Japan Best Quotes

The trick was to refuse to allow your pain to prevent you from living honorably. In Japan, she said, a person learned not to complain or be distracted by suffering. To persevere was always a reflection of the state of one’s inner life, one’s philosophy, and one’s perspective. It was best to accept old age, death, injustice, hardship – all of these were part of living

Water beneath me, water above me, water in me--I was water. How appropriate that the one definition of the Japanese character for my name was "rain." I, too, was precious and copious, inoffensive and deadly, silent and raucous, joyous and despicable, live-giving and corrosive, pure and grasping, patient and insidious, musical and off-key--but more than any of that, and beyond all those things, I was invulnerable. ...From the heights and depths of my diluvian life, I knew that I was rain and rain was rapture. Some realised it would be best to accept me, let me overwhelm them, let me be who I was. There was no greater luxury than to fall to earth, in sprinkles or in buckets, lashing faces and drenching countryside, swelling sources and overflowing rivers, spoiling weddings and consecrating burials, the blesssing and curse of the skies. My rainy childhood thrived in Japan like a fish in water. Tired of my unending passion for my element, Nishio-san would finally call to me, "Out of the lake! You'll dissolve!" Too late. I had dissolved long before.

To appreciate the best opportunity for attack and defence, you must fully understand the rhythm of movement. (Page 28).

In contrast to what many people in Britain and the United States believe, the true figures on growth (as best one can judge from official national accounts data) show that Britain and the United States have not grown any more rapidly since 1980 than Germany, France, Japan, Denmark, or Sweden. In other words, the reduction of top marginal income tax rates and the rise of top incomes do not seem to have stimulated productivity (contrary to the predictions of supply-side theory) or at any rate did not stimulate productivity enough to be statistically detectable at the macro level.

She was always saying things like that but I let her be my best friend anyway.

I have never been to Japan. I have never been to India, or to Morocco, or to Germany, or to most of the places Arthur Less has traveled to over the past few months. I have never climbed an ancient pyramid. I have never kissed a man on a Paris rooftop. I have never ridden a camel. I have taught a high school English class for the best part of a decade, and graded homework every night, and woken up early in the morning to plan my lessons, and read and reread Shakespeare, and sat through enough conferences and meetings for even those in Purgatory to envy me. I have never seen a glowworm. I do not, by any reckoning, have the best life of anyone I know. But what I am trying to tell you (and I only have a moment), what I have been trying to tell you this whole time, is that from where I sit, the story of Arthur Less is not so bad. Because it is also mine. That is how it goes with love stories.

Perhaps in Vanity Fair there are no better satires than letters. Take a bundle of your dear friend’s of ten years back—your dear friend whom you hate now. Look at a file of your sister’s! How you clung to each other till you quarreled about the twenty-pound legacy! Get down the round-hand scrawls of your son who has half broken your heart with selfish undutifulness since; or a parcel of your own, breathing endless ardour and love eternal, which were sent back by your mistress when she married the Nabob—your mistress for whom you now care no more than for Queen Elizabeth. Vows, love, promises, confidences, gratitude; how queerly they read after a while! There ought to be a law in Vanity Fair ordering the destruction of every written document (except receipted tradesmen’s bills) after a certain brief and proper interval. Those quacks and misanthropes who advertise indelible Japan ink should be made to perish along with their wicked discoveries. The best ink for Vanity Fair use would be one that faded utterly in a couple of days, and left the paper clean and blank, so that you might write on it to somebody else

But now, where the spirit of the Western nationalism prevails, the whole people is being taught from boyhood to foster hatreds and ambitions by all kinds of means—by the manufacture of half-truths and untruths in history, by persistent misrepresentation of other races and the culture of unfavourable sentiments towards them, by setting up memorials of events, very often false, which for the sake of humanity should be speedily forgotten, thus continually brewing evil menace towards neighbours and nations other than their own. This is poisoning the very fountainhead of humanity. It is discrediting the ideals, which were born of the lives of men who were our greatest and best. It is holding up gigantic selfishness as the one universal religion for all nations of the world.

The best way to learn Japanese is to be born as a Japanese baby, in Japan, raised by a Japanese family.

The best we could do in this life was to pass through it, like smoke through the branches, suffering, until we either reached the state of nothingness, or else suffered elsewhere.

Hirota feels strongly drawn toward nature and the natural, is hyper-sensitive to the artificial—particularly that most cramped and constraining man-made creation, society—and does his best to avoid it.

Not being able to see this, culture-based explanations for economic development have usually been little more than ex post facto justifications based on a 20/20 hindsight vision. So, in the early days of capitalism, when most economically successful countries happened to be Protestant Christian, many people argued that Protestantism was uniquely suited to economic development. When Catholic France, Italy, Austria and southern Germany developed rapidly, particularly after the Second World War, Christianity, rather than Protestantism, became the magic culture. Until Japan became rich, many people thought East Asia had not developed because of Confucianism. But when Japan succeeded, this thesis was revised to say that Japan was developing so fast because its unique form of Confucianism emphasized co-operation over individual edification, which the Chinese and Korean versions allegedly valued more highly. And then Hong Kong, Singapore, Taiwan and Korea also started doing well, so this judgement about the different varieties of Confucianism was forgotten. Indeed, Confucianism as a whole suddenly became the best culture for development because it emphasized hard work, saving, education and submission to authority. Today, when we see Muslim Malaysia and Indonesia, Buddhist Thailand and even Hindu India doing well economically, we can soon expect to encounter new theories that will trumpet how uniquely all these cultures are suited for economic development (and how their authors have known about it all along).

A common error of western commentators who seek to interpret Islamism sympathetically is to view it as a form of localised resistance to globalisation. In fact, Islamism is also a universalist political project. Along with Neoliberals and Marxists, Islamists are participants in a dispute about how the world as whole is to be governed. None is ready to entertain the possibility that it should always contain a diversity of regimes. On this point, they differ from non-western traditions of thinking in India, China and Japan, which are much more restrained in making universal claims. In their unshakeable faith that one way of living is best for all humankind, the chief protagonists in the dispute about political Islam belong to a way of thinking that is quintessentially western. As in Cold War times, we are led to believe we are locked in a clash of civilisations: the West against the rest. In truth, the ideologues of political Islam are western voices, no less than Marx or Hayek. The struggle with radical Islam is yet another western family quarrel.

Yes," I continued, "I discovered this model recently and her style never fails to be mathematically perfect. She seems to come by it naturally. As if she were born resonant. I notice Japanese models tend to do this. Like I said, they seem to have resonance somewhere deep in their culture. But Yuri Nakagawa, she's the best I've ever seen. The best model, with the most powerful resonance. I need her to probe deeper into this profound mathematical instinct, which I call resonance.

Things don't always go to plan, no matter what your circumstances. But the flip side is all the unexpected, wonderful things that you could never have imagined happening. Ultimately it's all for the best that many things don't turn out the way we hoped. Try not to think of upset plans or schedules as personal failures or bad luck. If you can do that, you can change your own self and your life overall.

Wherever fate lands you, you look for something interesting and enjoy it as best as you can. Maybe that's what makes life interesting.

It seems like the best escape games come from Japan for some reason. It makes me proud.

The institution of a leisure class is found in its best development at the higher stages of the barbarian culture; as, for instance, in feudal Europe or feudal Japan.

Japan is probably the best... example of the abandonment of an ancient and nature-oriented ethos for the spirit of progress, Western style.

Meiji Japan's two best-known entrepreneurs, Iwasaki Yatar (1835-85), the founder of Mitsubishi... came from this type of peasant-samurai background.

People are always complaining that American culture has conquered the world. In fact, British culture probably remains more dominant. This fading midsize island has kept a bizarre grip on the global imagination. It’s not only their sports that the Brits have exported. The world’s six best-selling novels of the past hundred years are all British: four Harry Potters, one Agatha Christie, and one J. R. R. Tolkien. The world’s best-selling band ever is the Beatles. And the sports league with the biggest global impact is surely the Premier League.

Of course, there’s no clear line between who creates wealth and who shifts it. Lots of jobs do both. There’s no denying that the financial sector can contribute to our wealth and grease the wheels of other sectors in the process. Banks can help to spread risks and back people with bright ideas. And yet, these days, banks have become so big that much of what they do is merely shuffle wealth around, or even destroy it. Instead of growing the pie, the explosive expansion of the banking sector has increased the share it serves itself.4 Or take the legal profession. It goes without saying that the rule of law is necessary for a country to prosper. But now that the U.S. has seventeen times the number of lawyers per capita as Japan, does that make American rule of law seventeen times as effective?5 Or Americans seventeen times as protected? Far from it. Some law firms even make a practice of buying up patents for products they have no intention of producing, purely to enable them to sue people for patent infringement. Bizarrely, it’s precisely the jobs that shift money around – creating next to nothing of tangible value – that net the best salaries. It’s a fascinating, paradoxical state of affairs. How is it possible that all those agents of prosperity – the teachers, the police officers, the nurses – are paid so poorly, while the unimportant, superfluous, and even destructive shifters do so well?

The theory of the “wisdom of crowds” says that if you aggregate many different opinions from a diverse group of people, you are much more likely to arrive at the best opinion than if you just listen to one specialist.

. . . Japan has a fundamental problem with information itself: it’s often lacking, and when it does exist, is fuzzy at its best, bogus at its worst. In this respect, Japan’s traditional culture stands squarely at odds with modernity—and the problem will persist. The issue of hidden or falsified information strikes at such deeply rooted social attitudes that the nation may never entirely come to grips with it. Because of this, one may confidently predict that in the coming decades Japan will continue to have trouble digesting new ideas from abroad—and will find it more and more difficult to manage its own increasingly baroque and byzantine internal systems.

