Project Issues in Asia (1 of 3)

More and more projects are being delivered in Asia, with a wide spectrum of project types including infrastructure, construction, IT, finance, product development and business process. Project managers share common cultural conflicts and issues when delivering projects in Asian countries irrespective of business sectors.

Authority

Most Asians, in particular East and Southeast Asians are still receptive to dominant, dictatorial bosses, and authoritative figures. They expect their project managers to be decisive, firm, and assertive. The power distance is high compared to Western countries. European or US managers, though not considered ingroup by locals, have the advantages of being associated with the image of the successful developed world. However, one should carefully observe the indirect ways people express their discontent, and try to achieve a balance between authoritative and participative management style.

Conflict and Resolution

Conflicts are best resolved through smoothing and compromise. East Asians tend to avoid confrontation and relationship is the key to resolving conflicting situation. As Lao-tsu (600 B.C.) said, “Whatever is fluid, soft, and yielding will overcome whatever is rigid and hard.” It is advisable to adopt a soft approach to handle disagreement. Project managers should also note the following cultural traits in Asia.

Process and Methodology

The concept of shade combined with a strong sense of pragmatism has made East Asians (excluding Japanese and Korean) rather poor followers of process and procedure. They use their own judgment when asked to abide to certain processes and have a tendency to bypass processes or take shortcuts. This behavior pattern also diminishes their willingness to adhere to rules and regulations. Pragmatism is very deep-rooted in Chinese culture. A good example is Mr. Deng Xiao Ping, the chief architect of modern Chinese economic development. He made the famous comment “Regardless of white cat or black cat, the one who can catch mice is a good cat”. The legendary proverb of Ba Xian (Eight immortals) crossing a river using their own individual methods also illustrates the Chinese thinking of expedience.

Project managers in the Greater China region should pay particular attention to their team’s performance especially if following global processes or best practices is critical to the success of a project. For outside parties like vendors or sub-contractors, close monitoring and control needs to be exerted. It’s advisable to organize some training for local team members so that they fully understand the benefits of adhering to company process and methodology.

On the other hand, a project manager needs to be aware of how to get things done outside the organization. Formal process or procedures may not work even though they are official. A project manager has to work closely with the local team to understand leeway and flexibility of local procedures and rules.

Ingroup/Outgroup

As discussed above, East Asians have low trust level with people considered outside of their ingroup. Project manager, even a local, is usually considered an outgroup member because of their seniority level. A foreign project manager will definitely be considered an outgroup member by both the project team and the customer due to her nationality and ethnicity.

An outgroup person will receive far less information than an ingroup person because of lower trust. Their ideas and behaviors will be viewed with skepticism and distrust, hence making their project management task much more difficult. Conflicts can easily come up with outgoup people.

To be continued...

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