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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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