Perhaps in Vanity Fair there are no better satires than letters. Take a bundle of your dear friend's of ten years back--your dear friend whom you hate now. Look at a file of your sister's: how you clung to each other till you quarrelled about the twenty-pound legacy! Get down the roundhand scrawls of your son who has half broken your heart with selfish undutifulness since; or a parcel of your own, breathing endless ardour and love eternal, which were sent back by your mistress when she married the nabob--your mistress for whom you now care no more than for Queen Elizabeth. Vows, love, promises, confidences, gratitude, how queerly they read after a while! There ought to be a law in Vanity Fair ordering the destruction of every written document (except receipted tradesmen's bills) after a certain brief and proper interval. Those quacks and misanthropes who advertise indelible Japan ink, should be made to perish along with their wicked discoveries. The best ink for Vanity Fair use would be one that faded utterly in a couple of days, and left the paper clean and blank, so that you might write on it to somebody else.

Dumb-bunnies think that if they don’t understand the dharma or memorize it, then there’s no benefit to even hearing it. They think that the best thing is to pursue knowledge and that if they forget what they’ve learned they might as well not have learned it at all.

There is no ultimate arbiter of right or wrong. In the whole vast universe, there is nobody who knows what you should do in any given situation any better than you do — not your mom and dad, not your best friend Alice, not the president or the pope, and certainly not God.

It happened to me. And I'll never forget it. Back when I was in the sixth grade, my whole family went out to go watch a baseball game at the stadium. I didn't really care about baseball, but I was surprised by what I saw when we got there. Everywhere I looked, I saw people. On the other side of the stadium, the people looked so small, like little moving grains of rice. It was so crowded. I thought that everyone in Japan had to be packed in there. So I turned to my dad and asked him, "Do you know how many people are here right now"? He said since the stadium was full, probably fifty thousand. After the game, the street was filled with people and I was really shocked to see that, too. To me, it seemed like there was a ton of people there. But then, I realized it could only be a tiny fraction of all the people in Japan. When I got home, I pulled out my calculator. In social studies, I'd learned that the population of Japan was a hundred some odd million. So I divided that by fifty thousand. The answer was one two-thousandth. That shocked me even more. I was only one little person in that big crowded stadium filled with people, and believe me, there were so many people there, but it was just a handful of the entire population. Up till then, I always thought that I was, I don't know, kind of a special person. It was fun to be with my family. I had fun with my classmates. And the school that I was going to, it had just about the most interesting people anywhere. But that night, I realized it wasn't true. All the stuff we did during class that I thought was so fun and cool, was probably happening just like that in classes in other schools all over Japan. There was nothing special about my school at all. When I realized that, it suddenly felt like the whole world around me started to fade into a dull gray void. Brushing my teeth and going to sleep at night, waking up and eating breakfast in the morning, that stuff happened all over the place. They were everyday things that everybody was doing. When I thought about it like that, everything became boring. If there's really that many people in the world, then there had to be someone who wasn't ordinary. There had to be someone who was living an interesting life. There just had to be. But why wasn't I that person? So, that's how I felt till I finished elementary school. And then I had another realization. I realized fun things wouldn't come my way just by waiting for them. I thought when I got into junior high, it was time for me to make a change. I'd let the world know I wasn't a girl who was happy sitting around waiting. And I've done my best to become that person. But in the end, nothing happened. More time went by and before I knew it, I was in high school. I thought that something would change.

IT IS HARD to think of many democracies that were not born in some manner out of war, violence, or coercion—beginning with the first example of Cleisthenic Athens in 507 B.C., and including our own revolution in 1776. The best examples are those of the twentieth century, when many of the most successful present-day constitutional governments were epiphenomena of war, imposed by the victors or coalition partners, as we have seen in the cases of Germany, Japan, Italy, South Korea, and more recently Grenada, Liberia, Panama, Serbia—and Afghanistan and Iraq.

Here you had the top professional soldier in Japan, and to think he didn’t know how to kill himself with a gun! They took him straight to the hospital, he got the best care the American medical team could give him, recovered, then was tried and hanged. It’s a terrible way to die.

Dr. Chanter, in his brilliant History of Human Thought in the Twentieth Century, has made the suggestion that only a very small proportion of people are capable of acquiring new ideas of political or social behaviour after they are twenty-five years old. On the other hand, few people become directive in these matters until they are between forty and fifty. Then they prevail for twenty years or more. The conduct of public affairs therefore is necessarily twenty years or more behind the living thought of the times. This is what Dr. Chanter calls the "delayed realisation of ideas". In the less hurried past this had not been of any great importance, but in the violent crises of the Revolutionary Period it became a primary fact. It is evident now that whatever the emergency, however obvious the new problem before our species in the nineteen-twenties, it was necessary for the whole generation that had learned nothing and could learn nothing from the Great War and its sequelae, to die out before any rational handling of world affairs could even begin. The cream of the youth of the war years had been killed; a stratum of men already middle-aged remained in control, whose ideas had already set before the Great War. It was, says Chanter, an inescapable phase. The world of the Frightened Thirties and the Brigand Forties was under the dominion of a generation of unteachable, obstinately obstructive men, blinded men, miseducating, misleading the baffled younger people for completely superseded ends. If they could have had their way, they would have blinded the whole world for ever. But the blinding was inadequate, and by the Fifties all this generation and its teachings and traditions were passing away, like a smoke-screen blown aside. Before a few years had passed it was already incredible that in the twenties and thirties of the twentieth century the whole political life of the world was still running upon the idea of competitive sovereign empires and states. Men of quite outstanding intelligence were still planning and scheming for the "hegemony" of Britain or France or Germany or Japan; they were still moving their armies and navies and air forces and making their combinations and alliances upon the dissolving chess-board of terrestrial reality. Nothing happened as they had planned it; nothing worked out as they desired; but still with a stupefying inertia they persisted. They launched armies, they starved and massacred populations. They were like a veterinary surgeon who suddenly finds he is operating upon a human being, and with a sort of blind helplessness cuts and slashes more and more desperately, according to the best equestrian rules. The history of European diplomacy between 1914 and 1944 seems now so consistent a record of incredible insincerity that it stuns the modern mind. At the time it seemed rational behaviour. It did not seem insincere. The biographical material of the period -- and these governing-class people kept themselves in countenance very largely by writing and reading each other's biographies -- the collected letters, the collected speeches, the sapient observations of the leading figures make tedious reading, but they enable the intelligent student to realise the persistence of small-society values in that swiftly expanding scene. Those values had to die out. There was no other way of escaping from them, and so, slowly and horribly, that phase of the moribund sovereign states concluded.

It was a curious thing, said the private tutor; one of those grotesque and whimsical incidents which occur to one as one goes through life. I lost the best situation which I am ever likely to have through it. But I am glad that I went to Thorpe Place, for I gained — well, as I tell you the story you will learn what I gained.

Virtually every news source lists the greater number of Palestinians killed in Arab-Israeli wars in order to depict the Israelis as guilty (of ‘disproportionate response’). Had similar reporting taken place during World War II, the Western Allies would have been deemed the villains since Germany and Japan lost far more civilians than America or Britain.

Selling is hard to teach because it is about what exists in your head and what goes on in your whole life. The objective in sales becomes the same as that in the rest of your life, to respect others and do best for them. Then you don't have to be a salesperson about what you do. Selling becomes an activity consistent with who you are. (From Mrs. Shibata the top salesperson in Japan)

Because Japan had no defense industry, he knew, and not even an airplane industry, the best engineers of a generation were being funneled into other, seemingly more prosaic sectors, like automobiles, for example, and steel. These industries, which in America were having increasing difficulty competing for top engineers, were getting the absolute cream in Japan. This advantage in talent was already making a considerable difference, Hayashi believed, as Japan’s heavy industries began to compete in the world’s markets.

The best-known sign of the success of state Shinto is the fact that Japan was the first power to develop and use precision-guided missiles. Decades before the United States fielded the smart bomb, and at a time when Nazi Germany was only beginning to deploy dumb V-2 rockets, Japan sank dozens of allied ships with precision-guided missiles—better known as kamikaze. Whereas in present-day precision-guided munitions the guidance is provided by computers, the kamikaze were ordinary airplanes loaded with explosives and guided by human pilots willing to go on one-way missions.

Perhaps the best example for the continuing power and importance of traditional religions in the modern world comes from Japan. In 1853 an American fleet forced Japan to open itself to the modern world. In response, the Japanese state embarked on a rapid and extremely successful process of modernisation. Within a few decades, it became a powerful bureaucratic state relying on science, capitalism and the latest military technology to defeat China and Russia, occupy Taiwan and Korea, and ultimately sink the American fleet at Pearl Harbor and destroy the European empires in the Far East. Yet Japan did not copy blindly the Western blueprint. It was fiercely determined to protect its unique identity, and to ensure that modern Japanese will be loyal to Japan rather than to science, to modernity, or to some nebulous global community. To that end, Japan upheld the native religion of Shinto as the cornerstone of Japanese identity. In truth, the Japanese state reinvented Shinto. Traditional Shinto was a hodge-podge of animist beliefs in various deities, spirits and ghosts, and every village and temple had its own favourite spirits and local customs. In the late nineteenth century and early twentieth century, the Japanese state created an official version of Shinto, while discouraging many local traditions. This ‘State Shinto’ was fused with very modern ideas of nationality and race, which the Japanese elite picked from the European imperialists. Any element in Buddhism, Confucianism and the samurai feudal ethos that could be helpful in cementing loyalty to the state was added to the mix. To top it all, State Shinto enshrined as its supreme principle the worship of the Japanese emperor, who was considered a direct descendant of the sun goddess Amaterasu, and himself no less than a living god.

