to