Reflecting on Public Relations in Japan ―Toward a New Dimension― Reconstructing PR Theory―②

Following the previous session, we welcomed Mr. Seiya Igari—known for his seminal work 'Public Relations in Japan: From the South Manchuria Railway to CSR'—as our guest. Together with Mr. Sadashige Aoki, who has proposed corporate cultural From the South Manchuria Railway to CSR." Together with Mr. Sadashige Aoki, who has proposed corporate cultural power through research on corporate communication and branding, they looked back on the history and discussed the importance of public relations as corporate communication, along with challenges and prospects for its theoretical reconstruction.

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What is Communication?

Aoki: German philosopher Jürgen Habermas speaks of communicative reason or dialogical reason. He emphasizes the importance of deliberation and discussion.

Igari: I believe it's crucial that what emerges from thoughtful discussion feeds back into further deliberation, creating a spiral. For instance, in many companies, meetings often become mere reporting sessions where participants bring data stored on their computers or newspaper clippings, rather than true communication. I recall hearing about a small business owner who said, "Don't bring your computers to meetings; discuss more."

Aoki: Ironically, one of the first things Apple founder Steve Jobs did upon returning to Apple was to abolish PowerPoint presentations. Especially during heated product meetings, slides became completely one-way communication. So, he reportedly brought in a whiteboard and placed mock-ups of the product designs right in front of everyone to facilitate discussion.

These liaison meetings are exactly like military briefings—the idea is to unilaterally convey something and then it's over. Even in marketing and management, this military mindset is strong, using terms like "information," "strategy," and "target." The higher up you go, the more it resembles a military command meeting, where reports are approved and that's the end of it. With this approach, it's hard for the PR department to become the central hub for dialogue-driven communication, isn't it?

Inagari: I once heard from someone in a government agency that the higher up the meeting level, the less it becomes a substantive discussion. Instead, it turns into a debate about mutual debts and credits, like "Last time we conceded, so this time you have to let us push our point through." It often devolves into a matter of "saving face" rather than addressing the core issues (laughs).

Aoki: The entrepreneurial spirit isn't exclusively the domain of Silicon Valley in America. Companies like Sony and Honda started as small town factories, yet they envisioned the world, drove innovation, and built the foundation of Japan. I believe the fundamental driving force behind that innovation was dialogue and conversation.

Igari: The shift from industrial capitalism to financial capitalism made information decisive, turning it into a world where problems aren't discussed anymore. It's become a case of "if you have well-informed experts and sharp leaders, that's enough." In contrast, in manufacturing-based industrial capitalism, conversation and dialogue were the driving force for harnessing the power of the collective.

Aoki: Whether it was Sony or Honda, the personality and way of life of the executives permeated the organization. Even when trying to systematize things, there was always this human element that transcended the system. The difference between information and communication might lie in whether or not human character and way of life are present.

In linguistic philosophy, communication is categorized into two types: constative (factual confirmation) and performative (action execution). Constative corresponds to information, while performative is interpreted as the exchange of relational bonds and emotional/spiritual connections between people. I feel this also applies to corporate communication. Relationships, I believe, involve creating a kind of shared value community between customers and the company. What makes this possible, I think, is performative communication.

Inagari: There used to be something like a Sony culture or a Toyota culture. However, as society has gradually become more impersonal, it feels like you hear the same language no matter which company you talk to. That sense of individuality, or rather, that human warmth in communication, has disappeared.

In his book Theory of Modern Society, Sosuke Mita argues that while production supremacy causes pollution and resource problems, these can be solved through informatization and consumerization. This echoes ideas from thinkers like Jean Baudrillard, suggesting that a culture of dialogue must become the foundation of a consumer society.

The Productivity of Communication

Igari: Communication on platforms like Twitter has become extremely brief. I seriously doubt this can foster genuine dialogue.

