by Miroku

I have lived in America for about 20 years. I have served as an auditor and have been devoted to management such as business improvement and M&A for 20 years. I am currently teaching at a university. I provide useful information to business leaders and next-generation leaders, mainly on management accounting.

① Why learn from Yamato now?

Published April 2 on NOTE. See the original post here

When you hear “Space Battleship Yamato,” what scene comes to your mind?

The giant ship’s silhouette rushing through the raging universe. The gaze of the crew facing their fate. That symbolic figure setting off on a journey carrying the future of Earth.

This time, I’d like to take up that classic anime not just as entertainment, but as a “textbook for organizational theory.” Yamato is packed with hints that are useful in modern teams and workplaces, and in a way that can be understood not by “logic” but by “emotion.”

Space Battleship Yamato is not just a space adventure. The story depicts the realistic movement of an organization as the emotions of each individual intersect.

Captain Okita’s leadership, Susumu Kodai’s growth and conflicts, Daisuke Shima’s calm judgment, Shiro Sanada’s intellectual support, Yuki Mori’s emotional support, and Doctor Sado’s humor and healing…each is assigned a “role,” but it is not just a “job.” There is proper “emotion” there. This balance is actually very important.

Even in the modern business world, there are always “human emotions” behind the scenes of a project. The relationship between superiors and subordinates, trust between colleagues, and conflicts when trouble occurs. All of these are elements that cannot be explained by “theory” alone. The story of Yamato depicts such complex emotional exchanges in an amazingly natural way. That’s why thinking about organizational theory through Space Battleship Yamato is realistic and fun.

To be honest, haven’t you found organizational theory up until now to be a bit difficult, lacking a real-world feel, and somewhat “top-down”? The story of Space Battleship Yamato is different. There are characters you can genuinely relate to, and scenes where you can empathize and think, “What would I do if I were in their shoes?” In other words, there are characters who serve as living role models.

Here, we’ll explore “what is an ideal organization?” in the world of Space Battleship Yamato. We will not use difficult theories or terminology. I hope that you’ll be able to think about what you feel and apply it to your own team or workplace.

The answer to the question “Why study Yamato now?” is this: there is no better textbook than Space Battleship Yamato to learn about building an organization that moves people’s emotions.

The journey of Yamato is a story that opens up the future. Building your organization is also a voyage toward the future in the same way. And no matter how good a system or strategy is, it’s meaningless if people don’t take action. By coming into contact with the story of Yamato, I hope you’ll understand, not in theory, but in your heart, what it means for people to take action.

You may wonder at first why Yamato is about organizational theory. But once you look back at the interactions between the characters, you’ll surely come across scenes that make you think, “Oh, that’s similar to my workplace.” That realization will lead to a huge learning experience!

② Commonalities between stories and organizational theory

Published April 4 on NOTE. See the original post here

Have you ever thought that “stories” and “organizational theory” are similar in some way?

For many people, stories are moving. And organizational theory may have a strong image of being an “academic subject” or a “management technique.” But in fact, these two are connected at a very deep level. It is based on three elements: characters (people), roles, and change (growth).

Stories depict the process in which characters, each playing their own role, face challenges and overcome failures and setbacks. Organizational theory has the exact same structure. Within an organization, there are leaders, supporters, experts, and mood makers. Each has a different position and perspective, and they all work toward a single goal. And they inevitably hit a wall somewhere.

How do they overcome that wall? Who will act and how? What will they believe in, what will they discard, and what will they protect at that time? That is the very proof that an organization is “alive.”

For example, the story of Yamato: to save Earth from destruction, they set out on an epic journey to Iscandar. This is the same as goal setting in an organization. There is a goal, and there are many difficulties to overcome before reaching it. Within that, members clash, gain trust, and grow as their roles change. This is the very dynamism of organizational management. Moreover, stories are full of emotional ups and downs. That’s the point.

Real organizations don’t run on logic alone either. People are driven by emotions, and motivation changes within relationships. Feelings that waver between ideals and reality — stories are what reflect that.

That’s why, when you learn about organizations from stories, you can see a “reality” that you can’t see from armchair theories.

“Why did this person act like this?”
“Why did that word have an effect?”
“Why does one person’s collapse affect the entire team?”

Stories answer these questions as experiences.

The crew of Yamato wasn’t perfect from the beginning either. Susumu Kodai was immature and emotional, and Daisuke Shima was also troubled by his lack of confidence as a leader. Shiro Sanada tended to be biased towards logic, and Yuki Mori sometimes suffered from swallowing her emotions too much. Captain Okita was not an omnipotent leader either. But each grows through their own role.

