The nuances of saying ‘sorry’ in Asia

PICTURE this. The boardroom of the regional Asian headquarters of a major multinational in Singapore, Hong Kong, Shanghai or Tokyo. Two sets of executives are locked in fierce debate. On one side of the conversation, the local leadership and their communications team. On the other side sits global leadership, legal counsel and global corporate communications teams. They are debating a public statement about a reputational issue embroiling their firm. For stakeholders sitting outside the region, any language that hints at a direct apology may trigger handwringing and teeth grinding. For those in-market however, the often terse legalese drafted from head office has the same effect. The crux of the issue : legal culpability and liability.

Litigation or redemption?

For stakeholders in highly litigious markets such as the United States, any public expression of apology sets off sirens of alarm with concerns of class-action lawsuits and litigation challenges to follow.

For executives in Japan, for example, the stakes are equally high. They know that unless they express some form of apology, their key stakeholders in Japan – from national government to customers – may censure them for not sincerely acknowledging the disruption they have caused. They instinctively know that to conform to Japanese business culture, issuing a public apology is a key part of the process in getting past a serious issue.