Could you please tell us about your company's business?

Kakuichi Building Materials Co., Ltd. is part of the Kakuichi Group, which was established in 1967. We specialize in manufacturing small prefabricated buildings, garages, and various roofing materials.

Could you describe your usual responsibilities, Mr. Tadama? And could you also share the challenges you faced before experiencing the Philosophy Resonance (Yoruka) Program?

In addition to serving as the representative for the garage manufacturing division of the Kakuichi Group, I also hold the position of director for the group's house business and environmental business, which includes solar power and other initiatives.

Our company places great importance on connections. We value not only our relationships with customers but also those with partner companies and our internal team members. With this background, we have continuously worked to improve internal communication. In 2018, with the goal of "democratizing information," we introduced Slack to our employees. (Reference article: Slack Customer Story)

With Slack, our company has successfully created an environment where it feels like "a large gymnasium where sales and manufacturing work together." The connections between departments have become very strong, and we often receive comments from other companies, such as, "Why is there such a good relationship between your sales and manufacturing teams?"

Through various initiatives, starting with the introduction of communication tools, we have steadily improved how we foster connections within the company. However, as a garage manufacturing company with about 90 members working in our factory every day under the motto of "safety first," the traditional top-down organizational structure remains strong. This has led to some dissatisfaction on the ground. When we learned about the Yoruka Program, our hypothesis and management challenge was that the factory's unique working conditions might be leading to a decrease in employees' psychological safety.

How did you come to know about the Yoruka Program?

Our group representative, Mr. Tanaka, took the lead in introducing Interbeing's "Sangyoso* (産業僧) Dialogues: Dialogue with a monk" to Kakuichi. Following this initiative, the president informed me and other executives that Interbeing Inc. offers a program that helps individuals see themselves from an external perspective.

*Note: "Sangyoso" (産業僧) refers to a monk akin to a counselor or advisor, offering guidance and support in a corporate setting.

What motivated you to experience the Yoruka Program?

It was through the president's recommendation that I learned about Yoruka. I discovered that it is a program designed to create a space where colleagues can resonate with each other's collective consciousness. Moreover, this approach fosters Person to Person relationships that go beyond titles and positions, ultimately enhancing the overall vitality of the organization. I realized that this approach was essential for the current needs of Kakuichi, and that I needed to experience it myself first.

What was your impression after participating in the Yoruka Program?

Three executives, including myself, participated in the program simultaneously. Initially, we had no idea what the program entailed until we actually experienced it. Although I usually believe in the value of trying new things, I felt a bit anxious about what to expect from Yoruka (laughs).

The Yoruka Program assigned us the task of identifying "uncertainties or frustrations in our work" beforehand. Then, the program followed these activities:

1. The three of us who participated in the program each presented our own uncertainties and vague concerns.

   
   

2. We then engaged in actual dialogues with the individuals whom each of us had lingering concerns or uncertainties.

   
   

3. Finally, we reflected together as a group on how our initial uncertainties had evolved after the dialogues.
   

The other two participants in the program held similar positions to mine, so we regularly communicated with each other. However, during the dialogues in the program, I often found myself thinking, "Wow, I didn't realize you were struggling with that." It was eye-opening.

What is the most memorable experience you had during the Yoruka Program?

The activity of "engaging in actual dialogues with the individuals related to our identified uncertainties and vague concerns" was quite stimulating. The person I spoke with was someone I had various thoughts and feelings about. But once we actually talked, I found him to be very straightforward. This experience made me realize that many of my uncertainties, vague concerns, and frustrations were just misconceptions. It proved to me how much can be learned through actual conversations.

Did participating in the Yoruka Program bring any changes to you personally?

Yes, indeed. I believe it helped me develop a stronger attitude of truly listening to others. Given my position, I hear various things from many staff members daily. However, in the past, even if someone wanted to convey "ABC" to me, I would often interrupt and preemptively respond after hearing only "AB" based on my assumptions from my own experience and knowledge. However, as I learned through the Yoruka Program when I spoke with the person I had uncertain concerns about, facing the other person sincerely and having an honest conversation guides a true understanding of their thoughts.

In other words, for an executive to grow the company, it is crucial to deeply understand the positions and perspectives of the members and to draw out their thoughts. Through the Yoruka Program, I reaffirmed that listening is essential for those in leadership positions within the organization. Moreover, I have developed the attitude needed to foster mutual understanding beyond positions. This approach helps create a truly collaborative relationship within the organization, allowing us to go beyond merely understanding others.

In the Yoruka Program, we measure metacognitive ability before and after participation, and you showed the most significant improvement among the participants. How do you feel about this improvement?

Participating in Yoruka made me realize something very important: instead of trying to change others, I needed to change myself. This understanding has been profoundly impactful.

Yoruka is a program that encourages self-reflection. In other words, it’s like "pointing the arrow at oneself," which can be quite intimidating. However, I believe that this process of self-feedback is essential for growth, both as an organization and as an executive. A company is built by its people. For people to gain confidence, they need to introspect and understand "who they are," and Yoruka provides that opportunity. I also felt that having our factory staff participate in Yoruka could further improve our organization.

Do you have any words of advice or insights for the readers of this case study?

Yoruka offers a rare opportunity for busy executives and leaders to reflect on their current positions and mindsets. To elevate both yourself and your company to the next level, it is crucial to take the time to deeply introspect, and Yoruka is designed to be a program that can be integrated into daily work routines. For executives and managers who are in positions to listen to others, I believe Yoruka is a practical program. Many of the benefits of such training can only be understood by experiencing it firsthand. So, I recommend approaching Interbeing Inc. with a casual mindset of "let's give it a try."

We appreciate your valuable input and the time you’ve taken to share your experiences with us.