The team’s relationships of trust are also nurtured during the battle. The development of the story and the evolution of the organization overlap. And one more thing: there’s a moment when everyone becomes “the main character” in the story. This is a very important perspective in organizational theory as well.

In the workplace, we tend to focus on hierarchy and roles, such as “superior,” “subordinate,” and “support role.” But in reality, an organization should be about “everyone being the main character.” When each person shines in their own position and this “relay of brilliance” occurs, the team becomes truly strong. The story of Yamato shows us such moments many times.

“Teal organizations” and “autonomous teams,” which are often discussed in books on organizational theory, aim for similar values, but in fact, they have been put into practice in Yamato for a long time. In other words, “stories” and “organizational theory” are just speaking in different languages, but they actually refer to the same world.

A story of the growth of a team connected by roles and trust, centered around emotions. That’s what Space Battleship Yamato is packed with.

Until now, organizational theory has often been discussed in terms of “knowledge” or “theory.” But isn’t a workplace, where real people are actually in motion, a place where “emotions” swirl around even more? That’s why I think organizational theory, which can teach us about the subtleties of emotion through a story like Yamato, is so powerful.

The moments that move us directly lead to learning. Don’t you think that’s the best?

③ The appeal of hierarchical structures that are similar to modern organizations

Published April 4 on NOTE. See the original post here

In the story of Yamato, a military-style hierarchical structure is clearly depicted. When we think of a class system, we tend to have negative images such as old-fashionedness and deprivation of freedom. But when we watch Yamato, we start to think, “Isn’t this needed in today’s corporate organizations too?” It’s fascinating.

The first thing to note is that the “classes” in Yamato are not simply hierarchical. Captain Okita is certainly at the top of the organization and is in charge of the entire mission. But he is not someone who just issues orders in a bossy manner. He has the experience and sense of responsibility appropriate to that position, and he looks to the future of the organization more than anyone else.

Below him are those who stand in the middle, such as Shima and Kodai. And below them are the active forces and members of specialized professions. In other words, Yamato‘s organizational structure is “step-like.” Rather than one person standing at the top, each position is connected like a step, and information and orders from above and below function smoothly. It is because of this structure that the organization didn’t fall apart, even in extreme situations.

What’s good about a hierarchical structure? It is that roles are clear. Who makes what decisions, who acts how, and to what extent are they responsible? If this is clear, people do not hesitate.

For example, when an enemy missile attack occurs during a battle, who activates the defense system, who orders the attack, who reports the damage situation, and who makes the next decision? If this “flow” is clear, the speed of decision-making increases dramatically. In situations where time is of the essence, this difference is huge.

Moreover, having a hierarchy also means that responsibility is also clear. In modern workplaces, when a mistake occurs, there are times when you look for “who’s responsible?” But in Yamato, it’s easy to see where the decision was made, where it was carried out, and what the result is. That’s why they don’t fall into personal attacks, and they can provide feedback that can be used for the next time. This is the basis of healthy organizational management.

What’s even more interesting is that Yamato‘s hierarchical structure is not “fixed.” In other words, even though there are ranks, there is freedom to express opinions. Captain Okita doesn’t push through everything, but listens to Shima’s opinions, and changes tactics when he’s convinced by Sanada’s technical proposals. This “coexistence of hierarchical relationships and freedom” is extremely well balanced.

What is common in modern companies is the polarization of “organizations with ambiguous hierarchical relationships” and “organizations where the hierarchical relationships are too strong and opinions cannot be expressed.” In the former, decisions are slow and responsibility is easily passed around. In the latter, on-site wisdom is not utilized and there is a high risk of failure from a top-down approach. In that respect, Yamato‘s “flexible and functional hierarchical structure” is the ideal balance.

Another important thing is that it has a structure where people can be trusted regardless of their positions. Captain Okita was trusted by his subordinates, and there was an atmosphere where his decisions were followed without hesitation. It’s not that we follow orders because there is a hierarchy, but that we want to follow them because they’re trustworthy. This is a very important point.

For a hierarchical structure to function, it must be accompanied by “emotional trust.” People will not move in a pyramidal structure that is merely a formality. Those at the top must win trust, and those at the bottom must act with a sense of satisfaction. Only then will a hierarchical structure strengthen the organization.

When you think about it that way, the image of an organization depicted in Yamato is very modern. There is a trend to think that a “flat and free organization” is ideal, but that’s meaningless if there is so much freedom that no one takes responsibility. Yamato embodies an organization in which freedom and responsibility come together, even while there is a hierarchical relationship. And this structure supports the growth of the crew.