Have you swallowed all that war stuff?" "No, of course I--" I was so committed to refuting him that I had half-denied the charge before I understood it; now my eyes swung back to his face. "All what war stuff?" "All that stuff about there being a war." "I don't think I get what you mean." "Do you really think that the United States of America is in a state of war with Nazi Germany and Imperial Japan?" "Do I really think..." My voice trailed off. He stood up, his weight on the good leg, the other resting lightly on the floor in front of him. "Don't be a sap," he gazed with cool self-possession at me, "there isn't any war." "I know why you're talking like this," I said, struggling to keep up with him. "Now I understand. You're still under the influence of some medicinal drug." "No, you are. Everybody is." He pivoted so that he was facing directly at me. "That's what this whole war story is. A medicinal drug. Listen, did you ever hear of the 'Roaring Twenties'?" I nodded very slowly and cautiously. "When they all drank bathtub gin and everybody who was young did just was they wanted?" "Yes." "Well, what happened was that they didn't like that, the preachers and the old ladies and all the stuffed shirts. So then they tried Prohibition and everybody just got drunker, so then they really got desperate and arranged the Depression. That kept the people who were young in the thirties in their places. But they couldn't use that trick forever, so for us in the forties they've cooked up this war fake." "Who are 'they' anyway?" "The fat old men who don't want us crowding them out of their jobs. They've made it all up. There isn't any real food shortage, for instance. The men have all the best steaks delivered to their clubs now. You've noticed how they've been getting fatter lately, haven't you?

Those that do best for their citizens in quality of life, from education and medical care to crime control and collective self-esteem, also have the lowest income differential between the wealthiest and poorest citizens. Among twenty-three of the world’s wealthiest countries and individual U.S. states, according to an analysis in 2009 by Richard Wilkinson and Kate Pickett, Japan, the Nordic countries, and the U.S. state of New Hampshire have both the narrowest wealth differential and the highest average quality of life. At the bottom are the United Kingdom, Portugal, and the remainder of the United States.

Oh I like that,” says Waverhouse, “that’s a very well-turned phrase. Sneaze, you’ve got talent, real literary talent. And the next stanza?” “Is the Spirit of Japan triangular? Is it, do you think, a square? Why no indeed! As the words themselves Explicitly declare, It’s an airy, fairy, spiritual thing And things that close to God Can’t be defined in a formula Or measured with a measuring-rod.” “It’s certainly an interesting composition and most unusual in that, defying tradition, it has a strong didactic element. But don’t you think it contains too many Spirits of Japan. One can have,” says Beauchamp mildly, “too much of the best of things.

What happened? Many things. But the overriding problem was this: The auto industry got too comfortable. As Intel cofounder Andy Grove once famously proclaimed, “Only the paranoid survive.” Success, he meant, is fragile—and perfection, fleeting. The moment you begin to take success for granted is the moment a competitor lunges for your jugular. Auto industry executives, to say the least, were not paranoid. Instead of listening to a customer base that wanted smaller, more fuel-efficient cars, the auto executives built bigger and bigger. Instead of taking seriously new competition from Japan, they staunchly insisted (both to themselves and to their customers) that MADE IN THE USA automatically meant “best in the world.” Instead of trying to learn from their competitors’ new methods of “lean manufacturing,” they clung stubbornly to their decades-old practices. Instead of rewarding the best people in the organization and firing the worst, they promoted on the basis of longevity and nepotism. Instead of moving quickly to keep up with the changing market, executives willingly embraced “death by committee.” Ross Perot once quipped that if a man saw a snake on the factory floor at GM, they’d form a committee to analyze whether they should kill it. Easy success had transformed the American auto

The art department proper I thought much inferior to that of the Tokyo Exhibition of 1890. Fine things there were, but few. Evidence, perhaps, of the eagerness with which the nation is turning all its energies and talents in directions where money is to be made; for in those larger departments where art is combined with industry,—such as ceramics, enamels, inlaid work, embroideries,—no finer and costlier work could ever have been shown. Indeed, the high value of certain articles on display suggested a reply to a Japanese friend who observed, thoughtfully, "If China adopts Western industrial methods, she will be able to underbid us in all the markets of the world." "Perhaps in cheap production," I made answer. "But there is no reason why Japan should depend wholly upon cheapness of production. I think she may rely more securely upon her superiority in art and good taste. The art-genius of a people may have a special value against which all competition by cheap labor is vain. Among Western nations, France offers an example. Her wealth is not due to her ability to underbid her neighbors. Her goods are the dearest in the world: she deals in things of luxury and beauty. But they sell in all civilized countries because they are the best of their kind. Why should not Japan become the France of the Further East?

This is a brilliant application of the Law: Use surrender to gain access to your enemy. Learn his ways, insinuate yourself with him slowly, outwardly conform to his customs, but inwardly maintain your own culture. Eventually you will emerge victorious, for while he considers you weak and inferior, and takes no precautions against you, you are using the time to catch up and surpass him. This soft, permeable form of invasion is often the best, for the enemy has nothing to react against, prepare for, or resist. And had Japan resisted Western influence by force, it might well have suffered a devastating invasion that would have permanently altered its culture.

Researchers at Shanghai Jiao Tong University in China, Saga University in Japan, and the University of California, Davis, proposed creating an artificial inorganic leaf modeled on the real thing. They took a leaf of Anemone vitifolia, a plant native to China, and injected its veins with titanium dioxide-a well-known industrial photocatalyst. By taking on the precise branching shape and structure of the leaf's veins, the titanium dioxide produced much higher light-harvesting ability than if ti was used in a traditional configuration. The researchers found an astounding 800 percent increase in hydrogen production as well. The total performance was 300 percent more active than the world's best commercial photocatalysts. When they added platinum nanoparticles to the mix, it increased activity by a further 1,000 percent.

White bread in Japan is a steroidal megaloaf called shokupan. Brioche-like and great for toasting, shokupan is sold in bags of four, six, or eight perfectly square slices, without heels. Where do the heels go? Out back with the imperfect vegetables? I bought shokupan several times before figuring out why the four-, six, and eight-slice sacks all sold for the same price. It's the same loaf, cut into thicker or thinner slices. Eight-slice shokupan is similar in thickness to Wonder bread. Six-slice shokupan is like what we buy in Seattle as Texas Toast (the fresh kind, not the frozen garlic bread). A piece of four-slice shokupan is like a Stephen King paperback. It would make a slot toaster cry out in pain. Iris and I liked the six-slice bread best and usually ate it toasted with melted butter and a sprinkle of sea salt.

This unusual television moment received much international attention, as did another CNN interview in which I displayed a large map of the Middle East. I “walked” through the Arab countries from Morocco to the Indian Ocean with the open palms of my hands. Then I covered Israel with my thumb.10 For many used to seeing the map of Israel alone on a full screen, a great Israeli Goliath “oppressing” the small Palestinian David, this demonstration came as a shock. It was Israel that was David. This was the best way I could think of to convey that the Arab world was hundreds of times the size of Israel. These interviews may have been seen by some unlikely viewers. When visiting Japan that year, singer Perry Como was asked by the Japanese government how to improve Japan’s image in the United States. He suggested they hire my services.

Fresh seafood stock made from shrimp and crab... It's hot and spicy- and at the same time, mellow and savory! Visions of lush mountains, cool springs and the vast ocean instantly come to mind! She brought out the very best flavors of each and every ingredient she used! "I started with the fresh fish and veggies you had on hand... ... and then simmered them in a stock I made from seafood trimmings until they were tender. Then I added fresh shrimp and let it simmer... seasoning it with a special blend I made from spices, herbs like thyme and bay leaves, and a base of Worcestershire sauce. I snuck in a dash of soy sauce, too, to tie the Japanese ingredients together with the European spices I used. Overall, I think I managed to make a curry sauce that is mellow enough for children to enjoy and yet flavorful enough for adults to love!" "Yum! Good stuff!" "What a surprise! To take the ingredients we use here every day and to create something out of left field like this!" "You got that right! This is a really delicious dish, no two ways about it. But what's got me confused... ... is why it seems to have hit him way harder than any of us! What on earth is going on?!" This... this dish. It... it tastes just like home! It looks like curry, but it ain't! It's gumbo!" Gumbo is a family dish famously served in the American South along the shores of the Gulf of Mexico. A thick and spicy stew, it's generally served over steamed rice. At first glance, it closely resembles Japan's take on curry... but the gumbo recipe doesn't call for curry powder. Its defining characteristic is that it uses okra as its thickener. *A possible origin for the word "gumbo" is the Bantu word for okra-Ngombu.*

Perhaps the best example for the continuing power and importance of traditional religions in the modern world comes from Japan. In 1853 an American fleet forced Japan to open itself to the modern world. In response, the Japanese state embarked on a rapid and extremely successful process of modernisation. Within a few decades, it became a powerful bureaucratic state relying on science, capitalism and the latest military technology to defeat China and Russia, occupy Taiwan and Korea, and ultimately sink the American fleet at Pearl Harbor and destroy the European empires in the Far East. Yet Japan did not copy blindly the Western blueprint. It was fiercely determined to protect its unique identity, and to ensure that modern Japanese will be loyal to “Japan rather than to science, to modernity, or to some nebulous global community. To that end, Japan upheld the native religion of Shinto as the cornerstone of Japanese identity. In truth, the Japanese state reinvented Shinto. Traditional Shinto was a hodge-podge of animist beliefs in various deities, spirits and ghosts, and every village and temple had its own favourite spirits and local customs. In the late nineteenth century and early twentieth century, the Japanese state created an official version of Shinto, while discouraging many local traditions. This ‘State Shinto’ was fused with very modern ideas of nationality and race, which the Japanese elite picked from the European imperialists. Any element in Buddhism, Confucianism and the samurai feudal ethos that could be helpful in cementing loyalty to the state was added to the mix. To top it all, State Shinto enshrined as its supreme principle the worship of the Japanese emperor, who was considered a direct descendant of the sun goddess Amaterasu, and himself no less than a living god.

