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The
Japanese Extreme
Lin Wei
From my experience, I know the
Japanese are very serious about their work. In Australia, I was once a tour
guide for a Japanese group. After receiving two private phone calls for a few
minutes, one of the team members came to me and said: ¡°Shi go to was hi go to
de su! W aka ri ma su ka?¡± (¡°Business is business, do you understand?¡±) which
left me an indelible impression.
Surely, the Japanese work ethics
is highly desirable. Once they decide to do something, they want to be the
best. National characteristics of this kind can be both good and bad depending
on their orientation. A Japanese friend of mine told me that they can¡¯t even
trust themselves since it is so easy for them to go to extremes if not confined
by external forces. Abolishing Japan¡¯s military troops after World War II was undoubtedly one of the
safest ways to ensure peace.
Historically, given the fact that
the Japanese culture didn¡¯t encourage egocentrism in the way the Chinese had
profoundly, they developed ¡°novelism¡± to embrace advantages of other nations to
complement this cultural difference.
The guiding principles for the
Japanese to capture foreign advantages are summarized in three words: preservation,
innovation and culmination. Preservation, is to firmly lay a solid national
foundation; innovation, to break through the original pattern and create
something new; and culmination, to reach the top of all achievements.
Japanese borrowing is not an ordinary
practice; it always pursues the highest standard of Japanese products,
retaining their best qualities but adding new features.
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