People avoid becoming managers because the burden of failure is concentrated in the name of “virtue.

 

Read the original article (in Japanese):

Introduction: Hou-Ren-Sou and M-Type Workflows Have Value

Hou-Ren-Sou—short for “report, communicate, consult”—has long been a cornerstone of Japanese management. In a culture that prioritizes avoiding failure at all costs, the practice of slow, careful communication has served as a mechanism to spread risk.

More recently, the “M-Type Workflow” has emerged. By explicitly framing the process as Hypothesis → Execution → Reporting → Reflection, it offers a structured method to eliminate ambiguity and inefficiency. It’s a practical improvement and deserves recognition.

However, even this is not enough.

True transformation doesn’t come from frameworks—it comes from evolving culture and system design.

Why No One Wants to Be a Manager Anymore

While Hou-Ren-Sou and M-type workflows may offer clarity, they still rely on one central figure: the manager. As long as that person holds all judgment and bears all responsibility, the structure remains unchanged.

Let’s compare this with Western models:

Japanese ManagementWestern Management
Perception of FailurePunishment, shameLearning opportunity, organizational asset
Judgment & ResponsibilityConcentrated in the bossDistributed and shared through processes
Purpose of SharingTo seek approval, anticipate preferencesTo verify, foster open learning
Decision-Making PowerBased on precedent and seniorityBased on goals and data
Role of Manager"Responsibility sponge"Strategic decision-maker

Managers in Japan bear the blame, lack true autonomy, and don’t even earn more. No wonder no one aspires to the role.

Personalization and Approval Culture Kill Action

Even when M-type workflows are introduced, decisions still depend on “that manager.” No matter how logical a subordinate’s plan may be, they're told to “check with the boss just in case,” and nothing moves until approval comes.

Why?

Because the culture doesn’t tolerate failure.

  • Failure is seen as shameful

  • Superiors must protect subordinates

  • Responsibility must be absorbed by the top

These values, once regarded as virtues, now paralyze organizations. They distort the purpose of communication and make decision-making rigid and fearful.

What Western Companies Get Right: Failure as an Asset

In Western firms, failure is simply the result of a hypothesis that didn’t pan out—and the learning that follows is valued. Their systems are built to turn failure into organizational insight, not personal punishment.

  • Focus is on what failed, not who failed

  • Good leaders are those who learn and evolve, not just succeed

  • Information is shared, not hoarded

This allows for the development of replicable, de-personalized processes.

What Japanese Organizations Must Rethink

So, what’s needed?

  • Clarify the "why" of sharing — not just "what" or "how"

  • De-personalize decision-making — eliminate dependency on managers’ preferences

  • Redefine failure — see it as part of hypothesis testing, not grounds for blame

  • Separate responsibility from authority — don’t burden managers with responsibility without actual power

And most importantly: Don’t abolish Hou-Ren-Sou.

Hou-Ren-Sou and M-type workflows are tools, not enemies. The real issue lies in the value systems and organizational structures that underpin them.

Conclusion: The Core of Reform Is Cultural and Structural Evolution

Hou-Ren-Sou and M-type workflows are helpful. But if the people and systems behind them remain rooted in old values, nothing truly changes.

A culture that fears judgment
A mindset that punishes failure
A structure that relies on personalization

In such an environment, no process framework will lead to transformation.

What’s needed is not “new methods” but a new philosophy: Why do we share information in the first place?

When organizations embrace failure as fuel for growth and design systems that separate ego from execution, then and only then will Hou-Ren-Sou and workflows become shared languages of progress, not rituals of fear.


Read in Japanese↓

報連相の整理・進化だけでは「管理職になりたくない」は変えられない（2025.8.4）

Read more articles (in Japanese)↓

人材はまず内から探せ──企業が整えるべき『社内スカウト制度』という発想（2025.8.1）

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