Aoki: I think IT advancement is more effective at streamlining and making the circulation of information more convenient than at fostering communication itself, and this trend is progressing in an extremely extreme form. What surprised me recently when looking at young people's LINE usage is that they don't even write text anymore; they communicate using stickers. I find myself wondering if that can truly be called dialogue.

Inokari: Some say Twitter culture fosters a kind of democracy, but I feel Twitter might serve as a tool for propaganda, not for building relationships.

Aoki: Of course, I don't mean to dismiss it entirely. I think it's fine to use it in various ways, considering the time, place, and occasion. Communication shouldn't work without a certain practical wisdom—like knowing when to speak face-to-face, or when to use a computer versus a phone for emails. But it's hard to get today's young people to understand that.

Igari: Cultivating a culture of dialogue in society is extremely difficult, but I believe creating spaces is crucial. On a personal note, I started a book club with neighbors where we bring books we've read and discuss them together. The first meeting had six or seven people, the second about ten, and the conversations flowed quite warmly and amicably. While we haven't reached the point of heated debates, I think it's important that such conversations naturally occur within the community.

The same applies within companies and various groups. It's possible to devise ways to foster a certain relaxed form of communication. Public relations shouldn't just be about social contribution; it must become a source of communication that creates that kind of atmosphere.

Aoki: Exactly. It's the absolute foundation for building Employee Relations (ER). It's not just about setting up a PR office, circulating information via internal email, and considering the job done once the message is delivered. The PR department needs to take the lead in initiating diverse communication methods among employees.

Igari: I recall hearing about a major corporation that reinstated its dormitory system for new hires about four or five years ago, which had been discontinued. It reportedly had a positive impact on the company atmosphere. Another example was a monthly beer party initiated by the president, held in the cafeteria around 6 PM on Fridays. Rather than avoiding it because the president was present, young employees felt encouraged to speak up in such a setting, and it reportedly had a very positive effect.

Aoki: No matter how much IT advances, human connections ultimately come down to face-to-face interaction, right? CyberAgent's president, Fujita (Susumu), wrote in his book 'Entrepreneur' that adopting Japanese-style management, which aims for lifetime employment, worked incredibly well for them. The old personnel system functioned effectively in helping employees share values and unite towards a single direction. While the company later transformed into a media enterprise by generating significant profits with its cutting-edge Ameba Blog, at a certain stage, Japanese-style management actually proved to be a universal principle that still holds validity.

Inagari: I believe it's crucial to better grasp the productivity inherent in communication and embed it within organizational culture. Whether in small or large organizations, I think constant dialogue actually leads to significant productivity gains.

Aoki: If PR staff carry that passion and actively engage in interpersonal communication without hesitation, that atmosphere, emotional connection, and image will gradually permeate the entire company.

Inagari: That's how it becomes corporate culture. If people start saying, "The employees at that company are pleasant," or "Talking to them is enjoyable and helpful," then others will naturally want their own company to be like that. It's not about doing anything overly complicated; it's crucial to cultivate a certain culture born from conversation and dialogue.

Aoki: That applies to using social media too, doesn't it?

Inagari: I agree.

Aoki: Lawson's mascot character, "Akiko-chan," is incredibly popular, apparently having millions of friends on social media. It was consciously designed for dialogue with people inside and outside the company. When she debuted, she only had a back view and no face. By asking people, "What do you think Lawson's female clerks look like?" and engaging in that dialogue, she gained a face and became a star.

This couldn't happen in a rigid, bureaucratic organization. They'd just end up trying to use some famous designer or illustrator.

Inagari: Moreover, corporate culture permeates various aspects, but each company's individuality should be distinct.

Aoki: Conversely, if they weren't different, we wouldn't be able to choose. If every company offered exactly the same value as the top players, it would be an unsettling totalitarian society. I want companies to all assert their own distinct values. In English, it's called integrity. I translate it as "admirable consistency." I believe that when a company's beliefs, goals, vision, and actions align, that becomes its appeal.

[ Continued in Part 3 ]

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*The full text is available on the Hideo Yoshida Memorial Foundation website.