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“Gaman” (我慢) is translated to “Patience” in English, but it is clear that “Gaman” is different from patience as understood in the West.

The word “Gaman” is used as a personal trait of “will power” and “self-control” to achieve a higher goal as well. So in this sense, it is not so different from the word “patience” in English.

However, the more frequent usage of the word “Gaman” is more linked to collectivism and could be more accurate if it is defined as “emotional suppression”, “waiting for your turn/minding your own place until your time to shine comes” and/or “doing something for a greater good by sacrificing one’s own interest”, etc.

“Gaman” has been taught as a good virtue in Japan throughout Japan’s history since early childhood.

Especially the concept of “Gaman” was strengthened by the 260 year long Edo period as a means to keep the people obedient to the Shogunate. When the modern Meiji government took over, it kept the same practice to make the Japanese people hard working for Japan’s industrialization and militarization.

“Gaman” used to be a great strength of the Japanese people who could put their own interests aside in order to achieve the collective goals. The Japanese people are actually pretty emotional deep inside, even more so than many other peoples of the world. However, thanks to this “Gaman” virtue, the Japanese people could achieve a great economic recovery after the war and build such a highly functioning and orderly society despite many challenges throughout the history.

People have developed strong “Gaman” skills in Japan, and it worked well in old times as the purpose (why of “Gaman”) was clear whether it was the recovery of Japan or global market expansion of Japanese companies etc. After the long hard period of “Gaman”, people used to be able to see a bright future.

And in the old days at Japanese companies where the career path was hierarchy-based, seniority-based and linier, the “Gaman” culture worked brilliantly to manage employee’s expectations.

However, now the “Gaman” culture is causing a lot of issues rather than benefits for the Japanese in today’s global and highly digital age. Spreed of nowadays business has tremendously increased, being too patient might incur the loss of business opportunities.

On the downside, as “Gaman” might also be interpreted as suppression of own emotions and feelings, it might lead to accumulation of pressure over the limits someone can handle. In worst case “Gaman” might contribute to the high suicide rates in Japan.

Because of the strongly ingrained “Gaman” culture, many Japanese people do not want to speak up, stand out, or fight back even when they should. Most Japanese people are not good at expressing their wishes and opinions, which is so detrimental to creating a culture of innovation.

“Gaman” seems to be perpetuating the inertia of many unhealthy and non-productive practices in the Japanese corporate world because many Japanese are putting up with it with “Gaman”.

In order to change the situation, we need to raise the awareness about the “Gaman” culture, both good and bad, in Japan because most Japanese people have not even thought about it.

Then we should change our education about “Gaman”. Teaching small kids “Gaman” as skills or capability is good for their future. However, when the kids are a little older, we need to teach them how to make the right judgement about “Gaman," whether it’s constructive “Gaman” or destructive or meaningless “Gaman” by helping them find their own purpose and higher goals every time they do “Gaman”.

“Gaman” without any constructive purpose leads companies to low engagement, low performance and high attrition and high mental issue cases of employees.