A PHYSICIAN was asked the difference between rheumatism and gout. He answered, “If you take a flat-nose plier, put a finger in-between, and turn until you can’t stand it any longer, that’s rheumatism.

If you turn once more, that’s gout.” This came to me after my recent trip to Tokyo where I participated in an international conference on Japanese management, which was sponsored by HIDA (The Overseas Human Resources and Industry Development Association)—a result of this year’s merger between the Association for Overseas Technical Scholarship and Japan Overseas Development Corp.

Of course, this doesn’t mean that I’m suffering from gout or rheumatism. I guess I’m too young to have it. But I’m using that story as an analogy between two different styles of management, that is—Filipino and Japanese. I mean—the question boils down to this: In a Japanese organization based in the Philippines, which is the appropriate, dominant style of management that can be used to best manage the Filipino workers?

The obvious answer comes from where you get your bread and butter, except that it doesn’t have to be that way. There’s no such thing as win-lose situation when it comes to culture. It’s even far from our imagination to think that the Japanese culture is more superior to the Filipino way of life or vice-versa. Over time, through deep reflection, it can be easily told that they can be synergized to get the best out of two worlds. Sure, you can.

Whatever you do, there’s always the first option of reconciling the Japanese and Filipino style of management in the Philippines. You don’t simply pluck the system out of Japan, and transplant it hook, line, and the bathroom sink to any factory or office in the country, without regard to the unique character of the Filipino.

The best approach is on self-awareness, rather than blind implementation to create a win-win situation. This is my advice to our Japanese investors in the Philippines. Otherwise, if they persist, chances are, the Filipino workers may consider themselves as the minority culture trying to adapt to the Japanese as the majority culture. If this happens, biculturalism will emerge with the minority culture forcibly adopting the characteristics of the majority.

This could happen many times and in various situations in the workplace. For example, one might find a third sex hiding his/her sexual orientation from co-workers out of fear of prejudice or discrimination. Also, one might find an Asian-American working in the United States carefully training himself not to use certain words or display unique habits at work that might be considered as subculture by native Americans.

If a Filipino worker or any nationality for that matter can’t stand the heat, he will surely leave the kitchen. There should be no doubt that an average Filipino worker wants to be at par with anyone on this planet. A Filipino wants respect and recognition for his talent and for what he can accomplish. That is why it takes the best in diversity leadership among the Japanese investors (and other foreign businesses) to meet these expectations.

R. Roosevelt Thomas Jr., in his book Beyond Race and Gender (1991), says that “sustainable, long-term natural behavioral change requires congruence with the organizational roots. If the culture does not support the desired behavioral change, the culture must be modified.

Managers who drive behavioral change on the assumption that the roots will follow are doomed to repeat the cycle. When they relax their efforts, they find the oak tree saying to the grafted peach limb, “This is still an oak tree.”

Managing diversity is like building and nurturing an organizational culture that allows all workers, regardless of their nationalities and investment origin, to work side-by-side in perfect harmony. Any people manager who is committed to managing diversity can create the most value if it wants to create a competitive advantage for the organization.

Now, here’s the lighter side. Japan, which I consider to be my second home country, continues to attract me to its urban way of life, with some major ones being in the form of the following: One, the Japanese tend to give us more space than we deserve inside a train during rush hours as soon as I start talking Tagalog with Raymond Aguilar, head of Risk Management at Globe Telecom, who also attended the same program. After some time, I found myself routinely and surreptitiously sniffing myself to ensure that it wasn’t me.

Two, Tokyo’s lunatic but ultra clean street system is the right place where you can practice whatever Nihongo words or phrases that are left inside your brain, which is more fun, anyway. Even if I know the direction, I’m always tempted to test the language barrier by asking strangers for help, who felt obligated, even if they appear in a hurry to meet their next appointment.

Three, and when you walk inside any restaurant or retail establishments, you are typically greeted by employees who are one step short of singing and dancing with ecstatic joy over the opportunity to serve you.

Well, I needed to pay attention to details as I quietly gather information about stories of major management significance such as how to eat raw cabbage dipped in silky soft mayonnaise, which is surprisingly good.

Rey Elbo is an aspiring humor writer with a fused interest on human resources and total quality management. Send feedback to This email address is being protected from spambots. You need JavaScript enabled to view it. or follow him on Facebook, LinkedIn or Twitter for his random thoughts.