Why is it so difficult to create a good organizational culture?
Questions like these were the starting point for this book.


"Reconstructing Organizational Culture, Dreaming of an Individualistic Community" discusses how a group can move beyond the organization and become a community, and what is needed to create an organization that is truly our own while fostering individual identity within the organization.


How can individuals exist fully within an organization? And how can a fully intact organization be created? Meanwhile, what factors hinder fully intactness? What does an organizational culture where fully intactness prevails look like?

Before considering "agile" and a "horizontal organizational culture," we explore what fundamentally needs to be considered, how individuals exist within an organization, and what must be considered to overcome numerous limitations and restrictions and create a complete organizational culture.
In today's world, where individuals are experiencing alienation and isolation beyond the separation between individuals within organizations, this book presents a necessary alternative for individuals and organizations.


I would like to talk with leaders and members of any organization who are concerned about individual and organizational growth.
It can be a particularly useful guide for organizational culture, human resources/training, and internal communications personnel.

Management is a pursuit of value in itself, and its purpose is to create good relationships.
Soon, the goal of management will be to be a 'good neighbor'.

--- p.29

Hide-and-seek within an organization is a phenomenon in which individuals responsible for decision-making hide within the organization.
When a decision is wrong and causes discomfort within the organization, we shout, “It wasn’t me, it was the organization!”
'I couldn't help it because I was told to do it.
'Circumstances made it so.' They shift responsibility, claiming that it was not their intention.
When an organization is filled with highly dependent members, this hide-and-seek phenomenon occurs and the organizational culture falls into disarray.

--- p.50

Believing that only others have the power to control one's actions, without recognizing one's own power to think and decide for oneself.
Idolization of people, especially leaders within organizations, has become a common occurrence in our daily lives.

--- p.67

Maintaining your authenticity means maintaining your original identity.
Within the organization, we embrace various constraints and contradictions, and create alternatives by resolutely choosing our own thoughts and actions.
Rather than giving up freedom and lowering your own self-worth by choosing to become self-dependent, you properly enjoy the freedom given to you through your own independent thinking and power.

--- p.105

Because society is different from home, and because society demands different norms than home, we wear the mask of another role and go to work, existing in a way that is not true to ourselves.
Of course, organizations and homes cannot be the same in every way.
The relationship between family members who are tightly bound by blood and members of an organization who are loosely intertwined around work cannot be the same.
But what I want to point out is that it is an environment where one cannot help but split one's ego due to external pressure.
The difference between an organization and a home is a difference in role, not a difference in existence.

--- p.163

If power is a specific force that is used only on others, authority is the power to move others that is also used on me.
Power breeds compliance, authority breeds commitment.

--- p.240