Even if you have lived in Japan for many years, communication in the business world can often make you feel like you’re playing a constant guessing game. Messages can be hazy, details not specific enough, and questions sometimes seem to be forbidden. You are probably aware that the style of communication in Japan relies heavily on non-verbal cues. However, are you familiar with one of the driving forces behind this implicit style of communication?

Do you find it hard to feel satisfied with who you are and what you've accomplished so far? If so, please consider adopting the following perspective...

When foreign executives are posted to Japan, they usually face a steep learning curve. Not only do they need to grasp the ins and outs of a unique marketplace, they also need to understand how to operate in a new culture...

This Editorial provides a special tribute to Japan and her people for their strength of character, discipline, and resilience in the face of adversity and disaster. It also chronicles the actions taken by JHRS to respond to the crisis and discusses the ways Japan HR professionals can do their share in Japan's national rebuilding.

The old and the young. Can they work together? Read this Editorial to understand the myths, facts, and opportunities in addressing the generation gap issue in Japan.

Standing strong in the howling wind, spear in hand, wolf-skinned shoulders, mark of the leader on his face and the scars to prove it.

Learn what issues and challenges Japan-focused HR pros have dealt and managed for 2010 based from the monthly polls that the Japan HR Society (JHRS) conducted this year.

Many businesses try to change...but few succeed.

At best, a few buzzwords and new reports become part of the company’s structure. At worst, programs crash and burn, and everyone becomes irreparably disillusioned with the revolving door of new-mission statements. According to David Shaner, a business consultant with a 100 percent success rate of change at companies including Duracell, Frito-Lay, Ryobi, and Gillette, the problem is that the implemented changes don’t address either individuals or the corporate culture. They’re only on the surface.