In the group discussions of Japanese job hunting, students sometimes meet a kurasshā, a crusher, who wrecks the discussion. A job guide for students notes that interviewers watch for cooperation and the ability to respond flexibly.
A career column on the site All About is blunter: “There are often students who try to push their own opinion through. Count on that student failing.” It adds that what the group discussion assesses is teamwork.
The researcher Nakamura Shūji sued Nichia Corporation, the company where he had worked, for a fair reward for his invention of the blue light-emitting diode. On January 30, 2004, the Tokyo District Court valued the invention at 60.43 billion yen and ordered Nichia to pay 20 billion yen, the amount he had claimed for the time being.
In January 2005, the two sides settled. Nichia agreed to pay about 843.9 million yen.
The Agency for Cultural Affairs answers a common question about speaking to people outside the company. An employee may refer to a superior simply as Tanaka, or as buchō no Tanaka, the manager, Tanaka. To say Tanaka buchō, Manager Tanaka, is inappropriate, because it does not treat the manager as a member of one’s own side. In a formal setting, the employee can also say heisha no buchō, our company’s manager.
Verbs change in the same way. Inside the company, an employee says that the president osshatte imashita, using a respectful verb for “said.” To people outside, the employee says that the president mōshite orimashita, using a humble verb.
Senpai (先輩): a person who entered the same school or workplace earlier. Also a person above oneself in age, position or experience.
Kōhai (後輩): the opposite of senpai.
Tameguchi (ため口): a younger person speaking to an older person as an equal.
Before a Diet committee session, members send their questions to the ministries. This is called shitsumon tsūkoku, question notice. Officials then write the minister’s answers. In a 2025 survey by the Cabinet Personnel Bureau, half of the questions arrived two days or more before the session. Nearly all the rest arrived by 6 p.m. the day before.
On average, officials could start writing at 6:32 p.m. and finished the answers at 1:48 a.m.
A shanshan sōkai is a shareholders’ meeting that ends in a short time, with no real discussion and no questions.
A Japanese legal journal writes that shareholders’ meetings were once called shanshan meetings, and that obtaining a valid resolution, free of defects, in a short time was considered desirable. A money magazine adds that at the time, a shanshan meeting was considered a good shareholders’ meeting.
Tatemae (建前): the principle one officially stands by. The outward view. A dictionary gives the example Ano hito wa tatemae to honne ga mattaku chigau, that person’s public stance and true feelings are completely different.
Honne (本音): one’s true thoughts or feelings, as opposed to what one says in public for the sake of harmony.
Deru kui wa utareru (出る杭は打たれる): the stake that sticks out gets hammered. A person who stands out or oversteps tends to be resented and criticized by others.
Natsume Sōseki’s novel Kusamakura (Grass Pillow) appeared in September 1906 in the magazine Shin Shōsetsu. It opens: Chi ni hatarakeba kado ga tatsu. Jō ni sao saseba nagasareru. Ikiji o tōseba kyūkutsu da. Tokaku ni hito no yo wa suminikui.
“Work by reason, and corners stick out. Pole along on feeling, and the current sweeps one away. Insist on one’s own will, and life grows cramped. In any case, the world of people is hard to live in.”
Ichiren takushō (一蓮托生): one lotus. In Buddhism, being reborn on the same lotus flower in paradise. Today, sharing actions and fate to the end, whatever the result, as in shinu mo ikiru mo zen’in ichiren takushō da, live or die, we all share one fate.
Onaji kama no meshi o kū (同じ釜の飯を食う): to eat rice from the same pot. Comrades who ate from the same pot feel close to one another. It is also used for people who worked in the same workplace.
Japanese companies have hired young people in one batch at graduation, as regular employees without fixed duties. A presentation of the Japan Institute for Labour Policy and Training describes how the companies then meet changes in their need for staff: through in-house training and flexible transfers between jobs.
In the regular personnel transfers, teiki jinji idō, employees’ duties and places of work change.