2. Values and attitudes characteristic of the japanese

National characteristics. For two centuries, from 1648 to 1853, Japan was cut off from Western and other Asian trends. This isolation, together with crowded living conditions, has produced a society with carefully evolved social rituals marked by high degrees of politeness and consideration. The Japanese are highly respected of status and position. They negotiate in groups or teams and avoid criticism of partners or proposals. A Japanese will work his or her whole career at a single company. The Japanese culture is collectivist by nature, that is, group achievement and harmony comes before that of individual fulfillment. It is a high power-distance culture where workers do not seek personal decision-making power.

The Japanese have a unique culture and language. Despite increasing scientific evidence, many Japanese believe that they are genetically unique as well. (One good way to make yourself unpopular in Japan is to quote studies that indicate the Japanese are descended from immigrants from mainland Asia.)

The Japanese are extremely protective of their culture and their society. They discourage large numbers of foreigners from coming to work and live in Japan. You may be told that certain services are "for Japanese only, "especially when you travel outside areas frequented by tourists. Foreigners in Japan are often considered to be the source of crime and public disorder, Often, Japanese who spend too much time studying abroad are stigmatized for "not being Japanese enough."

One important aspect of Japanese behavior is apology. Not only do individuals apologize for missteps, but companies do as well (in the person of their highest-ranking officers). For example: both foreign and domestic companies are expected to offer apologies for wrongdoing in Japan. In October of2004 Japan's bank regulatory department, the Financial Services Agency, ordered Citigroup to close its private banking business for fraudulent transactions. Citigroup subsequently flew the company's chief executive officer to Japan to hold a press conference. During the conference, he bowed deeply and apologized for his company's failure to comply with legal and regulatory requirements in Japan. His apology was broadcast on Japanese television, and it was viewed as an important first step in repairing its reputation with regulators and customers.

The Japanese respect age and experience. Listeners are careful not to disagree with teachers or presenters. Communication in Japan is subtle and much is left unspoken, although it is perfectly understood by the Japanese. It is easy for Westerners to cause offence where none is intended, so until you are attuned to Japanese nuances always check that you have clearly understood instructions.

The Japanese think it is wrong to get emotional or lose your temper. Rather than saying 'No' outright, they will convey disagreement through silence, hesitation, or responses such as, “Yes, but ...” or “The situation is delicate” They often refuse by saying, “Thank you. We'll study that”'

Asian psychology requires that people observe the proper order of things. For example: when three Japanese hostages were released from Iraq in 2004, they had to pay for their own flights home. Instead of being welcomed back to Japan, they returned to widespread animosity because they had entered Iraq against their government's recommendation. This was a violation of protocol, and they were perceived to have put the government and the Japanese people in a bad position.

Cultural orientation. The Japanese generally close all doors to outside influences, although they are open to ideas from within their group. They are subjective and experiential in their thinking, holding fast to traditional values. Strong loyalty to their groups makes the Japanese look to the particular and specific rather than the universal and abstract. While the Japanese pride themselves on anticipating others' needs, they can also be very compartmentalized.

Locus of decision-making. Decisions are made within the group. A person's actions reflect on the group, particularly his or her family. Outsiders must be accepted into the group before they can participate in decision making. The Japanese are only moderately collective.

Sources of anxiety reduction. The Japanese have very high anxiety about life because of the need to avoid embarrassment. There are constant pressures to conform. A very strong work ethic and strong group relationships give structure and stability to life. Emotional restraints are developed in childhood, and all behaviors are situation-bound. This makes it extremely difficult for a foreigner to understand the culture.

Issues of equality/inequality. Age is revered. There is a great deal of competitiveness among equals, but also an inherent trust in people. Ethnocentrism is very strong. Male dominance is still strong in public situations. Japanese politics, like most areas of power, has been almost exclusively male for decades. Recently this has begun to change. In 2000, Fusae Ota became the first Japanese woman to win a gubernatorial election when she became governor of Osaka.