Episode #76: How To Amplify The Quiet Ones

Why do many brainstorming meetings in Japan miss the best ideas?

In many teams, a small number of loud, confident people dominate the discussion. Introverts stay quiet. In 日本企業 (Japanese companies) and 外資系企業 (foreign multinational companies) in 東京 (Tokyo), this is amplified by cultural pressure toward teishisei (低姿勢: low-profile attitude) and modesty.

As a result, leaders hear many words but not always the smartest ideas. Over time, decisions come from a narrow group, and innovation slows.

Summary: When only the “noisy few” speak, your organisation loses the creativity of quieter, more thoughtful people.

Instead of starting with open discussion, start with silent idea writing:

1. Give everyone adhesive notes.

2. Ask each person to write one idea per note.

3. Encourage many ideas in a short time.

4. Collect all notes before any open talk.

This method reduces the power of extroverts, Type A personalities, and senior managers to dominate. Everyone, including introverts, contributes the same way: by writing.

Then, invite people (starting with introverts) to read or nominate their ideas. Move the ideas onto a whiteboard so everyone can see the full picture.

Summary: “Think and Write” creates a level playing field so every person, not just the loudest, contributes ideas.

Turning up and “being brilliant” on the spot is hard for many people, especially introverts who like to think deeply.

Send a clear, detailed agenda before the meeting, including:

• The business challenge

• Key background or data

• The goal of the brainstorming (what decision or outcome you want)

Extroverts can still think on the fly. Introverts get time to reflect, research, and prepare ideas they feel confident to share.

Summary: A good pre-meeting agenda gives introverts time to think, so the whole group brings richer, better-developed ideas.

When should we schedule brainstorming for maximum brain power?

Most people think more clearly in the morning, especially before lunch. In both 日本企業 (Japanese companies) and 外資系企業 (foreign multinational companies) in Japan, afternoons often bring fatigue, meetings, and email overload.

Practical tips:

• Hold major brainstorming in the morning.

• If you provide food, keep it light.

• Use multiple shorter sessions instead of one long marathon.

• Build in short breaks to let deeper thinkers reset.

Summary: Morning sessions plus regular breaks help teams think more clearly and generate better ideas.

How can small groups and facilitation give everyone a voice?

Large meetings often favour the “rowdy redwoods” — the big, loud personalities. To balance this, use small groups:

1. Divide the room into groups of 3–5 people.

2. Assign a facilitator in each group.

3. Make their clear job: get ideas from everyone, not just the confident ones.

Some people are internalisers. They analyse, sort, and refine a thought before speaking. Small groups feel safer for them and give them time to express their ideas step by step.

Summary: Small groups with strong facilitation help shy and introverted members share their thinking without being overshadowed.

Nothing shuts down an introvert faster than public criticism. If someone says, “That idea is rubbish,” the person who spoke — and other introverts watching — will pull back and stay quiet.

In the idea generation stage, set one clear rule:

No criticism. No evaluation. Only collecting ideas.

Encourage “wild” and “crazy” ideas. A “dumb” idea might be the trigger that helps someone else find a brilliant solution.

Summary: Separate idea generation from evaluation. First, collect many ideas without judgment; later, analyse and select the best.

• Use “Think and Write” to collect ideas from everyone, not just the loudest voices.

• Send clear pre-meeting agendas so introverts can think and prepare.

• Schedule brainstorming in the morning and allow breaks to keep thinking sharp.

• Use small groups and trained facilitators to draw out quieter members.

• Do not judge ideas during generation; evaluation comes later.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both 日本企業 (Japanese companies) and 外資系企業 (foreign multinational companies) with リーダーシップ研修 (leadership training), 営業研修 (sales training), プレゼンテーション研修 (presentation training), エグゼクティブ・コーチング (executive coaching), and DEI研修 (DEI training) ever since.