Mattis and Gary Cohn had several quiet conversations about The Big Problem: The president did not understand the importance of allies overseas, the value of diplomacy or the relationship between the military, the economy and intelligence partnerships with foreign governments. They met for lunch at the Pentagon to develop an action plan. One cause of the problem was the president’s fervent belief that annual trade deficits of about $500 billion harmed the American economy. He was on a crusade to impose tariffs and quotas despite Cohn’s best efforts to educate him about the benefits of free trade. How could they convince and, in their frank view, educate the president? Cohn and Mattis realized they were nowhere close to persuading him. The Groundhog Day–like meetings on trade continued and the acrimony only grew. “Let’s get him over here to the Tank,” Mattis proposed. The Tank is the Pentagon’s secure meeting room for the Joint Chiefs of Staff. It might focus him. “Great idea,” Cohn said. “Let’s get him out of the White House.” No press; no TVs; no Madeleine Westerhout, Trump’s personal secretary, who worked within shouting distance of the Oval Office. There wouldn’t even be any looking out the window, because there were no windows in the Tank. Getting Trump out of his natural environment could do the trick. The idea was straight from the corporate playbook—a retreat or off-site meeting. They would get Trump to the Tank with his key national security and economic team to discuss worldwide strategic relations. Mattis and Cohn agreed. Together they would fight Trump on this. Trade wars or disruptions in the global markets could savage and undermine the precarious stability in the world. The threat could spill over to the military and intelligence community. Mattis couldn’t understand why the U.S. would want to pick a fight with allies, whether it was NATO, or friends in the Middle East, or Japan—or particularly with South Korea.

It’s worth pausing for a moment to meditate on what Tesla had accomplished. Musk had set out to make an electric car that did not suffer from any compromises. He did that. Then, using a form of entrepreneurial judo, he upended the decades of criticisms against electric cars. The Model S was not just the best electric car; it was best car, period, and the car people desired. America had not seen a successful car company since Chrysler emerged in 1925. Silicon Valley had done little of note in the automotive industry. Musk had never run a car factory before and was considered arrogant and amateurish by Detroit. Yet, one year after the Model S went on sale, Tesla had posted a profit, hit $562 million in quarterly revenue, raised its sales forecast, and become as valuable as Mazda Motor. Elon Musk had built the automotive equivalent of the iPhone. And car executives in Detroit, Japan, and Germany had only their crappy ads to watch as they pondered how such a thing had occurred.

A fleet of oil tankers carried oil from the Gulf Coast around Florida and up the Eastern Seaboard to supply Eastern cities and for transshipment to England and Europe. With the German declaration of war in alliance with Japan on 11 December 1941, Germany sent a small submarine force under Admiral and U-boat Commander Karl Dönitz to attack the vulnerable tankers. Dönitz had asked for twelve submarines. Hitler, giving priority at that time to Mediterranean support of his campaign in North Africa, awarded the admiral only five. Dönitz chose the best crews, and in the six weeks between 11 January and 28 February 1942, his U-boats working the American East Coast attacked no fewer than seventy-four tankers, sinking forty-six of them and damaging sixteen more.55 The submarines escaped unscathed. “Our U-boats are operating close inshore along the coast of the United States of America,” Dönitz reported, “so that bathers and sometimes entire coastal cities are witness to the drama of war, whose visual climaxes are constituted by the red glorioles of blazing tankers.

Unnecessary Creation gives you the freedom to explore new possibilities and follow impractical curiosities. Some of the most frustrated creative pros I’ve encountered are those who expect their day job to allow them to fully express their creativity and satisfy their curiosity. They push against the boundaries set by their manager or client and fret continuously that their best work never finds its way into the end product because of restrictions and compromises. A 2012 survey sponsored by Adobe revealed that nearly 75 percent of workers in the United States, United Kingdom, Germany, France, and Japan felt they weren’t living up to their creative potential. (In the United States, the number was closer to 82 percent!) Obviously, there’s a gap between what many creatives actually do each day and what they feel they are capable of doing given more resources or less bureaucracy. But those limitations aren’t likely to change in the context of an organization, where there is little tolerance for risk and resources are scarcer than ever. If day-to-day project work is the only work that you are engaging in, it follows that you’re going to get frustrated. To break the cycle, keep a running list of projects you’d like to attempt in your spare time, and set aside a specific time each week (or each day) to make progress on that list. Sometimes this feels very inefficient in the moment, especially when there are so many other urgent priorities screaming for your attention, but it can be a key part of keeping your creative energy flowing for your day-to-day work. You’ll also want to get a notebook to record questions that you’d like to pursue, ideas that you have, or experiments that you’d like to try. Then you can use your pre-defined Unnecessary Creation time to play with these ideas. As Steven Johnson explains in his book Where Good Ideas Come From, “A good idea is a network. A specific constellation of neurons—thousands of them—fire in sync with each other for the first time in your brain, and an idea pops into your consciousness. A new idea is a network of cells exploring the adjacent possible of connections that they can make in your mind.”18

To understand how seriously the people of Noto take the concept of waste, consider the fugu dilemma. Japanese blowfish, best known for its high toxicity, has been a staple of Noto cuisine for hundreds of years. During the late Meiji and early Edo periods, local cooks in Noto began to address a growing concern with fugu fabrication; namely, how to make use of the fish's deadly ovaries. Pregnant with enough poison to kill up to twenty people, the ovaries- like the toxic liver- had always been disposed of, but the cooks of Noto finally had enough of the waste and set out to crack the code of the toxic reproductive organs. Thus ensued a long, perilous period of experimentation. Locals rubbed ovaries in salt, then in nukamiso, a paste made from rice bran, and left them to ferment. Taste-testing the not-quite-detoxified fugu ovary was a lethal but necessary part of the process, and many years and many lives later, they arrived at a recipe that transformed the ovaries from a deadly disposable into an intensely flavored staple. Today pickled fugu ovaries remain one of Noto's most treasured delicacies.

With each new course, he offers up little bites of the ethos that drives his cooking, the tastes and the words playing off each other like a kaiseki echo chamber. Ark shell, a bulging, bright orange clam peeking out of its dark shell, barely cooked, dusted with seaweed salt. "To add things is easy; to take them away is the challenge." Bamboo, cut into wedges, boiled in mountain water and served in a wide, shallow bowl with nothing but the cooking liquid. "How can we make the ingredient taste more like itself?With heat, with water, with knifework." Tempura: a single large clam, cloaked in a pale, soft batter with more chew than crunch. The clam snaps under gentle pressure, releasing a warm ocean of umami. "I want to make a message to the guest: this is the best possible way to cook this ingredient." A meaty fillet of eel wrapped around a thumb of burdock root, glazed with soy and mirin, grilled until crispy: a three-bite explosion that leaves you desperate for more. "The meal must go up and down, following strong flavors with subtle flavors, setting the right tone for the diner." And it does, rising and falling, ebbing and flowing, until the last frothy drop of matcha is gone, signaling the end of the meal.

By the middle of the 17th century in Japan the concept of focus had evolved to a high level of sophistication and had taken on the psychological overtones that we will examine later in this chapter. In his classic on strategy, A Book of Five Rings (1645), the samurai who is best known in the West, Miyamoto Musashi, removed the concept from the physical world entirely by designating the spirit of the opponent as the focus: Do not even consider risking a decision by cold steel until you have defeated the enemy’s will to fight.59 This is a revealing statement by a man reported to have won some sixty bouts, virtually all of which ended in the death of his opponent (not surprising, when you consider that the samurai long sword, the tachi, was a four foot blade of steel, sharp as a modern razor, and strong enough to chop cleanly through a water pipe.) Once you accept Musashi’s dictum as a strategic principle, then you might ask how to carry it out, how to actually defeat the opponent’s spirit. Musashi was no mystic, and he grounded all his methods in real actions his students could take. We will encounter him and his techniques many times in this book. The ability to rapidly shift the focus of one’s efforts is a key element in how a smaller force defeats a larger, since it enables the smaller force to create and exploit opportunities before the larger force can marshal reinforcements.

Janie ran to my side, where she tugged at the book eagerly as though she'd seen it before. "Flower book," she said, pointing to the cover. "Where did you find Mummy's book?" Katherine asked, hovering near me. Cautiously, I revealed the book as I sat on the sofa. "Would you like to look at it with me?" I said, avoiding the question. Katherine nodded and the boys gathered round as I cracked the spine and thumbed through page after page of beautiful camellias, pressed and glued onto each page, with handwritten notes next to each. On the page that featured the 'Camellia reticulata,' a large, salmon-colored flower, she had written: 'Edward had this one brought in from China. It's fragile. I've given it the garden's best shade.' On the next page, near the 'Camellia sasanqua,' she wrote: 'A christmas gift from Edward and the children. This one will need extra love. It hardly survived the passage from Japan. I will spend the spring nursing it back to health.' On each page, there were meticulous notes about the care and feeding of the camellias- when she planted them, how often they were watered, fertilized, and pruned. In the right-hand corner of some pages, I noticed an unusual series of numbers. "What does that mean?" I asked the children. Nicholas shrugged. "This one was Mummy's favorite," he said, flipping to the last page in the book. I marveled at the pink-tipped white blossoms as my heart began to beat faster. The Middlebury Pink.

The hot case at a kombini features tonkatsu, fried chicken, menchikatsu (a breaded hamburger patty), Chinese pork buns, potato croquettes, and seafood items such as breaded squid legs or oysters. In a bit of international solidarity, you'll see corn dogs, often labeled "Amerikandoggu." One day for lunch I stopped at 7-Eleven and brought home a pouch of "Gold Label" beef curry, steamed rice, inarizushi (sushi rice in a pouch of sweetened fried tofu), cold noodle salad, and a banana. Putting together lunch for the whole family from an American 7-Eleven would be as appetizing as scavenging among seaside medical waste, but this fun to shop for and fun to eat. Instant ramen is as popular in Japan as it is in college dorms worldwide, and while the selection of flavors is wider than at an American grocery, it serves a predictable ecological niche as the food of last resort for those with no money or no time. (Frozen ramen, on the other hand, can be very good; if you have access to a Japanese supermarket, look for Myojo Chukazanmai brand.) That's how I saw it, at least, until stumbling on the ramen topping section in the 7-Eleven refrigerator case, where you can buy shrink-wrapped packets of popular fresh ramen toppings such as braised pork belly and fermented bamboo shoots. With a quick stop at a convenience store, you can turn instant ramen into a serious meal. The pork belly is rolled and tied, braised, chilled, and then sliced into thick circular slices like Italian pancetta. This is one of the best things you can do with pork, and I don't say that lightly.

