Eastern culture, which greatly respects seniority, or in a profit-seeking organization, the need for absolute respect for superiors, can trigger ineffective task delegation. 

Often, out of respect and a desire to avoid offending superiors, organizational decisions are implemented without criticism or evaluation. This leads to a lack of control, resulting in decisions that are detrimental to the company. 

The culture of Honne ( true feelings) and Tatemae ( public attitude) possessed by Japanese society, where it is customary to show an attitude that differs from one's true feelings in order to maintain social harmony, can sometimes make a working relationship ineffective. 

In Indonesia, there is a similar culture, namely sungkan, a sense of shame or reluctance to disturb others. This causes members of an organization to tend to hold back criticism or differences of opinion (honne) in order to avoid conflict and maintain good relations (tatemae). 

This trait can be seen in excessive praise, reluctance to express disagreement directly, and a formal attitude to maintain seniority, which is similar to maintaining wa or harmony in Japan. 

Social masks to protect other people's feelings or tatemae and avoid conflict or honne create a harmonious environment, but can hinder honest communication, innovation, and effective problem solving.

Therefore, it is common for people who are unfamiliar with this culture to have the ability to read the honne behind the tatemae. For example, through tone of voice or body language, to understand the true feelings without causing conflict. 

Meanwhile, a culture of hesitation often arises from a strong hierarchical culture and authoritarian leadership. In fact, a positive culture encourages open communication, mutual respect, and autonomy so that employees feel comfortable contributing. 

Indeed, this phenomenon is not unique to companies in Asia. Open Western companies can also experience the same problem. This was experienced by Indra Nooyi, CEO of PepsiCo from 2006 to 2018. 

He is not only known for his Performance with Purpose strategy at PepsiCo, but also for his efforts to change the company's internal culture to be more critical, honest, and open to ideas, both from employees and leaders. 

He realized that innovation can only flourish if the corporate culture encourages people to speak up and respects different points of view.

At that time, PepsiCo was known as a giant in the soft drink and snack food industry. However, due to competition that caused the company's performance to decline as a result of poor solutions, Nooyi saw the need for a transformation of the company's culture in order to remain relevant in today's world.

The steps taken by Indra Nooyi in promoting a culture of critical thinking and honesty at Pepsi were to create an environment that encouraged employees to speak up. Nooyi encouraged employees not to be afraid to express their ideas or criticisms, even if they differed from their superiors' views.

He believes that the courage to express opinions is the key to innovation and better decision-making.

He introduced a practice where juniors could give feedback to seniors, including top executives. The goal was to create a two-way flow of ideas, so that bosses would not only dictate, but also learn from new perspectives.

According to him, criticism is not a form of resistance, but a way to strengthen decisions. Then a culture of Performance with Purpose was established as a space for dialogue. This vision is not only about products, but also about building a culture that dares to question the status quo.

Learning from Nooyi, it is necessary to create an environment within an organization where employees feel safe to speak up. Leaders also need to involve their subordinates in decision-making.

Make feedback routine and constructive, not an attack. Then focus on support, self-development, and a pleasant working atmosphere. Give employees the freedom to make decisions within their scope of work.

From a philosophical perspective, inner honesty, or honne, can be equated with Kantian ethics, which is a deontological ethical system developed by German philosopher Immanuel Kant.

This ethic is a Categorical Imperative, a universal moral principle that requires us to act according to principles that we would want to be universal laws for everyone, treating humans as ends in themselves, not merely as means to an end. 

Meanwhile, tatemae and shyness are closer to Confucian ethics, which emphasize harmony and hierarchy, centered on the development of individual moral character to achieve social harmony. 

As a culture that influences individual attitudes, everyone will experience freedom and attachment when they are within an organizational scope. Individuals are free to think but bound by norms, so there is tension between autonomy and community.

These two positions emphasize the importance of social harmony within organizations. However, both also pose challenges in the form of lack of transparency and communication barriers. From a philosophical perspective, modern organizations need to develop ethics that balance individual authenticity with collective wisdom, thereby creating a workplace that is both productive and humane.