The Power to Change "It's Useless to Talk" - A book that delves into the depths of "Japanese organizational culture" to uncover why voices from the field go unheard and why meetings go awry.
"Another meeting, huh?" "In the end, it's just the higher-ups who decide, right?" ─ Isn't such resignation becoming commonplace within organizations? This book proposes a "reconstruction of dialogue" centered on the sharing of meaning, based on social psychology, philosophy, and anthropology. In workplaces where motivation and empathy tend to be lost, now is the time for "dialogue" to become the starting point for transformation. Moving beyond superficial discussions to truly meaningful consensus formation─. 【For those facing these concerns】 ■ Even after meetings, it ultimately comes down to "the higher-ups deciding," with no reflection of on-the-ground voices. ■ I want to create a workplace where we can speak candidly, but the culture of reading the room gets in the way. ■ In our obsession with "unanimity," decision-making is delayed, and the responsibility becomes ambiguous. ■ By constantly avoiding conflict, we fail to generate constructive discussions or innovative ideas. ■ I want to respect diverse opinions within the organization, but the atmosphere does not welcome dissenting views. The emphasis on harmony, the pressure to conform, and the ambiguity of responsibility ─ these are cultural structures rooted in history and environment, and they cannot be changed by superficial meeting techniques or facilitation skills alone. This book breathes life into your organization.
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Introduction Chapter 1: Why is dialogue needed now? 1. What are the functions of culture? 2. True consensus lies in the "sublation" by the group. 3. Humanity's innate ability is "empathy," which is expressed through dialogue. 4. Conflicts and contradictions split the mind, causing feelings of powerlessness and alienation in people. 5. Dialogue is necessary in workplaces where people cannot feel a sense of purpose. 6. Organizational decision-making systems based on insurrectionism. 7. Modern meanings and challenges: Implications of Japan's "insurrectionism." 8. Cultural background: Why does "insurrectionism" persist? 9. Moving beyond insurrectionism: Future-oriented organizations and decision-making. Chapter 2: The essence of communication 1. Why return to the essence of communication now? 2. Rediscovering participatory thinking. Chapter 3: "14 traps of thought" that hinder communication 1. Traps of thought that defend the self. 2. Misunderstandings about the origins of thought. 3. Traps of group, memory, and judgment. 4. Automatic responses of behavior and knowledge. Chapter 4: Points to consider when conducting dialogue meetings 1. Introductory lecture: What is dialogue? 2. What are the rules of dialogue? 3. What are the techniques of dialogue? Conclusion References
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Our company offers the following services based on the dialogue introduced in this paper. Please feel free to consult us. (1) Planning and management services for in-house management training programs (300,000 yen/day) (2) Organizational culture reform support services (500,000 yen/month for 6 months or more)
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※We will propose the optimal schedule that aligns with the challenges in business reform.
Applications/Examples of results
If you have any of the following concerns, please take a look: Even after holding meetings, decisions are ultimately made by "the higher-ups," and the voices from the field are not reflected. I want to create a workplace where we can speak candidly, but the culture of reading the air hinders this. Due to an obsession with "unanimity," decision-making is delayed, and the responsibility becomes unclear. By constantly avoiding conflict, constructive discussions and innovative ideas do not emerge. I want to respect diverse opinions within the organization, but the atmosphere that welcomes dissenting views has not developed. I introduced Western-style organizational theories and meeting techniques, but they did not function well and became mere formalities. As a manager or leader, I am struggling with how to engage with my subordinates and lead to a consensus that feels satisfactory. I want to change the atmosphere of a workplace where employees do not feel a sense of purpose or meaning. I want to promote organizational transformation, but I don't know where to start. Number of companies: 3 listed on the Tokyo Stock Exchange Prime, 3 mid-sized companies, 12 small and medium-sized enterprises, 2 public interest foundations. Industries: Automobile parts manufacturers / Housing functional parts manufacturers / Precision machinery manufacturers / Paper companies / Confectionery manufacturers / Plastic molding parts manufacturers / Precision sheet metal processing / Precision metal parts processing / Specialty trading companies / Restaurants / Software development / Architectural design offices / Venture capital / Consulting firms.
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The founder, Yuji Kizawa, utilized his practical experience in investment banking within domestic and international capital markets to establish Kizawa & Company in 2003, with the management philosophy (Core Value) of "pioneering tomorrow's society through continuous innovation." The company focuses on research and consulting in innovation and provides general management consulting for top executives. We support our clients in successfully implementing reforms by organizing challenges related to leadership, corporate strategy, organizational culture, organizational learning, and business improvement and reform. Our past consulting themes and achievements are as follows: - Support for business model reform (14 companies), support for organizational culture reform (5 companies), support for action learning (13 companies), support for production system reform based on the Theory of Constraints (TOC) (4 companies), support for executing open innovation (3 companies), management advisory services (4 companies), training for developing next-generation leaders (5 companies), in-house management training (7 companies), support for public-private partnership business development (2 companies). Qualifications: Certified Analyst, Japan Securities Analysts Association (public interest incorporated association).