XIV. Yarikata

Suddenly I find myself halfway through my stay in Japan, which is a very strange feeling. I have already experienced so many new things that January feels ages ago, yet I can't believe how fast the days fly by. I try not to think too much about leaving Japan and focus on Golden Week instead. Having worked with Hitachi for 2 months, I feel in need of a holiday, even though I only work 4 days a week and my overtime hours are limited. I must say I have gained a new respect for the salarymen and office ladies of Japan. Granted, the image of the overworked, underpaid and sleep-deprived salaryman is a cliché, but when I observe my colleagues I do think the company makes up a much bigger part of their life than is the case in the Netherlands. For example, when his wife delivered their first child, my colleague only had the weekend off and returned to his desk on Monday, his wife still in the hospital. He had been on a business trip a week before his wife was due. My female colleagues are, naturally, at the bottom of the unit’s hierarchy. Usually they stay longest, often clocking up to 3 hours overtime. Managers, too, stay longer than they have to. Often, their business trips fall in weekends or on holidays, in order to limit the impact on normal business proceedings.

But does all this devotion make the Japanese more productive or better at what they do? Working at a division that is largely involved in information gathering and dissemination, as well as generating a good deal of information in English, I must say the answer is no. Over the years, Hitachi has developed a rather peculiar form of English. In an earlier report, I already mentioned the infamous Hitachi-go: a mixture of business Japanese, technical terms, jargon and a couple of "invented words," that even employees of similar Japanese companies don’t understand. The term "monozukuri" is an excellent example. It means something along the lines of manufacturing, although it can also include design or management of production processes. Japanese from outside the company generally do not know what it means. In fact, the word is so wholly untranslatable that it often appears in Hitachi's English-language texts as well.

This special Hitachi-speak leaves its mark on most English-language texts we produce. In Brussels I received intensive article-writing training, learning to write succinct and accessible articles, often about complex subjects. There are a few tricks of the trade, such as concise, enticing headlines, clear phrasing, and putting the essence of an article in the first few sentences whilst saving background information (that which would usually be put in the introduction of books and essays) at the end of the article. After all, most readers have little time and even shorter attention spans, and getting the correct information across is essential. Unfortunately, all my pieces for Hitachi's newsletter (including some really good headlines) were reviewed and largely rewritten by a Japanese colleague, rendering them as dry and factual (and, frankly, boring) as the articles from previous issues. This confrontation with the "yarikata" (way of doing things) of the company, which is essentially reducing the effectiveness of its own (information) products, was a little frustrating.

At the core of the problem is, I think, the reliance on the company's yarikata. Once a certain practice has been established, it is virtually impossible to change it. And even if you manage to make some changes, your work has to go through such a long chain of people that by the time it comes back to you it’s hardly recognizable. The same thing often goes for top-down instructions. There is a popular children’s game where someone whispers a sentence into his neighbour's ear, who in turn whispers it into the next person's ear, who whispers it into someone else's ear, and so forth, until the last person in the group is reached and he then repeats the sentence out loud. Laughter is the result: the original meaning of the sentence is completely lost. This whispering hierarchy, with instructions trickling down from bucho to kacho to sempai, can form a communication problem even larger than the language, and sometimes results in superfluous work.

Yet, despite these more trying aspects of working in a Japanese work environment, it is still a great experience- not because of the system, but because of the people who are all very friendly and at the same time quite committed to the work we do. Even though I want to work to live, instead of living to work as some Japanese are doing, I do think the devotion of Japanese to their company can be fascinating to watch. If a little impractical at times.