Have you ever felt bypassed in a global team? Or been accused of micromanaging when you believed you were simply ensuring alignment?
I have.
On one occasion, I discovered that a team member had approached my superior directly to move a project forward — without informing me.
Another time, pricing and contractual terms were finalized with a supplier’s executive — again, without my involvement.
My immediate reaction was:
– “Why wasn’t I consulted first?”
Only later did I understand:
They were not undermining my authority.
They were operating within a different organizational logic.
The Logic of Hierarchy
As illustrated below, in many Japanese corporations, communication follows a sequential hierarchy:
– Employees report and consult with their immediate supervisors
– Skipping levels is considered inappropriate
– Cross-organizational collaboration typically begins with agreement among senior leaders
These practices are grounded in values such as:
– Organizational coherence
– Structured accountability
– Respect for seniority
Managers are expected to maintain full visibility over their team’s activities.
A lack of oversight may be interpreted as a ‘lack of managerial competence.’
This hierarchical logic reminds me of my childhood.
When I once tried to purchase an expensive toy, the shop clerk asked:
“Did your mother say okay?”
In many ways, traditional hierarchical systems function similarly — authority validates action.
Over time, this becomes internalized as “normal.”
Autonomy, Agility, and a Different Definition of “Healthy”
However, in many globally integrated environments, the underlying priorities differ.
Colleagues may prioritize:
– Speed
– Autonomy
– Direct access to decision-makers
If someone holds the authority to decide, approaching them directly is considered efficient — even professional.
In such contexts, structured reporting systems can easily be perceived as micromanagement.
The issue, therefore, is not about right or wrong.
It is about how an organization defines a “healthy system.”
Is it:
Order and visibility?
Or
Autonomy and agility?
Intercultural management begins when we question what we have long assumed to be normal.
What does “good reporting” mean in your organization? And who defines it?