At first, Susumu Kodai rebelled against the idea of hierarchy. But in the process, he came to understand his own scope of responsibility and developed an awareness of himself as a leader as he built relationships with his colleagues. In that way, a hierarchical structure is also a path to personal growth.

Having a hierarchy makes people think, “I want to rise to this position.” It makes people ask, “What kind of power do I need to fulfill my next role?” This leads to the growth of the entire organization. In other words, a hierarchical structure is not something old or binding. Rather, it’s a system that should be reconsidered now as a framework for developing people and strengthening the organization.

Through the story of Yamato, we can realize its true nature. The coexistence of “order” and “freedom” within an organization. The coexistence of “responsibility” and “trust.” And the fusion of “hierarchy” and “humanity.” This is the “new hierarchical structure” that is required in modern team building.

If you look at your workplace from this perspective, you may gain various realizations.

④ Why should we learn from anime?

Published April 5 on NOTE. See the original post here

“Isn’t it a bit childish to learn leadership from anime?” Some people may think so. However, it’s actually there that the possibilities for deep and rich learning lie. This is because the expression form of anime is home to “reality with emotion.”

For example, business books are full of diagrams and logical developments, and information that helps organize your thoughts. But most of that is just about gaining knowledge. However, anime appeals directly to your emotions through sight, sound, and the flow of a story. It is only when people’s emotions are stirred that they can truly remember, understand, and change their behavior. Logic alone does not change behavior.

For example, no matter how much we are taught that “trust is important,” “teamwork is crucial,” and “decisiveness is necessary,” it’s difficult to apply that to our own lives and situations. But when we can feel it through anime, it becomes comprehensible to us as a physical experience rather than knowledge.

If you’ve ever come across the anime Space Battleship Yamato, you will surely have been moved by the famous scenes, famous lines, and moments of decision-making. The determination hidden in Captain Okita’s silence. Susumu Kodai’s tears and anger. The sadness of losing a comrade, and the sense of mission to move forward despite that.

These scenes remain in the “deepest part of the heart” that cannot be expressed through written information. Moreover, anime is also open educational material that anyone can access. Regardless of age, occupation, gender, or position, you can be exposed to the same story. From there, you can draw out lessons that are appropriate to your position.

Young employees may see themselves in Susumu Kodai’s immaturity and growth. Middle managers will empathize with the difficulty of being caught between superiors and subordinates like Shima and Sanada. Executives and managers may sympathize with the weight of responsibility of making a lonely decision like Captain Okita. In other words, anime contains multi-layered perspectives. The way it is seen changes depending on the situation and feelings of the viewer. This is a great attraction that business books and how-to books do not have.

Anime also has a “story on the time axis.” A leader doesn’t suddenly become perfect, but struggles and fails many times, sometimes clashing with his colleagues, but moving forward step by step. It’s because of this process that it is real. Changes that come with a process can be reproduced in the real world.

For example, “What kind of involvement is needed for young people to grow like Susumu Kodai?” Or, “How much preparation and determination is needed to make decisions like Captain Okita?” Anime doesn’t give clear answers to such questions. But it gives many hints. By making the viewer think, it brings about change from within. This is the educational value unique to anime.

In addition, anime not only appeals to emotions, but also has the power to visualize abstract concepts through symbolic expression. For example, one storyline, “The Voyage of Yamato,” is a metaphor for “the accomplishment of an organization’s mission.” The Wave-Motion Gun can be seen as a symbol of the ultimate decision-making in an organization, and a battle with the enemy can be associated with confrontation with the market and competitors. Among these symbolisms, there are hints scattered throughout that can be applied to real-life problems.

Furthermore, one of the greatest attractions of anime is the sense of immersion. This is a feeling you can’t get from a business book. By immersing yourself in the story, you feel as if you’re a part of that world. It’s like you are part of Yamato‘s crew, fighting, worrying, and growing together. This immersive experience actually greatly improves the quality of your learning. People are less likely to forget experiences. And experiences that involve emotions often become guidelines for life. If you empathize with the story of Yamato and learn from it, you will naturally apply it to your daily work and relationships.

Moreover, the story does not force the “right answer.” It does not preach, “You should do it this way,” but simply shows you, “There are other choices.” This is why the viewer is free to interpret things and find their own answers. This is one of the greatest beauties of the form of expression known as anime.

