Vision and Humor

Britain's exit from the EU has been decided. While I cannot discuss its background or historical significance, hearing this news reminded me of a book: mathematician Masahiko Fujiwara's bestseller, Distant Cambridge. In it, Fujiwara analyzes that the reason Britain could build a vast empire where the sun never set in the modern era lay in its geographical condition as a "unique island nation." While laughing off the turmoil in Germany and France, whose combined areas were more than double its own, Britain operated from a slightly removed outsider position. It engaged in verbal intervention or proclaimed "glorious isolation." Knowing that with a superior navy it could avoid invasion from any direction, Britain repeatedly adopted such pragmatic approaches. This allowed it to secure overwhelming dominance in politics, economics, military affairs, and culture.

Whether this referendum is part of that same kind of maneuvering is unclear, but it certainly felt like quintessential British unpredictability.

Another point. What makes 'Distant Cambridge' fascinating is its exploration of the very essence of "humor," the source of Britishness. Fujiwara ultimately defines "humor" as the attitude of "stepping outside the situation," the 여유 to "maintain distance without becoming immersed in the subject." He interprets it as the wisdom to laugh off life's absurdities and sorrows without sinking into gloomy pessimism. Though published in the early 1990s when Britain was grappling with the "British disease" and economic conditions differed significantly from today, the appeal of this analysis of "humor" remains undimmed.

Adrian J. Slywotzky, one of history's most renowned consultants, once answered a magazine interview question about the common trait among top consultants: "A sense of humor." I was surprised that a strategic consultant, the very embodiment of "logical," would say such a thing! But surely, he wanted to convey the importance of relaxing and "stepping back from the situation" in the business world, where people tend to take things too seriously.

In my previous column, I wrote that "knowledge" is "information" plus "meaning," and "wisdom" is knowledge plus "humor." This is purely a personal interest, but I want to explore more deeply the relationship between this very "wisdom" and business – something that is neither mere information nor knowledge.

For instance, creating innovation requires an excellent "vision." But are the "visions" currently pointed out by company leaders sufficiently humorous? Aren't they perhaps overly serious? Isn't the kind of wisdom needed one that allows you to "step back and maintain distance from the subject," laughing off the pessimism that often drifts through business environments...

It took ten years from gaining the insight that "the mechanisms for fostering innovation (the SECI model in management studies) and the advertising industry's approach share affinity" to publishing 'How to Create Concepts'. I intend to persistently explore "vision and humor" as well, hoping someday to share the results with you all.

Long ago, on my first trip to England, I was shocked by the "spinach" displayed at the greengrocer's. It was limp and floppy. Not a shred of freshness remained. The common belief that "British food is terrible" flashed through my mind. Yet, today, several British dishes have become staples in my home. One is trifle. A dessert where sponge cake soaked in fruit juice and colorful fruits are enjoyed with whipped cream and custard cream – well, it simply couldn't be bad.

After a big night of drinking at a home party, finishing off with trifle instead of ramen? It's absolutely delicious. Britain really is something else!

Please, help yourself!