Let's Call a Spade, a Spade

Can research save a company's image? There is no doubt that Toyota’s recent crisis has questioned the Japanese automaker’s reputation for building safe vehicles. It is also indisputable that Toyota has recalled approximately 9.5 million cars and trucks. However, are Toyota manufactures to blame for faulty accelerators? The evidence suggests no. According to MSNBC.com, investigators from NASA and the National Highway Traffic Safety Administration have reviewed vehicle black boxes on 58 vehicles, in which the sudden acceleration was reported. In 35 out of those 58 cases reviewed, the black boxes illustrated no brakes were applied. These black box devices track which pedals were applied and how fast the car was traveling.

Further evidence suggests that drivers in about half of those 35 cases stepped on the accelerator pedal rather hitting the brakes. Additionally, only 14 cases showed partial braking. Should Toyota be held responsible for human error? As a Toyota customer and loyalist, I say no. The company should stand by its statement: “Having conducted more than 4,000 on-site vehicle inspections, in no case have we found electronic throttle controls to be a cause of unintended acceleration.” The facts have spoken. I say, let’s call a spade a spade.

However, we cannot forget that the government has received about 3,000 complaints due to sudden acceleration and presume it could be involved in the deaths of 93 people over the last decade. Therefore, sympathy towards these people and their families must be taken into consideration. Toyota has openly admitted that improperly installed floor mats and “sticky” pedals as contributors to unintended acceleration accidents. Yet, what the American people were looking for was a sincere apology and they did receive that from CEO Akio Toyoda.

This is where our two worlds divide, both geographically and culturally. In the United States, we celebrate self-proclaimed, business people, like Bill Gates and Steve Jobs. Additionally, being open and honest in all facets of interaction is very much an American concept. Contrarily, in Japan to be a successful corporate leader one should remain virtually nonexistent to the public eye, while his organization thrives. Saving face and allowing others to maintain their dignity, even when they may be wrong, ensures that all parties feel respected. Therefore, openly admitting a mistake or forcing another to do so, brings embarrassment and dishonor in this culture.

Working internationally poses many difficulties in the business world, like this minor cultural error. After some media training, Akio Toyoda accepted responsibility and even shed a few tears in front of Congress. Although this does not make up for the loss of life, Toyota is genuinely trying to do the right thing.

Talk to you soon!!