Build consensus in your organization by applying the Nemawashi strategy and using SafetyCulture (iAuditor) to gather and analyze useful data
Published 31 Jan 2023
Nemawashi is a consensus-building strategy that involves talking to individuals who belong to a group that makes decisions or can impact decisions in an organization. It is a vital means of obtaining the buy-in of everyone involved in a decision-making process before a final decision is reached regarding a proposal or idea that requires close scrutiny or review in order to uncover potential problems or blockers.
Before we delve into the concept of Nemawashi in the business setting, let us cover some common questions.
A Japanese term that literally means to dig or to work around the roots, Nemawashi is a gardening technique where careful attention is given to the root system of a plant or a tree (imagine a bonsai tree) before it can be transplanted. The plant may suffer plant stress or even die after being transplanted if there’s not enough care and attention given to the plant, from digging around its roots to planting it in its new soil.
One of the 13 pillars of Toyota Production System (TPS), Nemawashi is a great strategy to build consensus when there are changes to be made on current processes or when there is something new to be introduced in the organization. Just imagine how a sudden change may shake things up in an already established system and it can catch some people off guard if there were no prior discussions made about the change. Nemawashi can prevent all that and can also aid in the smooth implementation of changes if the people who are going to be impacted, together with the decision-makers, are taken into consideration and included in discussions.
Lobbying has a negative connotation because, with it, decisions can be influenced by bribing or through other methods deemed unacceptable in the Nemawashi strategy. Unlike lobbying, Nemawashi comes from the mindset that seeks to build consensus through transparent communication with stakeholders and decision-makers. Nemawashi also encourages a dynamic way of discussing the merits and challenges of a potential change in the way of doing things.
Similar to other lean tools such as Kanban and Jidoka, Nemawashi is part of Toyota’s TPS which has become the basis of the lean manufacturing system.
With building consensus as the goal in mind, remember to apply something from the book “7 Habits Highly Effective People”—seek first to understand, then to be understood. Using this in the context of building consensus, try to understand first what the person you are talking to is trying to communicate. Are they receptive to changes or new ideas at the moment? Does their body language show that they are inclined to listen right now? Read the room and understand the current mood or situation, be open to feedback, and know where they are coming from so you can better communicate your proposal or the change you wish to introduce.
Also, try to be familiar with the following (based on the consensus flowchart):
Whether in a formal or informal setting, the consensus flowchart can provide a framework for how Nemawashi can be done.
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Nemawashi is often associated with laying the groundwork for gaining consensus among decision-makers. That said, Nemawashi is a methodology that can also be applied among peers of managers or supervisors, as well as with direct reports. With the consensus flowchart as a guide, someone in a supervisory or managerial position can apply the Nemawashi strategy with other groups in the organization.
Usually the most impacted among employees when changes happen in the organization, direct reports or the employees in production are essential in building a proposal or formulating new ideas for they are a rich source of data on what is actually happening in the production area. They have practical knowledge of how processes are done and are likely to have some suggestions on areas for improvement. In doing Nemawashi among direct reports, you can:
Fellow supervisors or managers can be helpful in building consensus for a proposal or new idea if they are made aware of how these proposals can be good for them and their direct reports, too. For Nemawashi among peers, you can:
At this level, it is ideal to have already analyzed the collected information from direct reports and considered the takeaways from discussions made among peers such as fellow supervisors or managers. Here is where Nemawashi is probably at its most crucial.
Doing Nemawashi means that one intends to build consensus and be able to improve the idea or proposal before it can be implemented in any business process. SafetyCulture is a powerful quality management tool that businesses can use for continuous improvement efforts and problem-solving approaches. It can help organizations make sure that pertinent information is gathered and analyzed in order to build support for proposals during Nemawashi.
Ideal for teams and team leaders, you can use the SafetyCulture platform online or offline on mobile to create and submit reports that help collect data that can be analyzed and used for the proposal. Data collected over time can then be used when discussing the proposal during Nemawashi.
Utilize a powerful tool that is tried and tested by industry leaders for gathering and analyzing data that reflects the current status of operations and business processes. SafetyCulture can help you in preparing the information you will need to arm yourself before introducing an idea or proposal to decision-making bodies during Nemawashi.
Best for teams and team leaders, SafetyCulture can help you:
Erick Brent Francisco
Erick Brent Francisco is a content writer and researcher for SafetyCulture since 2018. As a content specialist, he is interested in learning and sharing how technology can improve work processes and workplace safety. His experience in logistics, banking and financial services, and retail helps enrich the quality of information in his articles.
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