The film Shin Gojira (Shin Godzilla) opened in Japan on July 29, 2016, and earned 8.25 billion yen. It won seven Japan Academy Film Prizes, more than any other film that year.
As the monster comes ashore, the government meets to decide how to respond. The debate over whether the Self-Defense Forces may be sent out, and whether doing so would violate the constitution, goes on and on.
Suriawase (すり合わせ): rubbing together. Comparing several proposals or opinions and adjusting them to one another. A dictionary of everyday expressions adds: adjusting the differences in people’s opinions and perceptions until they share an understanding and a direction.
Jinarashi (地均し): leveling the ground. Preparing in advance so that something goes smoothly, as in iken chōsei no jinarashi o suru, leveling the ground for coordinating opinions.
Before the Japanese cabinet approves a government bill, the bill is first approved inside the governing Liberal Democratic Party. This is the jizen shinsa-sei, the prior review system.
The usual view dates it to a letter of 1962 from Akagi Munenori, chairman of the party’s General Council, to Chief Cabinet Secretary Ōhira Masayoshi. One study argues that it began in 1955, when the party was founded and approval by its Policy Research Council became a condition for a cabinet decision on a bill.
In the folklorist Miyamoto Tsuneichi’s Wasurerareta Nihonjin (The Forgotten Japanese), the chapter “In Tsushima” describes a village meeting, the yoriai. The chapter draws on his experience during a survey of the island in 1950.
“When a village decides something,” he wrote, “everyone talks for as many days as it takes, until everyone is satisfied.” The book collects the series “Toshiyoritachi,” published in the magazine Minwa from 1958 to 1960, and other essays.
Many large Japanese companies have a jōmukai, a meeting of the managing directors. Unlike the board of directors and the shareholders’ meeting, it is not required by law.
Japanese encyclopedias describe it as the place where matters that the board will formally decide are discussed in substance. There, nearly all important management decisions are made.
Jizen hōkoku (事前報告): a report to the people concerned before something happens.
Jigo hōkoku (事後報告): a report of the result after something is finished. A Japanese business magazine notes that a report after the fact is often acceptable, but that a report in advance is safer when a deal changes or needs confirmation.
The Seventeen-Article Constitution, which the Nihon Shoki dates to 604 and credits to Prince Shōtoku, ends with this rule: Sore koto wa hitori sadamu bekarazu. Kanarazu shū to agetsurau beshi. Matters should not be decided by one person alone. They must always be discussed with others.
Its first article opens with a related idea. Harmony is to be valued, and avoiding opposition is to be the principle. Other early sources date the text to 602 or 605.
A ringi-sho is a proposal drafted at the lower levels of an organization and passed in turn to the relevant departments and sections. Each manager adds a personal seal, the hanko. Approval builds up level by level, and final approval rests with the head of the organization.
The political scientist Tsuji Kiyoaki studied the system in Japanese government. He criticized it because it spreads responsibility across many seals.
Nemawashi (根回し): going around the roots. In gardening, cutting the spreading roots of a tree one or two years before it is moved, so that fine new roots grow. At work, preparing a negotiation or meeting in advance so that it goes smoothly.
Sannin yoreba Monju no chie (三人寄れば文殊の知恵): when three people gather, they have the wisdom of Monju. Ordinary people who consult together in a group of three produce excellent ideas. Monju is the bodhisattva of wisdom.
Rentai sekinin (連帯責任): joint responsibility. A whole group answers for what one of its members did.
Hōrensō means spinach. It is also made of the first syllables of three workplace words: hōkoku (report), renraku (inform) and sōdan (consult).
Around 1982, Yamazaki Tomiji, president of Yamatane Securities, started a “spinach campaign” in his company. His book on it, Hōrensō ga kaisha o tsuyoku suru (Spinach Makes a Company Strong), appeared in 1986. One account says the idea came from his father.