【Random notes】Instantaneous English Composition Training（Business Skills edition@2023/12/22）
別所隆弘さん撮影
普段、技術英文しか書いていないので、ちょっと気分転換も兼ねて、漫然と気の向くまま（漫文）に、「題目」を設定し、英作文してみました(^^)
ん～英文にした際に、イメージした日本文のニュアンスと異なるなと感じた英文の箇所については、復習も兼ねて、適宜、修正していきたいと考えています( ｀ー´)ノ
The title:What is the simple trick to make decisions faster?
It is said that the biggest shock you get when you change jobs from a Japanese company to a U.S.-based global company is the overwhelming speed of work.
When we ask people who have had similar experiences of changing jobs, most of them say, "The big difference between Japanese and U.S. companies is the speed".
When asked how much of a difference, I recall that a large percentage of respondents answered "Three times faster than Japanese firms".
Also, among the responses to that question, some said "Ten times!".
Almost all of them answered that the biggest reason for this difference is "the difference in the speed of decision making.
Considering that work is basically a repetitive process of deciding and executing, deciding quickly increases the overall speed of work.
It is foreign companies that are very thorough about when they make decisions.
A question frequently asked at U.S.-based global companies is, "By when?".
"A job without a deadline is like a hot dog without sausage."
I don't remember who said this or not, but it means that work and deadlines should always be combined.
And it is not only the deadline of the final work, but also the act of deciding that occurs in the process of the final work.
Subordinate "Then, the deadline for this mini-project is 90 days from now."
Boss: "So, please. So, What's the first thing to do?"
Subordinate "First, we need to determine the necessary members."
Boss "By when?"
Subordinate "By today."
Boss "OK, email me when you decide."
Subordinate "Yes, sir!"
It is like this.
Work is a repetitive process of deciding and executing.
The problem there is not only the deadline for completion of execution, such as ”When will it be done?".
For some of the decisions along the way, it is necessary to set deadlines for decisions such as "When will you decide?".
Otherwise, the work will be delayed with the "We can't go on because we haven't decided on 〇〇" word.
This is also because the act of deadlining a decision is often accompanied by anxiety.
Examples of those anxieties may include the following mental resistances
Fear of failure.
Lack of confidence in carrying out the decision.
Worry about repercussions for their own conclusions.
No number of words such as "it will be all right", "be confident", "drastically"can break down the mental guard that has been firmly put up by the anxious mind.
We need to become accustomed to making decisions through the experience of forcing ourselves to decide, even if it means imposing some constraints.
Force to do so is the deadline for decisions.
Just as the only way to get used to driving a car is to drive it, the only way to get used to deciding is to decide.
To get used to deciding, you have to decide.
And because you get used to it, you can decide again, in that order.
What is the biggest benefit of making decisions fast?
Setting a deadline for a decision is also for when you make the wrong decision.
Or rather, people and organizations often make mistakes in the first place.
If you stick to a decision until the very last minute and then realize your mistake, you are already out of time and cannot take any action.
However, if you decide early and take action early, you can make corrections and try again as soon as you realize your mistake.
Due to changes in the business environment, changing customer needs, technological advances, and other external factors, it is becoming increasingly difficult to know if what you have decided is the right thing to do until you try it.
That is why U.S. companies take a rational approach to reaching the right decision quickly by "deciding fast, executing fast, and correcting fast.
This is also the reason why they set deadlines as decision deadlines and make decisions quickly and vigorously.
On the other hand, in Japanese companies, the idea of "decide carefully and do what you decide" is still dominant.
This may have been fine when the pace of environmental change was slower, but times have completely changed.
If you continue to push forward with a virtue of "getting it done," despite the fact that the environment has changed from the time of planning and that your business perspective may be wrong, you will not get the results you are looking for.
Even if people begin to realize that this is a bad idea, they will fall into a state of collective irresponsibility, where no one will speak up about it because the system of responsibility is not clear.
Others claim, "No matter how many decision deadlines we set, if we don't have enough information, we may not be able to make a decision."
However, I believe that many such people justify their inability to make a decision by using a lack of information as an excuse.
In the first place, there is no such thing as enough information in business.
Executives in U.S. companies make decisions based on their own decision criteria, even when they have insufficient information, while fighting against their own anxiety.
If you keep calling out insufficient information, at first you will only be considered a "cautious person," but eventually you will be upgraded to a timid person, then to a person who cannot make a decision, and finally to an incompetent person.
In foreign companies, incompetence equals being fired.
Managers must get used to making decisions.
Compared to U.S. companies, where individuals such as department heads are given full authority, Japanese companies, which emphasize consensus building among all parties involved, have a structural problem where the final decision maker remains unclear and a great deal of time must be spent on so-called coordination.
Those of you who are in management positions for the first time may have a hard time because you have to manage your teams under such a structural problem.
However, you should have the mindset of "decide fast, do fast, and fix fast," at least to the extent that you can proceed at your own discretion.
For those in their first year of management who are not yet accustomed to making decisions, anxiety about making decisions may make them hesitant to make decisions.
However, you must avoid becoming a bottleneck and slowing down your team's work.
Even if you need to get your supervisor's approval, you must first make the decision yourself before you can start talking about it.
Therefore, with the help of the "decision deadline," in which you promise yourself that you will decide by when, you will force yourself to make a decision and become accustomed to making decisions.
As you repeat this process, you will develop your own criteria for making decisions with limited information and time.
Once you have decided on a decision deadline, it is a good idea to declare it to your members and supervisors so that they cannot escape from it.
It is also a good idea to be prepared to correct mistakes if you notice them, and once you begin to feel the effects of your decision, it will feel like a natural thing to do.
Furthermore, if you ask not only yourself but also your team members, "When are you going to decide by?" you will grow into a team that decides quickly and executes quickly.
【参考記事】
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