ABSTRACT
Pierre returned from Japan with a lot to say. He prepared a seminar to highlight his experiences studying Japanese companies. Most from the Planning group were in attendance, including Harry Beckers, Hans DuMoulin, Ted Newland, Guy Jillings, among others. Also in attendance was a Japanese man named Eizo Kobayashi, or “Kobi” as they called him, who had been working in Shell’s economic office for Harry Beckers. As usual, Pierre’s presentation was enthralling; he spoke about the Japanese economy, the people he had met, and how different their ideas about planning were. He actually started to look like a samurai as he delivered his presentation with a practiced skill. He proceeded to expound about various cultural and historical aspects of Japan which he believed were key to their development. The audience was spellbound as usual. Towards the end of his presentation, Pierre began to draw some basic distinctions between the approaches common in Shell versus those he observed in Japan and said, “We Westerners have a linear approach to situations. We tackle them by solving a succession of problems, one after another. The Japanese, on the other hand, think of the whole complex at once.” At this point Pierre turned to Kobi and asked: “What do you think Kobi? Do you agree?” Kobi replied, “Terribly sorry, I don’t understand.” The room erupted in laughter. It was never learned if Kobi was defeated by the English language or simply disagreed with the assessment of his home culture.
