Critical thinking, argumentation, and cognitive refinement through fallacy analysis

Critical Thinking Action Project

The fact that Manager Michael Lee Ray is in trouble "yet again" for an inappropriate interaction with the Tokyo office is a reminder that ExtraVert has not addressed its most serious problem. An observer can presuppose that Ray is intellectually or morally deficient -- but on the other hand, an observer doesn't know that but it is unlikely that a global organization would place a social outcast in a position of authority. who lacks cultural intelligence. How many times is corporate management for ExtraVert going to allow this problem to exist and fester like an open wound that hasn't been cleaned or disinfected?

First of all, the proper name of the employee in Tokyo should always be used, so "Hey Itchy" is a sign of ignorance of the cultural realities in Japan. "Too much sake…" is a bigoted and insensitive phrase that shows a lack of cultural competence. The only time in which a phrase like that would be used is if colleagues are very close friends and are accustomed to bantering and light-hearted ribbing between themselves, which is not the case in this instance.

Ray doesn't just need a formal reprimand; he needs a professional development makeover. He needs to be trained in a series of deep, formal therapy sessions. He can't be expected to learn everything about the Japanese culture, but he should be trained to "…appreciate the different perspective of another culture" (The Economist); in other words, he lacks knowledge first of all, and a trainer specializing in corporate culture and communication can help him in that regard. Secondly, Ray should be helped through therapy to understand the importance of mindfulness -- the ability to "…observe and interpret the cultural cues in any given situation," and to learn from his own actions (The Economist). And thirdly, Ray clearly lacks professional behavior skills; he must have the ability to adapt to cultural situations, or be fired.

Task TWO: A company can't expect to be profitable if it faces constant culturally related crises based on a lack of training or aptitude -- which in turn contributes to a failure to comprehend the cultural values of the foreign country it operates in. Research shows that less than half of companies surveyed (47%) by Economist Intelligence Unit offer adequate training to properly shape their employees' communication skills when it comes to global expansion. Moreover, 40% of global companies polled admit they have not placed enough emphasis on "…recruiting or selecting people who are suited to cross-cultural environments" (Economist Intelligence Unit). These are facts, not subject to logic and hence there is no defense needed because factual data cannot fall into the category of fallacies unless the data is skewed somehow.

The solution for this dilemma ExtraVert is facing will be presented as three components. A handbook should be produced and its contents taught to all employees through lectures that are required. Secondly, the HR department needs an upgrade -- or maybe an overhaul -- to be certain that it recruits talented people that are suited to "cross-cultural environments" (Economist). And the third component to be considered by ExtraVert is to arrange a two or three day retreat in a comfortable, informal and accessible location in Japan.

A scholarly article in the International Journal of Commerce & Management points out that "…most management techniques are not portable and that cultural-specific training is desperately needed within the ranks of multinational organizations" (Firoz, et al., 2002). And so first of all, a handbook should be published that fully prepares an American employee as to what to expect when living in Japan. It doesn't need to be an exhaustive cultural analysis, but it should present pertinent Japanese customs, such as how to behave in Japan, and common phrases that are helpful when interacting in Japan. In addition, the handbook should clearly present what is appropriate when interacting with Japanese people in a business context.

Employees are the face of the organization, and they are the drivers that put the company in motion and create profit. But are all individuals -- whether in the technical, marketing, research, sales, or executive departments -- culturally competent to be sent overseas to work in a foreign country? The Human Relations department of ExtraVert appears (based on the hiring of people like Michael Lee Ray) to lack the savvy to recruit and hire people that are appropriate for the expansion into the Japanese market. This is not saying that because Ray was hired and put into a management position that all employees brought in by the ExtraVert HR department are incompetent or inappropriate -- that would be inductive reasoning. On the other hand, there appears to be a desperate need to upgrade and retrain the HR department.