What are some common pitfalls or mistakes to avoid when applying nemawashi in your lean operations?

1 Ignoring the culture

Nemawashi is rooted in the Japanese culture, where harmony, respect, and consensus are highly valued. However, not every culture or organization shares these values, and some may prefer more direct, assertive, or individualistic approaches. Therefore, before applying nemawashi, you need to understand the culture of your stakeholders, customers, and employees, and adapt your communication and engagement style accordingly. Otherwise, you may encounter resistance, confusion, or misunderstanding.

2 Skipping the preparation

Nemawashi requires a lot of preparation and planning. You need to identify the problem or opportunity, analyze the data and facts, develop a proposal or solution, and anticipate the benefits and risks. You also need to map out the key stakeholders, their interests, concerns, and influence, and design a strategy to reach out to them individually or in small groups. Skipping or rushing the preparation stage can lead to a weak or flawed proposal, a lack of credibility or trust, or missed opportunities for feedback and improvement.

3 Being too rigid or narrow

Nemawashi is not a one-way communication or a sales pitch. It is a dialogue and a collaboration. You need to be open to listening, learning, and adjusting your proposal or solution based on the input and perspectives of your stakeholders. You also need to consider the broader context and implications of your proposal or solution, and how it aligns with the vision, goals, and values of your organization and customers. Being too rigid or narrow can result in a lack of buy-in, support, or ownership, or a solution that does not meet the needs or expectations of your stakeholders.

5 Forgetting the follow-up

Nemawashi is not the end of the decision-making or change process. It is the beginning. You need to follow up on your proposal or solution, and ensure that it is approved, implemented, and evaluated effectively. You also need to monitor the progress, results, and feedback, and make adjustments or improvements as needed. You need to keep your stakeholders informed, involved, and empowered throughout the follow-up stage, and address any issues or challenges that may arise. Forgetting the follow-up can lead to a lack of accountability, quality, or sustainability, or a waste of time, resources, or effort.

6 Overdoing the nemawashi

Nemawashi is a valuable and powerful tool for lean operations, but it is not a silver bullet or a magic formula. It is not suitable or necessary for every decision or change, and it can have drawbacks or limitations. For example, it can be time-consuming, complex, or costly, or it can create confusion, conflict, or compromise. It can also stifle innovation, creativity, or diversity, or reduce agility, responsiveness, or competitiveness. Therefore, you need to use nemawashi wisely and strategically, and balance it with other methods or approaches as appropriate.

7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?