And above all else, anime is fun. Fun, exciting, and moving. Deep learning is found within it. This is the “power of emotion” itself that cannot be explained by logic. When we think of learning, we tend to think of it as something stiff, difficult, and demanding. But anime easily transcends such frameworks. By learning through a heart-shaking story like Yamato, people can look at themselves more naturally and more deeply.

Therefore, rather than dismissing it “because it’s anime” or “because it’s fiction,” it is the attitude of actively incorporating it that will lead to the essence of learning in the future. If you want to develop leadership, improve your organization, or improve yourself, you should try to make full use of anime as a teaching material.

⑤ The journey of Yamato and the growth process of organizational members

Published April 6 on NOTE. See the original post here

The voyage of Space Battleship Yamato is not just a story of space war. It is a “voyage of the heart” for each character, and also a grand process in which individuals grow as both members of an organization and as autonomous beings. In fact, here lies an invaluable hint for all those who are struggling in the modern workplace but trying to move forward.

Think back to the starting point of Yamato‘s journey. The Earth is on the brink of destruction, and humanity has little time left. In such despair, a limited number of members gather and set off into space. This can be said to be the beginning of a “team burdened with an impossible task.”

A future with no certainty. The leader’s intentions are unclear. The members gathered are all different, with all sorts of abilities and values. But they have no choice but to do it. This is the real “starting line for organizational members.”

And during this voyage, many of the crew, including Kodai, change little by little. At first, people who were rebellious, hesitant, and self-centered broaden their horizons by interacting with their peers, and although they sometimes clash, they come to accept the other person’s ideas. This process of change is the true growth of an organization member.

Even in modern organizations, there are endless worries such as “newcomers are not developed” and “mid-level employees cannot act autonomously.” However, this is often not a problem of individual ability, but rather a lack of accumulation of experience. The Yamato crew members did not grow simply because time passed, but because they experienced, worried, chose, and learned from each other. In other words, experience accompanied by action makes individuals grow.

For example, Kodai was initially emotional and the type who would rush ahead without listening to orders. However, through repeated failures and conflicts, he realized that he was not fighting alone. His interactions with his peers such as Shima, Sanada, and Yuki Mori broadened his horizons and he developed a sense of responsibility.

This is a very helpful model for leadership growth. In other words, relationships with colleagues are essential to realizing your role within an organization. Personal growth does not occur in isolation. It is only through friction, empathy, and mutual help with others that “what should I be?” becomes clear. Space Battleship Yamato shows this as a story.

Growth also requires a purpose. The crew of Yamato had an epic mission to save the Earth. The magnitude of this purpose was the driving force that supported their daily difficulties. The same can be said for companies. Rather than just working, if the questions “Why do we do it?” and “Where are we heading?” are clear, people will think more deeply and act more strongly. Yamato‘s journey teaches us this.

And above all, Yamato‘s voyage was “one-time only.” It was a journey from which there was no return. This tension made them serious and earnest. It’s the same with our lives and careers, isn’t it? The turning point for growth is not whether you will “get serious about it someday” but whether you can “face it seriously right now”.

Growth occurs when you have the will to change and the corresponding experience. And that experience becomes truly valuable not just through work or the accumulation of time, but in a meaningful story.

The crew of Yamato lived so seriously and desperately because they were burdened with the meaning that they held the fate of Earth in their hands. In other words, I think people grow most deeply and sincerely in stories. The Yamato journey was the story of an organization, but also the “journey of the heart” of each individual who belongs to the organization.

This structure is extremely important in the current era. This is because in modern times, there are fewer jobs that can be completed by one person. Complex problems can only be solved by working as a team. And for a team to function, each member needs to clearly understand their role and purpose, and act with conviction. Yamato is a very valuable textbook that teaches us this process through its story.

Moreover, this growth is not linear. There are times when people get lost or fall back along the way. Or they lose their comrades and despair. But even so, when they decide that they have no choice but to move forward, they take another step and grow. Yamato is full of such depictions.

That is why, through the story of Yamato, we can look back at our own “now.”

“Where am I now?” “What am I working for?” “How do I interact with my comrades?” “What do I want to value?”

The story of Yamato raises such questions within ourselves.

During the journey, the team becomes stronger and the individuals grow. It’s exactly the same as in the real workplace. When a problem arises or hits a wall, a team that can see it as an opportunity to learn is an organization that can truly grow. The voyage of Yamato is full of such hints. And best of all, this journey can also be your own “voyage of the heart.”

“I, too, can change.”

“I, too, can become someone who can support someone else.”

Believing this is the first step to growth.

Through your journey on Yamato, your own “new story of growth” may be about to begin.