How hierarchical work culture affects psychological safety in Asian workplaces
In many Asian workplaces, the concept of "hierarchy" isn't just an organisational structure; it's a deeply ingrained cultural value. Respect for seniority, deference to authority, and a clear chain of command are often seen as essential for maintaining harmony and efficiency. However, this emphasis on hierarchy can inadvertently create a significant barrier to psychological safety at work.
Psychological safety at work refers to an environment where employees feel safe to speak up, share their ideas, and take calculated risks without fear of negative consequences.
Psychological safety has been shown to be crucial for fostering innovation, collaboration, and overall well-being at work. This concept gained significant traction and widespread recognition following Google's Project Aristotle, which demonstrated that when individuals feel psychologically safe, they are more likely to contribute their best work, admit to mistakes, and engage in constructive dialogue. Conversely, a lack of psychological safety leads to fear, silence, and a stifling of creativity, ultimately hindering team effectiveness and overall organisational success.
The relationship between hierarchy and psychological safety
Hofstede's Cultural Dimensions Theory describes high power distance as the acceptance of unequal power distribution, where deference to authority is expected and questioning superiors is often considered disrespectful.
This manifests in many Asian cultures through deeply ingrained respect for elders and seniors, where age and experience are equated with wisdom and authority, leading to a societal expectation of obedience and humility towards those higher in the social hierarchy.
This ingrained respect, coupled with the desire to maintain social harmony and avoid public embarrassment—the concept of ‘face’—results in a reluctance to challenge or critique senior colleagues at work. The fear of damaging one's own ‘face’, as well as that of a superior, reinforces a culture of silence.
Additionally, the collectivist nature of many Asian societies, which prioritises group cohesion over individual expression, further discourages dissenting opinions. Emphasis on maintaining group harmony often leads to self-censorship, where individuals prioritise the group’s well-being over expressing potentially disruptive, albeit valuable, ideas, eroding psychological safety in the process.
How does hierarchical culture show up in Asian workplaces?
The impact of hierarchical culture on psychological safety varies across different Asian contexts, but common threads emerge.
South Korea's ‘Sunbae-Hoobae’ Culture
The ‘sunbae-hoobae’ (senior-junior) relationship is deeply ingrained in South Korean society, including the workplace. It transcends seniority merely by age or job title, instead establishing a relative status where anyone entering a shared space—whether a company, school, or professional field—later than another is designated ‘hoobae’. This designation carries an expectation of visible deference to ‘sunbae’, regardless of actual age or experience in other contexts, reinforcing a hierarchical structure based on entry timing, not just seniority. Questioning the decision of a ‘sunbae’ can be seen as a grave offense, leading to potential social ostracisation of the ‘hoobae’ by colleagues. This creates a climate where ‘hoobae’ are hesitant to voice their opinions or offer alternative perspectives.
Japan's ‘Senpai-Kohai’ Culture
Similar to South Korea, Japan's ‘senpai-kohai’ system emphasises respect for seniority based on job tenure or expertise. Ideally, ‘senpai’ play a vital role in mentoring ‘kohai’, serving as experienced guides and role models, imparting valuable knowledge and fostering professional growth. However, this system's inherent power imbalance, where ‘senpai’ hold significant influence and are often perceived as infallible, creates a concerning dynamic. Expected to follow their lead without question, ‘kohai’ may feel unable to voice concerns or offer alternative perspectives, stifling innovation and limiting their contribution of unique skills and knowledge. More alarmingly, without proper checks and balances, the ‘senpai-kohai’ relationship can stray into power harassment, where the senior's authority is abused, creating a detrimental environment that undermines both individual well-being and organisational progress.
Thailand’s ‘Kreng Jai’ Culture
Thailand's ‘kreng jai’ (lit. “awe heart”) culture, while often praised for its emphasis on politeness and consideration, can also contribute to hierarchical dynamics and a lack of psychological safety. ‘Kreng jai’ encompasses both a reluctance to impose on other people and an aversion to confrontations that involve dissenting ideas, out of respect for those you are in awe of. In the workplace, this shows up through junior employees often hesitating to question, offer opinions, or point out errors in the presence of seniors. This culturally ingrained avoidance of both burdening others and appearing disagreeable reinforces hierarchical power structures, leading to withheld information and stifled communication.
Vietnam’s “Giữ thể diện” Culture
"Giữ thể diện" (lit. keeping face), a Vietnamese cultural value rooted in Confucian influences, prioritises the maintenance of social harmony and avoidance of public embarrassment, especially for those in higher positions. It discourages open criticism or dissent, as it's seen as potentially causing ‘mất thể diện’ (lit. face loss) for superiors. Junior employees are therefore reluctant to challenge authority or voice concerns, fearing they might disrupt the perceived harmony and damage their own social standing. This creates a power dynamic where information flow is restricted, and potential issues are swept under the rug to preserve appearances. Consequently, "Giữ Thể Diện" promotes a culture of submission and silence in workplaces, solidifying hierarchical structures and hindering open communication.
India’s Honourifics and Nicknaming Culture
Hierarchical structures in Indian workplaces are often reinforced through naming conventions, where superiors are addressed with formal titles like 'sir,' 'madam,' or the respectful 'ji' suffix. However, this formality contrasts sharply with the damaging practice of superiors using informal nicknames, especially those that are diminutive (e.g. ‘chotu’ meaning ‘little one’) or focus on physical characteristics (e.g. ‘mota’ meaning ‘fatty’, ‘takla’ meaning ‘baldy’). Such nicknames, rather than fostering camaraderie and lightening the mood, can create an environment of fear and mistrust and border on workplace harassment. In such situations, psychological safety in the team becomes eroded, ultimately hindering open communication and contribution from junior staff.
5 ways to promote psychological safety in hierarchical work cultures
It’s important to remember that hierarchy, in its essence, isn't inherently detrimental. It provides a necessary framework for organisational structure, clarity of roles, and efficient decision-making. When implemented with fairness and transparency, hierarchy can create a sense of order and stability, contributing to a productive and well-functioning workplace.
However, while acknowledging the value of hierarchy as a cultural norm, it’s essential to find a nuanced approach that balances hierarchy with the need for open communication and collaboration.
Lead by example
Leaders must actively demonstrate a willingness to listen to and value diverse perspectives. They should create opportunities for open dialogue and encourage employees to share their ideas, even if they differ from their own.
Promote open communication channels
Establish clear and accessible channels for employees to voice their concerns and suggestions, including anonymous feedback mechanisms.
Encourage questioning and two-way feedback
Create a culture where questioning and feedback are seen as opportunities for learning and improvement rather than signs of disrespect. Not only should leaders strive to provide regular feedback to their team members, but leaders should also actively solicit feedback from their teams and respond constructively. Acknowledge and reward employees who demonstrate courage and initiative in speaking up.
Foster a culture of learning from mistakes
Mistakes should be viewed as learning opportunities, not as grounds for punishment. Leaders should encourage employees to take calculated risks and experiment, knowing that they will not be penalised for making mistakes.
Focus on the process, not just the outcome
When reviewing projects, spend time discussing the process and lessons learned, not just the final outcome. This encourages open discussion of potential errors and improvements.
Final thoughts
It is important to understand that change will not happen overnight. Modifying deeply ingrained cultural norms requires a sustained effort and a commitment to creating a more inclusive and psychologically safe workplace. By acknowledging the challenges and implementing these strategies, organisations can create a more positive and productive work environment for all.
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