Prior Agreement Archives - understand-culture

Decided Before the Meeting

In June 2026, the business site Diamond Online published an article by Sakata Kōki, a partner of the consulting group IGPI. Its title asked why Japanese meetings fail when they start with the conclusion. Kaigi no ba de kimaru yō de ite, jitsu wa kaigi no mae ni kimatte iru. “It looks as if things are decided in the meeting, but in fact they are decided before it.”

Sakata describes the essence of nemawashi as sharing the question in advance, so that everyone concerned can discuss on the same assumptions. He advises against trying to persuade everyone in the meeting. Before the meeting, the question should be shared and the atmosphere prepared.

No Spinach Here

Yamada Akio, founder of the company Mirai Kōgyō, said: Uchi ni wa hōrensō wa nai. We have no hōrensō. He did not mean the vegetable, he added, but the abbreviation for reporting, informing and consulting with a boss.

At his company, he said, even in product development the person in charge decides alone and finishes the product alone. He criticized today’s control-minded management, in which bosses do not trust employees, meddle in every detail and treat them like children.

Five Men at the Akasaka Prince

On April 2, 2000, Prime Minister Obuchi Keizō was taken to the hospital with a stroke. That night, five senior figures of the Liberal Democratic Party met at the Akasaka Prince Hotel in Tokyo: Aoki Mikio, Nonaka Hiromu, Murakami Masakuni, Kamei Shizuka and Mori Yoshirō. They settled on Mori as Obuchi’s successor. The cabinet resigned on April 4, and the Mori cabinet took office on April 5.

The press called the five the gonin-gumi, the group of five, and their meeting a misshitsu, closed-room, decision. Critics said that the way the successor was chosen left large questions about the government’s legitimacy.

Questions Sent Ahead

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.

Shanshan Meetings

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.

Prior Review by the Party

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.

The Vice-Ministers’ Meeting

Until 2009, the top civil servants of the ministries, the administrative vice-ministers, met on the day before each cabinet meeting, normally twice a week. They met to settle the items for the cabinet, such as bills, cabinet orders and appointments.

On September 17, 2009, the day after the Democratic Party of Japan government took office, the meeting held its last session, to confirm its own abolition. In 2012, the Abe cabinet renamed an existing liaison meeting of the ministries the Vice-Ministers’ Liaison Meeting.

Circulated Approval

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.

The Vocabulary of Consensus

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.

Report, Inform, Consult

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.