This article was translated from Japanese by Claude Code.
I Read “The Bad Mood Workplace”
I happened to find it at a used bookstore, bought it, and read it.
Since it was written in 2008, it’s a book from more than 10 years ago. I was surprised to learn after buying it that my company was also mentioned in it.
The following is what I wrote as notes after gradually reading through the book and finally finishing it, then reading through it again at my own pace.
Current Working Style and Its Causes#
Current (at least at the time of writing) Japanese working style
People don’t engage with each other at work
Don’t cooperate
Productivity/creativity has declined
Psychology of trying to protect oneself, etc.
One of the causes cited for this is structural factors (= silo formation).
Silo formation means that individual work has been clearly defined with divided roles, and systems have been set up to raise individual capabilities, but conversely, it’s no longer a system where coordination and organic connections spread naturally.
Comparison of Past and Present Workplaces#
Past workplaces:
- There were many mechanisms for engaging with the people around you
- Employees’ job domains were intentionally loosely defined (job definitions were intentionally vague)
- Informal networks and information flow about reputation worked strongly
Recent workplaces:
- Results-oriented emphasis
- Specialist knowledge valued over generalists
- More emphasis on efficiency rather than individual connections
What Can Be Done Immediately for Today’s Organizations#
Objectively analyze what’s happening now
- Consider emotions within the organization
Recognize and share that these are organizational issues, not individual problems
Other#
Organizational strength = individual power × connections between individuals
Three years to build a castle, one day to destroy it
- Building an organization and trust relationships between people takes time, but they collapse in an instant
Transfers without purpose might be wasteful, but well-planned transfers create new human relationships
Passages That Resonated#
In the chapter about the importance of shared goals and values:
Haven’t we forgotten, in recent years, to make the effort to spread this precious resource throughout the entire organization while being driven by short-term administrative pursuits?
People are diverse. It’s impossible for them not to be happy about having their strengths recognized and to feel positive emotions about possibly contributing something. What’s important is that everyone practices methods to help everyone around them understand both their intention to cooperate and their need to be cooperated with.
Summary#
I felt this was a topic that could be endlessly improved. While thinking there are various perspectives, I found myself frequently thinking “that’s true” and being convinced by many parts.