Ki, a spiritual energy that exists in the universe
What do you imagine when you hear “Ki”? It may be called “Prana” in India or “Chi” in China. In my understanding, Ki is a spiritual energy that exists broadly in the universe. It has some interesting characteristics. Sometimes it concentrates to form something. However, once it spreads out it fades away as we cannot sense it. If you can harmonize your mind and body in a peaceful way, Ki runs through smoothly and the amount of energy that flows in you will increase. On the other hand, if you disharmonize your mind and body, you will not feel Ki at all.
I would imagine people who have gone through extensive training in traditional Japanese arts such as tea ceremony, flower arrangements, or calligraphy would understand about this sense. I believe that without harmonizing one’s mind and body, one could never make a rich tasting tea, arrange a beautiful flower or write a beautiful calligraphy. Also, when playing sports or practicing martial arts, if you could feel the inhaling and exhaling of your opponent and sense the shift in your opponent’s mind that precedes physical movement, it would not be so difficult to stop or throw your opponent. Ki is the basis of these actions.
Then how could Ki and management associate with one another?
There are two perspectives in management. One is the shareholders’ perspective and the other is the stakeholders’ perspective. I don’t think I need to explain about the former type of management as it is known widely. The latter type, stakeholders’ perspective is a management view that encompasses all players who hold a stake at the company. Typically, stakeholders include customers, business partners, employees, share holders and even communities in which the company operates. That is to say, stakeholders’ perspective takes the stance of valuing the relationship with each and every stakeholder that has different interests.
Now, which of the two perspectives in management will be blessed with more Ki?
As Ki is an energy that exists in the universe, it favors any notions or movements that are in line with generating and developing the universe. Take the formation of galactic system as an example. There is a stellar in the center as a core and planets circles around in orbit. By moving in orbit, both stellar and planets keeps the balance of the whole system by standing independently and, at the same time, being in harmony with one another.
Let’s put this situation in the context of management. Since management which emphasizes stakeholders’ value could be supported by many stakeholders, it is more consistent to the universe than management which emphasizes shareholders’ value. I believe if the management focuses too much in a particular group, it would be difficult to produce stable rotation (energy).
Then what kind of intention should management search for in time of business creation and business innovation in order to attract stakeholders? What kind of relationship would enable you to accumulate stakeholders around yourself? How could it be stabilized into a system eventually rotating itself to a higher altitude?
I would like to think through these issues with you and would like to reevaluate Japanese management through Ki in this column. I hope that you will come back to this column from time to time. Thank you for reading through.
I would imagine people who have gone through extensive training in traditional Japanese arts such as tea ceremony, flower arrangements, or calligraphy would understand about this sense. I believe that without harmonizing one’s mind and body, one could never make a rich tasting tea, arrange a beautiful flower or write a beautiful calligraphy. Also, when playing sports or practicing martial arts, if you could feel the inhaling and exhaling of your opponent and sense the shift in your opponent’s mind that precedes physical movement, it would not be so difficult to stop or throw your opponent. Ki is the basis of these actions.
Then how could Ki and management associate with one another?
There are two perspectives in management. One is the shareholders’ perspective and the other is the stakeholders’ perspective. I don’t think I need to explain about the former type of management as it is known widely. The latter type, stakeholders’ perspective is a management view that encompasses all players who hold a stake at the company. Typically, stakeholders include customers, business partners, employees, share holders and even communities in which the company operates. That is to say, stakeholders’ perspective takes the stance of valuing the relationship with each and every stakeholder that has different interests.
Now, which of the two perspectives in management will be blessed with more Ki?
As Ki is an energy that exists in the universe, it favors any notions or movements that are in line with generating and developing the universe. Take the formation of galactic system as an example. There is a stellar in the center as a core and planets circles around in orbit. By moving in orbit, both stellar and planets keeps the balance of the whole system by standing independently and, at the same time, being in harmony with one another.
Let’s put this situation in the context of management. Since management which emphasizes stakeholders’ value could be supported by many stakeholders, it is more consistent to the universe than management which emphasizes shareholders’ value. I believe if the management focuses too much in a particular group, it would be difficult to produce stable rotation (energy).
Then what kind of intention should management search for in time of business creation and business innovation in order to attract stakeholders? What kind of relationship would enable you to accumulate stakeholders around yourself? How could it be stabilized into a system eventually rotating itself to a higher altitude?
I would like to think through these issues with you and would like to reevaluate Japanese management through Ki in this column. I hope that you will come back to this column from time to time. Thank you for reading through.
Tomoya Nakamura
