​Culture Check: The limitations of a Sino background in engineering

​Or: Why it's good to borrow your enemy's arrow

Borrowing your enemy's arrow is a metaphor that is ideal to overcome limits that might come from a Sino background

The article is the second culture check article. The first was about a western background. This one is focused on a Sino background - China and influenced countries/cultures. It might seem extreme to consider one country after considering an entire hemisphere last time. However, China is a big country with a long history – and thus justifies such attention. And, as implied above, the article could also have elements applicable to other countries that have a strong Chinese influence – either through cultural exchange or migration. It is for the reader to decide if this is applicable – either to themselves or those they work with/manage.

Perspective on Knowledge – framing and first principles
There is a cliché about Chinese not being as creative as those from other cultures. However, I can say from my own personal experience working in China that this is not the case. But there is something that can explain why people have this perspective.
It is the perspective on knowledge.

Some view knowledge as something that is external to humans – something to be acquired through exploration. Others view knowledge as something that comes from within humans – those who have something innate and special.

In China, there is a greater tendency to view knowledge as something that comes from within.

This is a result of two broad influences on Chinese culture: Buddhism and Confucianism.

The first brings with it notions of karma – this idea can mean that success is more a function of the character of the person than the laws of nature being understood and used correctly. Being a good person alone would mean that things will eventually work out. The second, often (you will see below why I use the word “often”), extols the value of obeying those in authority for the sake of social (if not cosmic) harmony – that can convey the notion that along with authority comes expertise.

The above can mean that people will be more greatly influenced by ideas that come from those viewed as experts. Therefore, an engineer with a Sino background could be less inclined to consider reframing a problem (or previously presented solution to a problem).

It can also create an environment that is dismissive of first principles. And an engineer might still choose to pursue an idea that is clearly, due to first principles, unviable; solely because someone senior said to. This was something I encountered when doing my research into how cultural background can affect engineering practice.

This tendency for Chinese to view knowledge in such a manner is sufficiently common that a solution, applicable in all disciplines, has already been developed by others.
Folklore precedence matching.

In this process, one looks for an example from Chinese history (or folklore) that is aligned with the approach desired.

Folklore precedence matching for engineering
You could choose to look for something similar to the exact approach desired. But a better approach, I think, is to showcase examples from Chinese history that showcase the approaches aligned with engineering expertise more broadly. These examples can be part of induction, education, training, or regular reminders. Use them anyway you see fit.  

Examples from Sun Tzu.
“The general who advances without coveting fame and retreats without fearing disgrace, whose only thought is to protect his country and do good service for his sovereign, is the jewel of the kingdom.”
The Art of War, Chapter 10 (Terrain)
This shows that the good of the country (company and those who work there) to do service for the sovereign (manager, owner, shareholders etc.) should be what guides actions. That means considering new ideas (framing) and adhering to the laws of nature (first principles); not simply doing as you are told to in hopes of getting approval from others (coveting fame or fearing disgrace).

“There are occasions when the commands of the sovereign need not be obeyed.”
The Art of War, Chapter 8 (Variation in Tactics)
This clearly states that the manager is not all knowing. And an engineer should be free to do as they know is best – using first principles and framing as needed (not to mention systemic thinking, which will come in more detail later).

Example from the Battle of Red Cliffs.
One of my favourite Chinese movies is John Woo’s Red Cliff. And one of my favourite parts is where Zhuge Liang is charged with acquiring 100,000 arrows.
And he needs them fast.
Everyone assumes he plans on finding some way to make them quickly – and they assume he is going to fail. However, Zhuge Liang makes no visible preparations to produce arrows and offers no explanation to his peers or superiors.
Instead, he waits for specific environmental conditions (heavy morning fog) and prepares boats covered with straw. He rows these boats toward the enemy camp, beating drums and shouting at the same time to simulate an attack. Unable to see clearly and assuming an assault, the enemy responds with volleys of arrows. The arrows embed themselves in the straw coverings. Zhuge Liang then withdraws with the needed arrows – collected from his enemy and ready to be returned.
This is an example of the value of the independent expert(s) to get the job done.

An example from Confucius.
Then there is of course Confucius. Confucius is often thought of as someone who encourages people to defer to those in authority – as mentioned above. Also, he is often implicitly viewed as an example of someone who has innate knowledge. Still, he also said:
“In serving one’s lord, one should remonstrate with him when he does wrong.”
Analects 14:22
This implicitly states that there is an objective truth (first principles) and that these should be adhered to.
The above examples provide a way one can leverage Chinese folklore precedence matching to establish a culture and environment aligned with good engineering practice. And this can change the perspective of people at any level within the engineering team. Remind them of these principles and, from that, emphasize the importance of engineers:

1. Relying on first principles to guide their decisions, and
2. framing problems differently when there is value in doing so.

An idea can come from anyone – not just those in authority.

Organisational maturity – systemic thinking
China has progressed economically at an amazing rate over the past decades. There have, along with that, been improvements in regulation, research and development, education, and business management. However, there are still significant areas of China heavily influenced by earlier practices – including those of the communist era.

One practice that is significant in the context of engineering expertise is the division of labour.

When it comes to production, there is no substitute for the division of labour. Early estimates by the economist Adam Smith noted an improvement in productivity of 206 times when using the division of labour.

And it is tempting for managers who have seen the power of the division of labour in production to then erroneously use it in engineering practice. Putting each engineer in their own Dilbert-esque desk and having them focus on one specific task in the engineering process. Because of the large number of managers in China who have come from production, there is a greater tendency for this practice to occur in China.

There are many issues with this approach regarding good engineering practice and outcomes. However, for the engineers in this situation, their ability to think systemically, given they need to focus on a single task all the time, atrophies.

This, based on the experience of a colleague working in China, can be addressed by simply steadily expanding the scope of engineering works. Something that has atrophied from neglect can be strengthened from exercise.

Thus, if you are an engineer with such a background or managing such engineers and you want an increase in systemic thinking, then all that’s needed is a steady increase in the number of systemic issues that are to be factored into any task.

Closing
In the above I have shown how a Sino cultural background, particularly as expressed in China, can influence engineering practice in subtle yet important ways. But it could be useful for Taiwan, Singapore, Malaysia – any part of the world influenced by Chinese migration – or any other culture that shares similar philosophies. By examining perspectives on knowledge, authority, and organisational structure, it shows how framing, first principles, and systemic thinking can be weakened when expertise is overly associated with hierarchy or when production practices are misapplied to engineering work. Importantly, it also demonstrates how Chinese philosophical and historical examples can be used to reinforce good engineering practice, offering practical ways for engineers and managers to align cultural context with engineering excellence.