The media must stop irresponsibly promoting a disregard for the responsibility of work.

Read the original article (in Japanese):「無断欠勤OK」「出勤時間自由」新たな働き方＆仕事の効率化で業績伸ばす水産加工会社


Rethinking the Realities Behind "Flexible" Work Styles

“No-notice absences,” “flexible working hours,” “no need to do disliked tasks”—at first glance, these practices seem liberating. However, they function only under specific business conditions, such as those found in a seafood processing company dealing with frozen products and flexible delivery timelines. The system works not because it is inherently ideal, but because it is well-matched to its operational environment.

This column explores the risks of romanticizing such models and outlines what truly matters in how we work.

Viable Flexibility: A Matter of Business Design

The company in question deals with products that can be stored frozen, meaning sudden absences or irregular attendance don’t immediately disrupt operations. The work itself is also limited in scope and easily substitutable. In short, it's not the system that’s exceptional—it’s the environment that permits it.

Overlooking this and copying such systems superficially in other industries risks production breakdowns, delivery delays, and loss of customer trust.

Freedom Does Not Mean Escaping Responsibility

In countries with advanced labor flexibility, freedom always comes with expectations for accountability and performance. Here are examples from key nations:

■ Nordic Countries (e.g., Sweden)

  • Absence notifications and task completion are tightly managed.

  • The concept of avoiding disliked tasks simply doesn’t exist.

■ Netherlands

  • While working hours are flexible, responsibilities are clearly defined by contract.

  • Unnotified absences are unacceptable.

■ United States

  • Flexible work styles exist, but under intense performance pressure.

  • Freedom is offset by constant job insecurity.

■ France & Germany

  • Employee rights are strong, but so are contractual job obligations.

In all of these, freedom is never absolute—it exists within a framework of mutual expectations and responsibility.

The True Meaning of Work-Life Balance

Work-life balance doesn’t mean prioritizing “life” at the cost of “work.” Instead, it should enable people to:

  • Maintain their personal lives without sacrificing professional commitment

  • Work with focus and purpose, because their life outside of work is protected

Balance isn’t about choosing one over the other. It’s about sustaining both in a satisfying way.

The Key Is Personal Acceptance

What truly matters is not how free a system is, but whether individuals feel a sense of satisfaction with their working style.

  • Some may choose lifestyle-friendly roles due to parenting or health needs.

  • Others may accept high responsibility in exchange for better income or career growth.

Neither choice is superior. What counts is whether the individual accepts their trade-offs and feels ownership of their work.

The Hidden Risks of Media Glorification

Media and social networks often praise such “flexible workplaces” without proper context. But this can lead to:

  • Misguided pressure on other companies to adopt similar models

  • An inverted culture where responsible workers are undervalued

  • A growing mindset that treats responsibility as optional

Ultimately, this degrades both productivity and trust across society.

Conclusion: Praise the Design, Not the Policy

This case should be admired not for its surface-level rules but for its underlying operational design, business planning, and risk control.

What society should aim for is not unlimited freedom, but systems that:

  • Offer real choices people can accept

  • Reinforce responsibility, not evade it

If freedom is idealized without responsibility, we may all end up working less and growing poorer together. The future of work depends on creating environments where people can take ownership—not just enjoy liberty.


Read in Japanese↓

自由な働き方は本当に理想なのか？責任と納得感から考える働き方の本質（2025.5.7）

Read more articles (in Japanese)↓

 

ジョブ型人事が日本で誤解される理由──減点主義と組織依存からの脱却は可能か（2025.5.6）

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