Three years ago, I was working with the Bangkok Office (Sales and Service) for an British/Israeli owned firm.
The focus of our work was the dysfunctional one way flow of communication from HQ to the Thai office.
HQ mandated me with “facilitating a more balanced two way flow of communication, so that initiatives can be discussed and modified”.
The people I interviewed in the Thai office about the information flow were very well educated, with MSc or PhDs in electrical and software engineering. Many of them had worked abroad, in China, Singapore or Japan.
During the course of my discussions, I learnt several reasons why the information flow was so lopsided.
- We do express our opinions. However, ever since CFO Meirav (Israeli) disagreed publicly with our manager in a conference call last year about pricing, we keep our opinions to ourselves. It’s better that way.
- It is not useful to speak up. HQ provides guidelines and we need to implement. If someone does not agree with the direction, this is natural. In such a case, it is best act professionally and keep private opinions to oneself.
- My English is perfect since my father is British and I lived in London until I was 18. So HQ tends to over value my input. To be honest, my colleagues know much more than I do. And if I speak up too much, my colleagues think I am overplaying my language card.
- When we are asked our opinion, we are never given enough time to answer. A few seconds after each question, Asia-Pac Manager Simon (British) starts pressuring us to speak up, turning to us one by one. It is very uncomfortable. If he wanted our opinion, he would wait quietly for us to speak up, like the Japanese did when I worked for them.
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