Do you truly understand what it means when someone says, “We’ll think about it”?
“How do you feel about this proposal?” — “Hmm... Let me consider it.” You leave the meeting full of hope, only to hear nothing for a week, then two. What does that silence really mean?
In Japanese workplaces, ambiguity is often the answer. For professionals from cultures that value directness—like many in Taiwan—such replies may seem open or noncommittal, when in fact the decision has already been made: it’s a no. This form of indirect communication, full of unspoken cues and polite deflections, is woven into everyday business interactions in Japan. Especially in high-stakes situations like meetings, negotiations, or partnerships, these differences in communication styles can lead to serious misunderstandings.
This article explores how Japanese workplace culture and linguistic habits shape these implicit refusals—and how you can learn to recognize, interpret, and respond more effectively in cross-cultural settings.
1. Why Don’t Japanese People Say “No”?
Japanese society places a deep and enduring emphasis on harmony. Maintaining interpersonal balance and avoiding emotional discomfort are often prioritized over directness or efficiency. Even when turning something down, the Japanese tend to express refusal in the gentlest way possible. In many cases, disrupting the atmosphere is considered more damaging than missing an opportunity.
From early education through professional life, people are taught to “read the room” — a cultural norm known as sontaku, which emphasizes sensing others’ feelings and avoiding embarrassment. Saying “no” outright is rarely encouraged; instead, refusal is often implied through vague or indirect language.
The concept of “Harmony should be valued and quarrels should be avoided” (wa o motte tōtoshi to nasu) originates from Prince Shōtoku’s Seventeen-Article Constitution and continues to underpin not only Japanese social values, but also corporate culture, decision-making processes, personnel management, and external relations. Many foreign professionals working in Japan note that while direct refusals are rare, subtle cues — a shift in tone, averted eye contact, or a polite change of subject — often signal disagreement or disapproval. Over time, this delicate, indirect style of communication has evolved into a refined system of “reading between the lines” — a cultural norm that defines how Japanese people navigate sensitive conversations.
Image source：FREEPIK2. “We’ll Think About It” — Often a Gentle No
In Taiwan, when someone says, “Let me think about it,” or “We’ll discuss it internally,” it’s typically understood as a positive or at least open-ended response. In Japan, however, such phrases often serve as a polite way of saying, “This is unlikely to happen.” Japanese often rely on tentative language to preserve harmony and avoid putting pressure on the other party. Common examples include:
- 〜かもしれません (“ It might be…”)
- 〜と思います (“ I think…”)
- 〜できれば (“ If possible…”)
In business negotiations or project discussions, if you hear phrases like “We’ll think it over,” “It’s hard to say right now,” or “We’ll follow up after internal coordination,” and there’s no timeline or follow-up afterward, you may be encountering what we could call a “graceful ending.”
Below is a reference table of commonly used polite phrases — and what they might really mean.
| Japanese Phrase | Surface Meaning | Implied Message (Unspoken Subtext) |
| We will actively consider this. | A polite formality — not a genuine commitment. | |
| It may be a bit difficult right now. | A soft way of saying no. | |
| We’ll get back to you later. | Likely no follow-up will occur. | |
| We’ll discuss this internally first. | The conversation is probably over. |
In addition to these clear-cut examples, Japanese workplaces often use more subtle expressions such as: “There are a few different voices internally,” “We’re currently tied up with other projects,” or “This direction is interesting as well.” Phrases like these may sound diplomatic or open-ended, but in many cases, they are subtle cues implying: “We don’t intend to proceed with this proposal — but we’ll let you read between the lines.”
3. How Can the Same Words Mean So Much Less — or More?
Let’s look at a scene where a Taiwanese and a Japanese team are engaged in a meeting.
［The Taiwanese side presents a new proposal, hoping to initiate a collaboration.］
T: “We believe this new proposal has strong potential and would like to move forward soon. What’s your view on it?”
J: “It’s a very interesting proposal. We’ll discuss it internally.”
T: “That’s great to hear. So, shall we move ahead and work out the details?”
J: (smiling and nodding) “We’ll be in touch with you when the time comes.”
— The result? The Taiwanese team enthusiastically prepared for the next step, but the Japanese side never followed up.
＞A look at how each side interpreted the same exchange:
| Phrase | Taiwanese Team’s Interpretation | Japanese Team’s Subtext |
| “Interesting” | They’re interested and likely open to cooperate. | A polite remark with no real intent to proceed. |
| “We’ll discuss internally” | Still considering and negotiating internally. | Already deemed unfeasible, but left unsaid to avoid conflict. |
| “We’ll get back to you” | The next move will come from their side. | A soft deferral — but in reality, no intention to follow up. |
This kind of misalignment is quite common in communication between Japanese and Taiwanese teams. Neither side is wrong — they’re simply navigating with completely different “cultural maps.” If the Taiwanese side fails to recognize the subtle signals from their Japanese counterparts, they may miss critical moments when they should pause or adjust their strategy.
Many experienced sales professionals put it this way: “Don’t expect a clear yes or no from the Japanese side. They respond with a sense of temperature.” That “temperature” is communicated through tone of voice, silence, the presence or absence of follow-up, and even small details — like who suggests the next contact.
4. So, What Can We Do?
First, we need to avoid several common misunderstandings:
- Mistaking polite remarks for commitment — phrases like “Let’s stay in touch” are often misinterpreted as genuine interest.
- Ignoring tone and context — when a Japanese counterpart says, “That’s not bad,” it’s often meant as a neutral comment, not praise.
- Failing to set deadlines — saying “Reply when convenient” can open the door for indefinite, polite delays.
Another useful tactic is to gently set a timeframe without being forceful. For example: “If we don’t hear back within a week, we’ll assume this proposal is on hold for now — but please feel free to reach out if there are any updates.” This helps your Japanese counterpart make a decision without feeling pressured.
5. Understanding Silence Is a Form of Communication
We often assume that silence means a lack of sincerity. But in Japan, not giving a clear answer is often a form of kindness. Behind this are two key intentions: one, to avoid making hasty or incorrect decisions; and two, to help both parties save face and preserve the possibility of future engagement. When communicating with Japanese counterparts, listening isn’t enough — observation is just as important. Has their speaking pace slowed down? Are they repeating vague or noncommittal phrases? Do they follow up after meetings? These subtle nonverbal cues often carry more meaning than a direct “No.” This isn’t merely a matter of language ability — it’s a skill of cultural decoding.
To outsiders, this style of communication may appear inefficient. But in Japan, it’s seen as a refined, deliberate way of expressing intention. This underlying cultural kindness requires a level of emotional awareness and sensitivity to fully appreciate. Only when you can read direction in ambiguity, and interpret decisions through silence, can you truly take a mature step forward in the Japanese workplace.