Don’t I need to practice firing?” “Well, it’s not as if you’re going to shoot somebody with this. You’re just going to shoot yourself, right?” Aomame nodded. “In that case, you don’t have to practice firing. You just have to learn to load it, release the safety, and get the feel of the trigger. And anyway, where were you planning to practice firing it?” Aomame shook her head. She had no idea. “Also, how were you planning to shoot yourself? Here, give it a try.” Tamaru inserted the loaded magazine, checked to make sure the safety was on, and handed the gun to Aomame. “The safety is on,” he said. Aomame pressed the muzzle against her temple. She felt the chill of the steel. Looking at her, Tamaru slowly shook his head several times. “Trust me, you don’t want to aim at your temple. It’s a lot harder than you think to shoot yourself in the brain that way. People’s hands usually shake, and it throws their aim off. You end up grazing your skull, but not killing yourself. You certainly don’t want that to happen.” Aomame silently shook her head. “Look what happened to General Tojo after the war. When the American military came to arrest him, he tried to shoot himself in the heart by pressing the muzzle against his chest and pulling the trigger, but the bullet missed and hit his stomach without killing him. Here you had the top professional soldier in Japan, and to think he didn’t know how to kill himself with a gun! They took him straight to the hospital, he got the best care the American medical team could give him, recovered, then was tried and hanged. It’s a terrible way to die. A person’s last moments are an important thing. You can’t choose how you’re born, but you can choose how you die.

I’m Sushi K and I’m here to say I like to rap in a different way Look out Number One in every city Sushi K rap has all most pretty My special talking of remarkable words Is not the stereotyped bucktooth nerd My hair is big as a galaxy Cause I attain greater technology [...] I like to rap about sweetened romance My fond ambition is of your pants So here is of special remarkable way Of this fellow raps named Sushi K The Nipponese talking phenomenon Like samurai sword his sharpened tongue Who raps the East Asia and the Pacific Prosperity Sphere, to be specific [...] Sarariman on subway listen For Sushi K like nuclear fission Fire-breathing lizard Gojiro He my always big-time hero His mutant rap burn down whole block Start investing now Sushi K stock It on Nikkei stock exchange Waxes; other rappers wane Best investment, make my day Corporation Sushi K [...] Coming to America now Rappers trying to start a row Say “Stay in Japan, please, listen! We can’t handle competition!” U.S. rappers booing and hissin’ Ask for rap protectionism They afraid of Sushi K Cause their audience go away He got chill financial backin’ Give those U.S. rappers a smackin’ Sushi K concert machine Fast efficient super clean Run like clockwork in a watch Kick old rappers in the crotch [...] He learn English total immersion English/Japanese be mergin’ Into super combination So can have fans in every nation Hong Kong they speak English, too Yearn of rappers just like you Anglophones who live down under Sooner later start to wonder When they get they own rap star Tired of rappers from afar [...] So I will get big radio traffic When you look at demographic Sushi K research statistic Make big future look ballistic Speed of Sushi K growth stock Put U.S. rappers into shock

In 1931, Japan went broke—i.e., it was forced to draw down its gold reserves, abandon the gold standard, and float its currency, which depreciated it so greatly that Japan ran out of buying power. These terrible conditions and large wealth gaps led to fighting between the left and the right. By 1932, there was a massive upsurge in right-wing nationalism and militarism, in the hope that order and economic stability could be forcibly restored. Japan set out to get the natural resources (e.g., oil, iron, coal, and rubber) and human resources (i.e., slave labor) it needed by seizing them from other countries, invading Manchuria in 1931 and spreading out through China and Asia. As with Germany, it could be argued that Japan’s path of military aggression to get needed resources was more cost-effective than relying on classic trading and economic practices. In 1934, there was severe famine in parts of Japan, causing even more political turbulence and reinforcing the right-wing, militaristic, nationalistic, and expansionistic movement. In the years that followed, Japan’s top-down fascist command economy grew stronger, building a military-industrial complex to protect its existing bases in East Asia and northern China and support its excursions into other countries. As was also the case in Germany, while most Japanese companies remained privately held, their production was controlled by the government. What is fascism? Consider the following three big choices that a country has to make when selecting its approach to governance: 1) bottom-up (democratic) or top-down (autocratic) decision making, 2) capitalist or communist (with socialist in the middle) ownership of production, and 3) individualistic (which treats the well-being of the individual with paramount importance) or collectivist (which treats the well-being of the whole with paramount importance). Pick the one from each category that you believe is optimal for your nation’s values and ambitions and you have your preferred approach. Fascism is autocratic, capitalist, and collectivist. Fascists believe that top-down autocratic leadership, in which the government directs the production of privately held companies such that individual gratification is subordinated to national success, is the best way to make the country and its people wealthier and more powerful.

In the summer of 2002, I embarked on a mission that had been a goal of mine for many years. That mission was to write about a group of American servicemen who fought for our country. I was naturally drawn to WWII as a subject. I had read numerous accounts of how America led the effort to defeat the twin evils of Hitler’s Germany and Tojo’s Japan. A visit to a local bookstore, however, opened my eyes to two realities: 1) many books have been written about the heroes of WWII; 2) few books have been written about the heroes of the Vietnam War. The reasons for this discrepancy were obvious to me. Conventional wisdom tells us that the men and women of WWII were heroes who won our last great war. The deeds of our heroes should be recorded for posterity. Conventional wisdom is correct. Yet, that same “wisdom” has two faces. The men of WWII were treated as heroes. The men of the Vietnam War were not. Instead of receiving ticker tape parades, many were greeted with shouts of “baby killer” and “war monger”. Thrown tomatoes, rocks, profanities and,in some cases, being spat on by fellow Americans was a common occurrence. That “wisdom” tells us that the men and women who fought in Vietnam were not heroes. They fought an immoral war, a war which they did not “win”. Not only were they immoral, they were losers as well. The conventional wisdom about the men and women who fought in Vietnam could not be more wrong. The heroes of Vietnam fought for the same reasons as every other American in every other war: for freedom, for country, for family and for the buddy holding the line next to him. That visit to the bookstore opened my eyes. My mission was crystal clear: I was to write a book about the heroes of the Vietnam War. That book was to tell a true account of combat, an account that had been ignored by historians up to that point. I wanted to tell a story that might be lost to posterity forever but for my efforts. The book was to set the record of “conventional wisdom” straight for good: that the men and women of Vietnam were and are heroes who won the war they were told to fight. That, as heroes, their deeds should be recorded for posterity. Conventional wisdom should get it right. Lions of Medina is a true account of Marine courage at its best. Courage in the face of overwhelming odds. Courage that defined the generation of men and women who fought in Vietnam. This book is a tribute to those who fought the Vietnam War, a reminder that freedom is never free, and a testament to the valor of the American soul. Doyle D. Glass May, 2007 Acknowledgments Lions of Medina would not have been possible without the contributions of many dedicated individuals.

sheer size, it has no rival. Of the two American fleets involved in the battle, one was comprised of 738 ships and carried an invasion force of approximately 165,000 men in addition to the 50,000 sailors aboard the ships.1 The other American fleet was the most powerful in the world, with a total of 16 aircraft carriers and six of the world’s most powerful battleships. In total, the two fleets brought 235 surface combatants and 1,500 aircraft to the battle. Opposed to this collection of naval might was the Imperial Japanese Navy. Once the most powerful navy in the Pacific, the Imperial Fleet was forced into a desperate fight with all its remaining strength. In total, the Japanese committed 69 ships and some 375 aircraft, most of which were land based.2 Both sides committed so much because the stakes were so high. The Americans planned to invade Leyte Island in the Philippines as a potential first step to occupying the entire archipelago. The Leyte invasion force was larger than the initial American contribution to the assault force at Normandy. If the Philippines could be occupied, Japanese sea lines of communications between the Home Islands and the resource areas in Southeast Asia would be severed, fatally compromising Japan’s ability to continue the war. This demanded that the Japanese respond to the invasion with all of their remaining strength. The ensuing battle was the most complex naval battle of the entire Second World War. Its complexity makes it compelling. Instead of being a single battle as the name implies, it was actually comprised of four major engagements and several lesser actions fought over the span of three days. The characteristics of the battle continue to astound – it contained the largest air-sea battle in history; it included the last carrier and battleship clashes in history; it was the only time that a surface force engaged a carrier force while under air attack; and it featured the first pre-planned use of suicide attacks during the Pacific War. Adding to the drama of this momentous event was the role personalities played in the battle. On the American side were the flamboyant General Douglas MacArthur, the steady Admiral Chester Nimitz, and the impulsive Admiral William Halsey. Overlooked but still key commanders included Vice Admiral Thomas Kinkaid and the brilliant Clifton Sprague, commander of the escort carrier group known as Taffy 3. For the Japanese, the taciturn Vice Admiral Kurita Takeo was placed in command of their most important force. He was charged to execute a plan devised by Admiral Toyoda Soemu, who cared more about presenting the Imperial Navy’s Combined Fleet with an opportunity to die fighting than to produce a plan in the best interests of the nation.

