The Role of Ki in Global Business
First of all, through Ki one can help discern the authenticity of another person’s expressions. In a global environment, Ki can determine whether someone is just posturing out of obligation or if the expression is really genuine. Although an idea expressed at a conference may be adjusted for logic at a later time, one’s feelings at a conference cannot be hidden. This information can be useful at the next conference and may contribute towards building business relationships between the two countries.
If above holds true, how much should we apply Ki in a global environment? Toru Takahashi, who spent many years working abroad for a general trading company and is currently a Managing Director of Globis Organizational Learning, writes the following:
“Team management composed of participants from many countries comes with various kinds of difficulties. One can become worn out mentally and physically, but cooperation can be achieved by thoroughly confronting each other’s differences. If a manager can successfully gather each person’s power, great power will manifest.”
This is not to say that one should compromise and come to an accord as efficiently as possible. Rather, everyone should speak with their true motives, entangle with each other, and, as a result, come to an aufheben, where global rules and local rules interchange.
Recall that I wrote in a previous volume that the power of a group or a team rises and falls according to human biorhythms, like a wave ebbing and flowing with the tide. We should consider if individual players have let out all of their Ki, and if now is the time to discuss about bigger issues and find a balance between national interests. As you can see in the 2nd and 3rd volumes of this column, as long as we live a physical existence, we cannot continue to let out Ki forever. Once we have let out Ki, we must then accumulate Ki again. In this way, Ki can help create the timing to integrate the greater expression of the whole, while allowing us to still express each of our own national standpoints.
In the platform of global business, various value systems, rules, and nationalities intersect. I believe Ki can be a guide which removes barriers to seeing the true nature of one’s business partners from other countries and finding a balance between national interests.
If above holds true, how much should we apply Ki in a global environment? Toru Takahashi, who spent many years working abroad for a general trading company and is currently a Managing Director of Globis Organizational Learning, writes the following:
“Team management composed of participants from many countries comes with various kinds of difficulties. One can become worn out mentally and physically, but cooperation can be achieved by thoroughly confronting each other’s differences. If a manager can successfully gather each person’s power, great power will manifest.”
This is not to say that one should compromise and come to an accord as efficiently as possible. Rather, everyone should speak with their true motives, entangle with each other, and, as a result, come to an aufheben, where global rules and local rules interchange.
Recall that I wrote in a previous volume that the power of a group or a team rises and falls according to human biorhythms, like a wave ebbing and flowing with the tide. We should consider if individual players have let out all of their Ki, and if now is the time to discuss about bigger issues and find a balance between national interests. As you can see in the 2nd and 3rd volumes of this column, as long as we live a physical existence, we cannot continue to let out Ki forever. Once we have let out Ki, we must then accumulate Ki again. In this way, Ki can help create the timing to integrate the greater expression of the whole, while allowing us to still express each of our own national standpoints.
In the platform of global business, various value systems, rules, and nationalities intersect. I believe Ki can be a guide which removes barriers to seeing the true nature of one’s business partners from other countries and finding a balance between national interests.
Tomoya Nakamura
