I’m reading a book called “Reframing Organizations” by Lee Bolman & Terrence Deal (Jossey-Bass, 2008) for an Organizational Behavior course I’m taking and I came across a hilarious section which refers to an encounter between two companies in the 1970s or 1980s. The first is an American company which needed ball bearings and the second is a Japanese plant that made them.
Although the book’s main point was more about the difference in company standards between both countries, I couldn’t help but map this back to miscommunication in virtual teams.
This nearly always happens. One party sends a request without being descriptive enough, and the other party acts on it without following up.
Here are a couple of lessons learned for both companies that we can all learn from:
American Company: Be explicit with your orders. Elaborating on the request by saying something like “We’d like all those ball bearings to be perfectly shaped, but we’ll be ok if you send us up to 20 defective ones” might have reduced the time to make them.
Japanese Plant: If you’re not too sure about the order, ask before you start working on it. You wasted time making an additional 20 defective ball bearings! Oh, and ease up on the perfectionism, will you?