The best way not to have to use your military power is to make sure that power is visible. When people know that we will use force if necessary and that we really mean it, we’ll be treated differently. With respect. Right now, no one believes us because we’ve been so weak with our approach to military policy in the Middle East and elsewhere. Building up our military is cheap when you consider the alternative. We’re buying peace and we’re locking in our national security. Right now we are in bad shape militarily. We’re decreasing the size of our forces and we’re not giving them the best equipment. Recruiting the best people has fallen off, and we can’t get the people we have trained to the level they need to be. There are a lot of questions about the state of our nuclear weapons. When I read reports of what is going on, I’m shocked. It’s no wonder nobody respects us. It’s no surprise that we never win. Spending money on our military is also smart business. Who do people think build our airplanes and ships, and all the equipment that our troops should have? American workers, that’s who. So building up our military also makes economic sense because it allows us to put real money into the system and put thousands of people back to work. There is another way to pay to modernize our military forces. If other countries are depending on us to protect them, shouldn’t they be willing to make sure we have the capability to do it? Shouldn’t they be willing to pay for the servicemen and servicewomen and the equipment we’re providing? Depending on the price of oil, Saudi Arabia earns somewhere between half a billion and a billion dollars every day. They wouldn’t exist, let alone have that wealth, without our protection. We get nothing from them. Nothing. We defend Germany. We defend Japan. We defend South Korea. These are powerful and wealthy countries. We get nothing from them. It’s time to change all that. It’s time to win again. We’ve got 28,500 wonderful American soldiers on South Korea’s border with North Korea. They’re in harm’s way every single day. They’re the only thing that is protecting South Korea. And what do we get from South Korea for it? They sell us products—at a nice profit. They compete with us. We spent two trillion dollars doing whatever we did in Iraq. I still don’t know why we did it, but we did. Iraq is sitting on an ocean of oil. Is it out of line to suggest that they should contribute to their own future? And after the blood and the money we spent trying to bring some semblance of stability to the Iraqi people, maybe they should be willing to make sure we can rebuild the army that fought for them. When Kuwait was attacked by Saddam Hussein, all the wealthy Kuwaitis ran to Paris. They didn’t just rent suites—they took up whole buildings, entire hotels. They lived like kings while their country was occupied. Who did they turn to for help? Who else? Uncle Sucker. That’s us. We

Fathers built houses like these for their sons, and the sons took care of them and preserved them for their sons, and a son didn't ask himself whether he wanted it. When had the wanting begun? When had the fault crept in? When had the misunderstanding arisen that farmers' sons were allowed to choose a life for themselves? Simply select one that was nice and colorful and comfortable? Go to Japan and cook fish, move to Hannover to sit in an office. And Georg, who was a farmer, the best of the three, had simply left it all behind and looked for a farm someplace else, because his old man didn't suit him. As if at any time in the past a father had ever suited his son!

In this collection of essays, you will meet more people like Zakia - golden-hearted souls who come from places like Azerbaijan, Bhutan, Canada, Cuba, The Czech Republic, France, Germany, India, Indonesia, Ireland, Japan, Jordan, Mexico, Nepal, Spain, and Tanzania. People who become the heroes of our stories because they show the way or deliver joy, care for us when we're vulnerable, help us navigate meaning, or propel us when we're stuck. They are custodians of travel; they keep us believing in its magic.

Ichiro Suzuki, one of the best baseball players in Japan and America, said the accumulation of small achievements is the only way to do something incredible.

Life is one revelation after another. Things don't always go to plan, no matter what your circumstances. But the flip side is all the unexpected, wonderful things that you could never have imagined happening. Ultimately it's all for the best that many things don't turn out the way we hoped. Try not to think of upset plans or schedules as personal failures or bad luck. If you can do that, you can change your own self and your life overall.

There is a wonderful story of a group of American car executives who went to Japan to see a Japanese assembly line. At the end of the line, the doors were put on the hinges, the same as in America. But something was missing. In the United States, a line worker would take a rubber mallet and tap the edges of the door to ensure that it fit perfectly. In Japan, that job didn’t seem to exist. Confused, the American auto executives asked at what point they made sure the door fit perfectly. Their Japanese guide looked at them and smiled sheepishly. “We make sure it fits when we design it.” In the Japanese auto plant, they didn’t examine the problem and accumulate data to figure out the best solution—they engineered the outcome they wanted from the beginning. If they didn’t achieve their desired outcome, they understood it was because of a decision they made at the start of the process. At the end of the day, the doors on the American-made and Japanese-made cars appeared to fit when each rolled off the assembly line. Except the Japanese didn’t need to employ someone to hammer doors, nor did they need to buy any mallets. More importantly, the Japanese doors are likely to last longer and maybe even be more structurally sound in an accident. All this for no other reason than they ensured the pieces fit from the start. What the American automakers did with their rubber mallets is a metaphor for how so many people and organizations lead. When faced with a result that doesn’t go according to plan, a series of perfectly effective short-term tactics are used until the desired outcome is achieved. But how structurally sound are those solutions? So many organizations function in a world of tangible goals and the mallets to achieve them. The ones that achieve more, the ones that get more out of fewer people and fewer resources, the ones with an outsized amount of influence, however, build products and companies and even recruit people that all fit based on the original intention. Even though the outcome may look the same, great leaders understand the value in the things we cannot see. Every instruction we give, every course of action we set, every result we desire, starts with the same thing: a decision. There are those who decide to manipulate the door to fit to achieve the desired result and there are those who start from somewhere very different. Though both courses of action may yield similar short-term results, it is what we can’t see that makes long-term success more predictable for only one. The one that understood why the doors need to fit by design and not by default.

There is in Dutch birth participants a deep-seated conviction that the woman’s body knows best and that, given enough time, nature knows best and that, given enough time, nature will take its course.”2 When I visited Japan, I found similar attitudes among the women and midwives with whom I spoke. “Birth is natural,” several said. “I would be afraid of an earthquake, but not of having a baby without anesthesia. That’s just the work that women do. Besides, if you take anesthesia, you miss the ecstasy. You miss the euphoria.

general experience of brave men. Kenshin, who fought for fourteen years with Shingen, when he heard of the latter’s death, wept aloud at the loss of “the best of enemies.” It was this same Kenshin who had set a noble example for all time in his treatment of Shingen, whose provinces lay in a mountainous region quite away from the sea, and who had consequently depended upon the Hōjō provinces of the Tōkaidō for salt. The Hōjō prince wishing to weaken him, although not openly at war with him, had cut off from Shingen all traffic in this important article. Kenshin, hearing of his enemy’s dilemma and able to obtain his salt from the coast of his own dominions, wrote Shingen that in his opinion the Hōjō lord had committed a very mean act, and that although he (Kenshin) was at war with him (Shingen) he had ordered his subjects to furnish him with plenty of salt—adding, “I do not fight with salt, but with the sword,

The need for international engagement became all the more urgent in 1931, when the Japanese army, at its own initiative, invaded and occupied Manchuria and established an imperial colony, crowned by a puppet state, in this vast northern corner of China. Unable to have the occupation sanctioned by the League of Nations, Japan left the organization in 1933. Reporting back to the foreign office from the Los Angeles games, Japan’s consul, Satô Hayato, declared that, ‘This Olympic Games has been very beneficial in erasing anti-Japanese sentiment.’ Alternatively, for the more liberal and cosmopolitan wing of Japanese society, this kind of impact meant that the games could be ‘an opportunity for a national people’s diplomacy’, making peaceful inter-societal connections when the inter-state realm was so bellicose.3 However, Consul Satô spoke for many in the imperial bureaucracy, armed forces and ultra-nationalist circles, arguing that, ‘The best way to get the Americans to understand the real Japan is to defeat America and show them the true strength of the Japanese. Rational discourse is completely useless. Americans probably first understood the true strength of the Japanese when the Rising Sun flag was raised . . . during the Olympic Games.

But the secret of Japan's success is simple - laissez faire. The Emperor may have initiated his capitalist Restoration in 1868, but after 1884 it became State policy to leave industry to its own devices. Having germinated it, the Japanese government understood that capitalism runs best unfettered. This is ironic, since the popular perception abroad has been that Japan has prospered because of MITI’s direction of the economy, whereas the reality is that since 1884 Japan's government has seen itself as the servant of industry, anxious to tax it and its customers as lightly as possible. A 1988 survey by the British Central Statistical Office showed that Japan was one of the three most lightly-taxed industrialised countries, the other two being the USA and Switzerland. Those three countries' governments only sequester 32-35 per cent of GNP compared to the British State's 44 per cent, the West German's 45 per cent, and the French 52 per cent.

esteem! He was by far the best and most disinterested of my Japanese family. When all my commissions are finished, he puts up his little vehicle under a tree, and, much touched by my departure, insists upon escorting me on board the 'Triomphante', to watch over my final purchases in the sampan which conveys me to the ship, and to see them himself safely into my cabin. His, indeed, is the only hand I clasp with a really friendly feeling, without a suppressed smile, on quitting Japan. No doubt in this country, as in many others, there is more honest friendship and less ugliness among the simple beings devoted to purely physical work.

In the words of their best-known commander, the B-29 “had as many bugs543 as the entomological department of the Smithsonian.

I thought it was harmless if it said, “Made in Japan,” but nothing is better than homegrown honey and a best friend. Maybe that’s why Archimedes said, "Give me a place to stand on, and I will move the earth." Give me a best friend and say, “Be unhappy.” You can twist my arm, but I don’t think you can.

Four years to the day after Fairchild's 1908 gift of the trees to Washington's schools, on March 27, 1912, Mrs. Taft broke dirt during the private ceremony in West Potomac Park near the banks of the Potomac River. The wife of the Japanese ambassador was invited to plant the second tree. Eliza Scidmore and David Fairchild took shovels not long after. The 3,020 trees were more than could fit around the tidal basin. Gardeners planted extras on the White House grounds, in Rock Creek Park, and near the corner of Seventeenth and B streets close to the new headquarters of the American Red Cross. It took only two springs for the trees to become universally adored, at least enough for the American government to feel the itch to reciprocate. No American tree could rival the delicate glamour of the sakura, but officials decided to offer Japan the next best thing, a shipment of flowering dogwoods, native to the United States, with bright white blooms. Meanwhile, the cherry blossoms in Washington would endure over one hundred years, each tree replaced by clones and cuttings every quarter century to keep them spry. As the trees grew, so did a cottage industry around them: an elite group of gardeners, a team to manage their public relations, and weather-monitoring officials to forecast "peak bloom"---an occasion around which tourists would be encouraged to plan their visits. Eventually, cuttings from the original Washington, D.C, trees would also make their way to other American cities with hospitable climates. Denver, Colorado; Birmingham, Alabama; Saint Paul, Minnesota.

