Why "朝礼" Continues in Japanese Companies and the Evolution of Organizations

Why "朝礼" Continues in Japanese Companies and the Evolution of Organizations

In the realm of Japanese companies, the practice of "朝礼" (morning meetings) is one that is met with a collective sigh of indifference. Many employees view it as a waste of time, a mundane ritual that adds little value to their workday. Yet, despite this widespread sentiment, morning meetings persist in Japanese corporate culture. So, what is the true reason behind their continued existence?

To understand this phenomenon, we must delve into the evolution of organizations. According to the framework proposed by Frederic Laloux, organizations progress through different stages: Red, Amber, Orange, Green, and Teal. In the Red stage, individual dominance and authoritarian management prevail. As organizations transition to the Amber stage, they start to uphold roles and responsibilities. In the Orange stage, organizations adopt a results-oriented approach, with roles shifting based on performance. The Green stage recognizes and values individual agency and diversity within the organization. Finally, the Teal stage envisions the organization as a living organism, where everyone works in harmony towards a common goal.

Ideally, organizations strive to reach the Teal stage, where morning meetings would be unnecessary because the organization functions seamlessly as a cohesive unit. However, most Japanese companies are still traversing through the Orange and Green stages, with a few lingering in the Amber stage. Morning meetings serve as a mechanism to facilitate the transition from one stage to another. Although they may seem mundane, these meetings provide a platform for communication, alignment, and the establishment of shared goals.

On a broader scale, the role of collective memory and attention in shaping society cannot be overlooked. Renowned neuroscientist David Eagleman highlights the significance of continued attention and the commemoration of people and events in shaping individual and group identities. The choice of what to remember influences societal structures and priorities. Interestingly, a recent study analyzing online data revealed that collective memory follows a mathematical law, specifically a biexponential function.

The study examined the online views of Wikipedia profiles, citations of research papers, patents, and play counts of songs and film trailers. The findings showed an initial sharp decline in attention, followed by a slower and gentler slope. This decline in attention can be attributed to the shift from communicative memory, relying on word-of-mouth transfer of information, to cultural memory, sustained by the recording and accessibility of information. In essence, the study suggests that forgetting is a gradual process, with some memories fading quickly while others linger for a much longer time.

Drawing parallels to the study's findings, the persistence of morning meetings can be seen as a means to combat the decay of collective memory within organizations. By regularly convening and sharing information, organizations ensure the continuity of knowledge and a sense of shared identity. Morning meetings serve as a bridge between the stages of organizational evolution, allowing for the transfer of information and the alignment of goals.

In light of these insights, here are three actionable pieces of advice for organizations:

1. Embrace the evolution: Understand and acknowledge the stage at which your organization is currently positioned. Recognize the need for transitional mechanisms, such as morning meetings, to facilitate growth and progress.

2. Foster a culture of continuous learning: Encourage the recording and accessibility of information within your organization. Embrace technology and digital platforms to enhance the storage and retrieval of knowledge.

3. Prioritize communication and alignment: Utilize morning meetings or similar forums to promote open and transparent communication. Ensure that all team members are aware of the organization's goals and objectives, fostering a sense of shared purpose.

In conclusion, while morning meetings may be viewed as a mundane and time-consuming ritual, they serve a crucial purpose in the evolution of organizations. By facilitating communication, knowledge transfer, and the establishment of shared goals, these meetings contribute to the continuity of collective memory within the organization. As organizations strive towards the Teal stage, morning meetings may eventually become obsolete. However, until then, they remain a valuable tool in navigating the complex landscape of organizational growth and development.

Note: The content of this article is a combination of two separate sources and does not reference any specific research or studies.