Practicing “Great Good” Before Formal Employment: A Reiwa-Era Solution to Labor Relations — Philosophy: “Minor Good Can Resemble Great Evil”

This time, Inamori* spoke about the above motto in Kyocera philosophy.

What Inamori said is quoted with “”.

 

“ ‘Minor good can resemble great evil’ refers to a situation where, for example, a parent, out of excessive affection for their child, spoils them and raises them with the best of intentions, only to see the child grow into a person who causes trouble for society. This is what the phrase warns against.

Likewise, the saying ‘Great good can appear ruthless’ conveys the idea that what seems harsh on the surface may, in fact, be a necessary act of love. People often say, ‘In youth, seek out hardship, even if you must pay for it.’ There is also the metaphor: ‘A strong lion pushes its cubs into a deep ravine, and only those that climb back up are raised.’ Though such actions may seem cruel, they are essential for nurturing someone into a stronger, greater person. What appears to be a ruthless act is, in truth, an expression of great good. That is the essence of the phrase, ‘Great good can appear ruthless.’ “

In this context, we would like to reflect on a crucial point regarding staff training. In the past three decades, legal and regulatory changes have made it increasingly difficult for companies to implement strict training practices. Against this backdrop, we must ask: what is the greatest form of “good” that companies can still offer their staff today?

 

Taking into account the obligations placed on companies, we believe it is advisable to proceed with recruitment by keeping the following three steps in mind:

 

 

 

Our firm is developing a business advisory service that incorporates Sanmei-gaku, an Asian zodiac based academic analysis of people’s fate, and in discussing the steps above, we would also like to share how this philosophy-based method can be applied in practice.

Let me explain them one by one.

 

Step 1: Assess the core character

 — Identify the individual’s greatest weakness before the trial period.

“ He is, in fact, vaguely aware of his own flaws. He knows that making decisions based solely on instinctive or desire-driven impulses will inevitably lead to failure. That is why, even when abroad, he keeps a calm and seasoned 80-year-old advisor by his side—not exactly a fortune-teller, but someone to whom he can ask an objective advise. ”

(Quoted from the Inamori Digital Library)

→ Like Inamori, discerning someone’s true nature is of utmost importance. However, for someone like me who has limited experience, it is quite difficult to identify a potential staff member’s deepest flaws before the trial period begins.

In such cases, Sanmei-gaku offers powerful insights. With nothing more than a person’s date of birth, we can uncover much of their character and core tendencies.

Furthermore, understanding what kind of childhood they experienced, their relationship with their parents, and how they interpreted their parents’ values—all this significantly supports the accuracy of the personality analysis. It also helps determine whether certain traits are appearing positively or negatively in his/her character.

For instance, someone with a strong “communication instinct” may speak very little or show deceptive behavior. In such cases, we interpret this as a negative manifestation of their true nature. That doesn’t mean the person is unfit to join the organization. It simply means that we move on to Step 2 and beyond before making a final decision.

At our firm, we also use card reading techniques to tap into the subconscious and analyze the individual’s deeper personality. When we combine Sanmei-gaku’s academic structure with these intuitive tools, a person’s true character becomes remarkably clear.

For example, by using cards, we can clearly reveal a person’s subconscious attitude toward leadership—such as whether they instinctively believe that maintaining the status quo is the best option.

 

Step 2: Strip away the veneer

 — Prioritize improvement of that weakness during a one-year training period.

“ I once said to several senior managers who shared my way of thinking, ‘This cannot go on. We need to change the way those individuals think. And the only way is to strip it away. Strip away their fixed ideas. That’s what I mean by strip it away—to tear off their fixed notions.’

Once all the veneers, superficial layers, are torn off and a person is laid bare, they come to realize just how poor and empty they really are. We humans cover ourselves with all kinds of veneers—educational background, career history—trying to maintain appearances. But when all that is removed, what’s left is often a pitiful version of ourselves.

That’s why I believed that before teaching them the philosophy I always emphasize, they first needed to fully expose their true selves.

Under the guiding question of ‘What is the right thing to do as a human being?’, I aimed to help capable individuals elevate their humanity by instilling the most fundamental values: being humble and not arrogant, maintaining a sincere heart, and having a sense of gratitude. ”

(Quoted from the Inamori Digital Library)

→ Inamori believed in telling others, “I also have flaws and I’m working to improve myself, and I hope you’ll work on yours as well.”

Often, the fixed ideas or negative traits people hold are deeply rooted in their subconscious. At our firm, we have implemented UMI, a method designed to release such subconscious blocks.

That said, this approach has its limitations. When the company bears the cost of the program, the individual may be reluctant to change, which reduces its effectiveness.

Still, when both the company and the individual are aligned in their commitment to improvement, this type of initiative can be worth pursuing. Over the course of a one-year trial period, we also have the opportunity to observe the individual’s concrete behaviors, lifestyle, and thought patterns through their day-to-day work. These real-life expressions of character can be analyzed even more precisely with Sanmei-gaku, allowing us to gain a deeper and more accurate understanding of the person’s true nature.

 

Step 3: Commit to great good, even if it seems ruthless

 — Make a clear decision before the trial period ends, considering the impact on the entire organization.

“ At that time, the company was full of people who neither worked nor showed any initiative, and one such person existed even in my own department. No matter how many times I warned him, he refused to listen. Eventually, I had no choice but to say to him, ‘You are not needed in this workplace. Please leave.’ ”

(Quoted from the Inamori Digital Library)”

→ While helping someone overcome their weaknesses is important, if the individual lacks the will to change, transformation becomes extremely difficult.

In the end, as Inamori points out, we must be willing to take action that may appear ruthless, but is in fact a form of great good.

According to Sanmei-gaku, every person goes through periods in life when they are meant to face their flaws, cultivate humility, and work to correct them.

If that opportunity is ignored—if they bypass it without reflection—their destiny may shift negatively. The universe often sends signs in the form of difficulties: problems at work, health issues, family troubles, or financial loss. These serve as calls for self-examination.

And yet, many people still choose to turn away from these signs and avoid facing their own shortcomings.

In such moments, it becomes necessary—not only for the company but for the sake of the individual—to make a clear, reality-based decision and present them with the truth they need to face.

 

Summary:

 Three Steps to Practice Great Good

・Discern someone’s true nature before hiring

・Commit to intensive improvement over a one-year trial

・Make a resolute decision for the good of the whole

 

Through these steps, we aim to foster a corporate culture rooted in true compassion—the kind that manifests as tough love, guided by the principle of great good.

 

 

* Mr. Kazuo Inamori, the founder of Kyocera, KDDI (one of the top tele communication companies in Japan) and the top of revitalization project of JAL. As a well-known Japanese entrepreneur, he has been sharing his experiences and management know-how with managements of small to middle companies in Japan.

 

Further queries or doubts, please email to ytomizuka@abrilsjp.com

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