I have said that etiquette was elaborated into the finest niceties, so much so that different schools advocating different systems came into existence. But they all united in the ultimate essential, and this was put by a great exponent of the best known school of etiquette, the Ogasawara, in the following terms: “The end of all etiquette is to so cultivate your mind that even when you are quietly seated, not the roughest ruffian can dare make onset on your person.” It means, in other words, that by constant exercise in correct manners, one brings all the parts and faculties of his body into perfect order and into such harmony with itself and its environment as to express the mastery of spirit over the flesh.

To what height of unmartial and unresisting meekness Bushido could reach in some of its votaries, may be seen in their utterances. Take, for instance, this saying of Ogawa: “When others speak all manner of evil things against thee, return not evil for evil, but rather reflect that thou wast not more faithful in the discharge of thy duties.” Take another of Kumazawa: “When others blame thee, blame them not; when others are angry at thee, return not anger. Joy cometh only as Passion and Desire part.” Still another instance I may cite from Saigo, upon whose overhanging brows “shame is ashamed to sit”: “The Way is the way of Heaven and Earth: Man’s place is to follow it: therefore make it the object of thy life to reverence Heaven. Heaven loves me and others with equal love; therefore with the love wherewith thou lovest thyself, love others. Make not Man thy partner but Heaven, and making Heaven thy partner do thy best. Never condemn others; but see to it that thou comest not short of thine own mark.

Less” liberates. “Less” gives us the possibility of the pause. “Less” makes work smarter and more productive. Microsoft Japan conducted an in-house study looking at the effects of a four-day workweek and found that it increased productivity by 40 percent while overhead costs decreased by nearly a quarter. Charles Darwin and Charles Dickens both worked four to five hours a day and on that schedule wrote nineteen and twenty-one books, respectively (with time for letter writing, social lunches, and extended midday strolls). Less can be the new more if we give it a chance.

In a nutshell, Mikao Usui was born in Japan, and he was very interested in answering the age-old question as a committed student-practitioner of Buddhism, "Why are we here?" His studies led him to speculate that the supreme goal of life is to achieve An-shin Ritsu-mei, which Doi describes as ‘You can abandon what you cannot change to the world and keep Kokoro calm without thinking about anything.’ In other words, chill out, do your best, and yield to the world things that you can't manage instead of running away from your life.

That was when I began to understand another kind of magic. Men spoke of the glory of Japan and the weakness of China, that Japan wants the best for Asia, and that China should accept what Japan wants and give up. But what do these words mean? How can ‘Japan’ want something? ‘Japan’ and ‘China’ do not exist. They are just words, fiction. An individual Japanese may be glorious, and an individual Chinese may want something, but how can you speak of ‘Japan’ or ‘China’ wanting, believing, accepting anything? It is all just empty words, myths. But these myths have powerful magic, and they require sacrifices. They require the slaughter of men like sheep.

It is necessary for each of us to fall well. And as with people, so too, Japan too, must fall. We must discover ourselves and save ourselves, by falling to the best of our ability. Salvation through politics is an absurdity, the mere surface layer of things.

one quality has stood out to serve Japan better than any other: the grace to make the best of defeat.

Could any city import the resources needed to create a startup hub? [Paul] Graham took up the question in 2006 and pondered what would make, say, Buffalo, New York, into a Silicon Valley. To Graham, it was strictly a matter of enticing ten thousand people—“the right ten thousand people.” Perhaps five hundred would be enough, or even thirty, if Graham were to be permitted to pick them. Three years later, he suggested that a municipality offer to invest a million dollars each in one thousand startups. The capital required for such a scheme should not seem daunting: “For the price of a football stadium, any town that was decent to live in could make itself one of the biggest startup hubs in the world,” he said. Any place that wants to become a startup hub needs to understand, however, that it requires welcoming hackers and their unruliness. Unruliness is also “the essence of Americanness,” Graham maintains. “It is no accident that Silicon Valley is in America, and not France, or Germany, or England, or Japan. In those countries, people color inside the lines.” In America, too, failure in business is accommodated. Graham has consistently argued that few people are well suited for starting a startup but that the only effective way of determining who does excel is by having lots of people try: “As long as you’re at a point in your life when you can bear the risk of failure, the best way to find out if you’re suited to running a startup is to try it.

The standard account of the war highlights countries fighting for their survival against foreign states, and many were indeed facing just such existential threats, but many struggles were also internal. Collaboration is the issue that best exposes these struggles. The reality behind Japan’s invasion of China in 1937 was not China divided against Japan so much as China divided against itself.

Japan was now the fourth best market for U.S. exports.

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Japan, a country that had done its best to have no contact with strangers and to seal out the rest of the world. Its economy and politics were dominated by feudal agriculture and a Confucian hierarchical social structure, and they were steadily declining. Merchants were the lowest social class, and trading with foreigners was actually forbidden except for limited contact with China and the Dutch. But then Japan had an unexpected encounter with a stranger—Commodore Matthew Perry—who burst in on July 8, 1853, demanding that Japan’s ports be open to America for trade and insisting on better treatment for shipwrecked sailors. His demands were rebuffed, but Perry came back a year later with a bigger fleet and more firepower. He explained to the Japanese the virtues of trading with other countries, and eventually they signed the Treaty of Kanagawa on March 31, 1854, opening the Japanese market to foreign trade and ending two hundred years of near isolation. The encounter shocked the Japanese political elites, forcing them to realize just how far behind the United States and other Western nations Japan had fallen in military technology. This realization set in motion an internal revolution that toppled the Tokugawa Shogunate, which had ruled Tokyo in the name of the emperor since 1603, and brought Emperor Meiji, and a coalition of reformers, in his place. They chose adaptation by learning from those who had defeated them. They launched a political, economic, and social transformation of Japan, based on the notion that if they wanted to be as strong as the West they had to break from their current cultural norms and make a wholesale adoption of Western science, technology, engineering, education, art, literature, and even clothing and architecture. It turned out to be more difficult than they thought, but the net result was that by the late nineteenth century Japan had built itself into a major industrial power with the heft to not only reverse the unequal economic treaties imposed on it by Western powers but actually defeat one of those powers—Russia—in a war in 1905. The Meiji Restoration made Japan not only more resilient but also more powerful.

Another thing you need to understand is what we now call the “core competencies” of your organization. What are we really good at? What do our customers pay us for? Why do they buy from us? In a competitive, nonmonopolistic market—and that is what the world has become—there is absolutely no reason why a customer should buy from you rather from your competitor. None. He pays you because you give him something that is of value to him. What is it that we get paid for? You may think this is a simple question. It is not. I have been working with some of the world’s biggest manufacturers, producers, and distributors of packaged consumer goods. All of you use their products, even in Slovenia. They have two kinds of customers. One, of course, is the retailer. The other is the housewife. What do they pay for? I have been asking this question for a year now. I do not know how many companies in the world make soap, but there are a great many. And I can’t tell the difference between one kind of soap or the other. And why does the buyer have a preference—and a strong one, by the way? What does it do for her? Why is she willing to buy from one manufacturer when on the same shelves in the United States or in Japan or in Germany they are soaps from other companies? She usually does not even look at them. She reaches out for that one soap. Why? What does she see? What does she want? Try to work on this. Incidentally, the best way to find out is to ask customers not by questionnaire but by sitting down with them and finding out. The most successful retailer I know in the world is not one of the big retail chains. It is somebody in Ireland, a small country about the size of Slovenia. This particular company is next door to Great Britain with its very powerful supermarkets, and all of them are also in Ireland. And yet this little company has maybe 60 percent of the sandwich market. What do they do? Well, the answer is that the boss spends two days each week in one of his stores serving customers, from the meat counter to the checkout counter, and is the one who puts stuff into bags and carries it out to the shoppers’ automobiles. He knows what the customers pay for. But let me go back to the beginning: The place to start managing is not in the plant, and it is not in the office. You start with managing yourself by finding out your own strengths, by placing yourself where your strengths can produce results and making sure that you set the right example (which is basically what ethics is all about), and by placing your people where their strengths can produce results.

In the same way both Lincoln and the Japanese regard people. These are also a kind of currency. A man is worth what he does. Lincoln upon hearing a new name asks, “What does he do?” Almost never, “What has he done?” Much more often, “What does he want to do?” He invests in people—as do the Japanese, and just as freely, just as openly. People are currency. They pay dividends. Both Lincoln and the Japanese pay high dividends too. The resulting relationship is one of nature’s happiest—symbiosis. Flesh may dazzle, wit may seduce, but not for long. Infatuation over in a matter of minutes, Lincoln wants to know, “Now, what is it that you can do best?” He wants to know because then, to protect his investment, he will put you on the proper road, help you achieve your potential. Often in his own country Lincoln is misunderstood. They do not comprehend that there are rewards for accomplishment but that there is no sympathy for failure. Japan understands well. This most pragmatic of people do not count hopes or intentions as accomplishments. A man is what he does. After his death, he is what he has done.

Fumio to dinner. We look at old photos. I turn up one of [Na­ka­no] Yuji at work—part-time laborer, standing there for forty years now. I wondered why I still think so much about him, now that I have not seen him for decades, now that he is an old man, if even alive. Fumio said, “Because, he was the last Japanese.” It’s true. Yuji had all of the old virtues—he saw a connection between himself and nature, the way things are. He believed in authority, though he was sly about evading it; was polite, decent, honest to the extent that he did not get caught; willing to do his best and allow himself to be much imposed on; fond of pleasure, and probably drank himself to death. And, more, he embodied an attitude now extinct—he accepted without bitterness, and made the most of what was left. I don’t know if this defines old-fashioned Japanese-ness, but it defines Yuji.

14. Zen and Nirvana. The beatitude of Zen is Nirvana, not in the Hinayanistic sense of the term, but in the sense peculiar to the faith. Nirvana literally means extinction or annihilation; hence the extinction of life or the annihilation of individuality. To Zen, however, it means the state of extinction of pain and the annihilation of sin. Zen never looks for the realization of its beatitude in a place like heaven, nor believes in the realm of Reality transcendental of the phenomenal universe, nor gives countenance to the superstition of Immortality, nor does it hold the world is the best of all possible worlds, nor conceives life simply as blessing. It is in this life, full of shortcomings, misery, and sufferings, that Zen hopes to realize its beatitude. It is in this world, imperfect, changing, and moving, that Zen finds the Divine Light it worships. It is in this phenomenal universe of limitation and relativity that Zen aims to attain to highest Nirvana. "We speak," says the author of Vimalakirtti-nirdeca-sutra, "of the transitoriness of body, but not of the desire of the Nirvana or destruction of it." "Paranirvana," according to the author of Lankavatarasutra, "is neither death nor destruction, but bliss, freedom, and purity.

Confucius, Lao Tsz, and Shakya, however, were all the wisest of sages. Each of them gave his teachings in a way different from the other two, that they might meet the spiritual needs of his time and fit to the capacities of men. (So that) the Buddhist and the outside doctrines, each supplementing the other, have done good to the multitude. They were all (intended) to encourage thousands of virtuous acts by explaining the whole chain of causality. They were (also intended) to investigate thousands of things, and throw light on the beginning and on the end of their evolution. Although all these doctrines (might) answer the purpose of the sages, yet there must be some teachings that would be temporary,[FN#290] while others would be eternal. The first two faiths are merely temporary, while Buddhism includes both the temporary and the eternal. We may act according to the precepts of these three faiths, which aim at the peace and welfare (of man), in so far as they encourage thousands of virtuous acts by giving warning against evil and recommending good. (But) Buddhism (alone) is altogether perfect and best of all, in investigating thousands of things and in tracing them back to their first cause, in order to acquire thorough understanding of the natures of things and to attain to the ultimate truth. [FN#290]

11. Life in the Concrete. Life in the concrete, which we are living, greatly differs from life in the abstract, which exists only in the class-room. It is not eternal; it is fleeting; it is full of anxieties, pains, struggles, brutalities, disappointments, and calamities. We love life, however, -not only for its smoothness, but for its roughness; not only for its pleasure, but for its pain; not only for its hope, but for its fear; not only for its flowers, but for its frost and snow. As Issai[FN#224] (Sato) has aptly put it: "Prosperity is like spring, in which we have green leaves and flowers wherever we go; while adversity is like winter, in which we have snow and ice. Spring, of course, pleases us; winter, too, displeases us not." Adversity is salt to our lives, as it keeps them from corruption, no matter how bitter to taste it way be. It is the best stimulus to body and mind, since it brings forth latent energy that may remain dormant but for it.

13. Do Thy Best and Leave the Rest to Providence. There is another point of view which enables us to enjoy life. It is simply this, that everything is placed in the condition best for itself, as it is the sum total of the consequences of its actions and reactions since the dawn of time.

the flowers of the morning glory. They bloom and smile every morning, fade and die in a few hours. How fleeting and ephemeral their lives are! But it is that short life itself that makes them frail, delicate, and lovely. They come forth all at once as bright and beautiful as a rainbow or as the Northern light, and disappear like dreams. This is the best condition for them, because, if they last for days together, the morning glory shall no longer be the morning glory. It is so with the cherry-tree that puts forth the loveliest flowers and bears bitter fruits. It is so with the apple-tree, which bears the sweetest of fruits and has ugly blossoms. It is so with animals and men. Each of them is placed in the condition best for his appointed mission. The

The newly-born baby sucks, sleeps, and cries. It can do no more nor less. Is it not best for it to do so? When it attained to its boyhood, he goes to school and is admitted to the first-year class. He cannot be put in a higher nor lower class. It is best for him to be the first-year class student. When his school education is over, he may get a position in society according to his abilities, or may lead a miserable life owing to his failure of some sort or other. In any case he is in a position best for his special mission ordained by Providence or the Hum-total of the fruits of his actions and reactions since all eternity. He should be contented and happy, and do what is right with might and main. Discontent and vexation only make him more worthy of his ruin Therefore our positions, no matter, how high or low, no matter how favourable or unfavourable our environment, we are to be cheerful. "Do thy best and leave the rest to Providence," says a Chinese adage. Longfellow also says: "Do thy best; that is best. Leave unto thy Lord the rest.

4. The Third Step in the Mental Training. To be the lord of mind is more essential to Enlightenment, which, in a sense, is the clearing away of illusions, the putting out of mean desires and passions, and the awakening of the innermost wisdom. He alone can attain to real happiness who has perfect control over his passions tending to disturb the equilibrium of his mind. Such passions as anger, hatred, jealousy, sorrow, worry, grudge, and fear always untune one's mood and break the harmony of one's mind. They poison one's body, not in a figurative, but in a literal sense of the word. Obnoxious passions once aroused never fail to bring about the physiological change in the nerves, in the organs, and eventually in the whole constitution, and leave those injurious impressions that make one more liable to passions of similar nature. We do not mean, however, that we ought to be cold and passionless, as the most ancient Hinayanists were used to be. Such an attitude has been blamed by Zen masters. "What is the best way of living for us monks?" asked a monk to Yun Ku (Un-go), who replied: "You had better live among mountains." Then the monk bowed politely to the teacher, who questioned: "How did you understand me?" "Monks, as I understood," answered the man, "ought to keep their hearts as immovable as mountains, not being moved either by good or by evil, either by birth or by death, either by prosperity or by adversity." Hereupon Yun Ku struck the monk with his stick and said: "You forsake the Way of the old sages, and will bring my followers to perdition!" Then, turning to another monk, inquired: "How did you understand me?" "Monks, as I understand," replied the man, "ought to shut their eyes to attractive sights and close their ears to musical notes." "You, too," exclaimed Yun Ka, "forsake the Way of the old sages, and will bring my followers to perdition!" An old woman, to quote another example repeatedly told by Zen masters, used to give food and clothing to a monk for a score of years. One day she instructed a young girl to embrace and ask him: "How do you feel now?" "A lifeless tree," replied the monk coolly, "stands on cold rock. There is no warmth, as if in the coldest season of the year." The matron, being told of this, observed: "Oh that I have made offerings to such a vulgar fellow for twenty years!" She forced the monk to leave the temple and reduced it to ashes.[FN#238]

Buddhists sharply distinguished Zazen from Yoga, and have the method peculiar to themselves. Kei-zan[FN#244] describes the method to the following effect: 'Secure a quiet room neither extremely light nor extremely dark, neither very warm nor very cold, a room, if you can, in the Buddhist temple located in a beautiful mountainous district. You should not practise Zazen in a place where a conflagration or a flood or robbers may be likely to disturb you, nor should you sit in a place close by the sea or drinking-shops or brothel-houses, or the houses of widows and of maidens or buildings for music, nor should you live in close proximity to the place frequented by kings, ministers, powerful statesmen, ambitious or insincere persons. You must not sit in Meditation in a windy or very high place lest you should get ill. Be sure not to let the wind or smoke get into your room, not to expose it to rain and storm. Keep your room clean. Keep it not too light by day nor too dark by night. Keep it warm in winter and cool in summer. Do not sit leaning against a wall, or a chair, or a screen. You must not wear soiled clothes or beautiful clothes, for the former are the cause of illness, while the latter the cause of attachment. Avoid the Three Insufficiencies-that is to say, insufficient clothes, insufficient food, and insufficient sleep. Abstain from all sorts of uncooked or hard or spoiled or unclean food, and also from very delicious dishes, because the former cause troubles in your alimentary canal, while the latter cause you to covet after diet. Eat and drink just too appease your hunger and thirst, never mind whether the food be tasty or not. Take your meals regularly and punctually, and never sit in Meditation immediately after any meal. Do not practise Dhyana soon after you have taken a heavy dinner, lest you should get sick thereby. Sesame, barley, corn, potatoes, milk, and the like are the best material for your food. Frequently wash your eyes, face, hands, and feet, and keep them cool and clean. [FN#243]

4. Life Consists in Conflict. Life consists in conflict. So long as man remains a social animal he cannot live in isolation. All individual hopes and aspirations depend on society. Society is reflected in the individual, and the individual in society. In spite of this, his inborn free will and love of liberty seek to break away from social ties. He is also a moral animal, and endowed with love and sympathy. He loves his fellow-beings, and would fain promote their welfare; but he must be engaged in constant struggle against them for existence. He sympathizes even with animals inferior to him, and heartily wishes to protect them; yet he is doomed to destroy their lives day and night. He has many a noble aspiration, and often soars aloft by the wings of imagination into the realm of the ideal; still his material desires drag him down to the earth. He lives on day by day to continue his life, but he is unfailingly approaching death at every moment. The more he secures new pleasure, spiritual or material, the more he incurs pain not yet experienced. One evil removed only gives place to another; one advantage gained soon proves itself a disadvantage. His very reason is the cause of his doubt and suspicion; his intellect, with which he wants to know everything, declares itself to be incapable of knowing anything in its real state; his finer sensibility, which is the sole source of finer pleasure, has to experience finer suffering. The more he asserts himself, the more he has to sacrifice himself. These conflictions probably led Kant to call life "a trial time, wherein most succumb, and in which even the best does not rejoice in his life." "Men betake themselves," says Fichte, "to the chase after felicity. . . . But as soon as they withdraw into themselves and ask themselves, 'Am I now happy?' the reply comes distinctly from the depth of their soul, 'Oh no; thou art still just as empty and destitute as before!' . . . They will in the future life just as vainly seek blessedness as they have sought it in the present life." It