In recent years, workplace compassion has attracted growing attention, yet concrete implementation methods remain limited. This study examined the role of self-assessment tools, whose workplace use is expanding, in fostering compassion. Through analysis, the tools were found to support team building, communication, and compassion development. However, concerns also surfaced, including the risk of labeling that entrenches interpersonal roles and doubts about diagnostic reliability and ethics. Drawing on these findings, we propose a behavioral model to guide appropriate adoption, improve day-to-day practices, and minimize harms.

The influence of AI on management and labor within organizations is steadily expanding, and accordingly, the risks and concerns associated with AI are increasingly being discussed as serious societal issues. However, among these narratives on so-called AI perils, many are based on misconceptions that diverge from empirical realities. Against this backdrop, this paper first points out that the concept of “intelligence” underpinning these AI-peril narratives is often shaped by the notion of the general intelligence factor (or, g factor). It then introduces the theory of multiple intelligences as a more accurate model for representing the structure of human intelligence. Subsequently, this paper examines four domains—namely “pattern recognition,” “empathy,” “individualized response,” and “creativity”—that are generally regarded as areas of human superiority, yet in which AI often demonstrates greater capabilities. Finally, the paper discusses three key roles that humans should fulfill in order to realize a society in which humans and AI collaborate and coexist harmoniously: namely, “supervisor,” “producer,” and “hope-holder.” In particular, it explores the essential human responsibility of continuing to uphold “hope” even in adverse circumstances, emphasizing this as a critical countermeasure against various decision-making risks that may arise from the so-called “horizon effect,” whereby AI is unable to appropriately assess events that lie beyond the bounds of its explorable domain.

This study focused on the supportive behavior of middle managers who support team members who balance work and child-rearing, and explored what sustainable support looks like. Semi-structured interviews were conducted with 21 pairs of middle managers and their team members, and a comparison of successful and problematic cases suggested that "empathy" and "understanding" are the keys to "altruism (altruistic behavior)" that supports work-life balance, and that it is essential for middle managers to not become exhausted in order to support work-life balance. This study presents the guidelines and behavior of middle managers when supporting work-life balance that is tailored to the workplace in Japanese companies.

This study explores how intrateam conflict influences project team performance. Interviews with 30 members from 10 teams in the Japan Business School Case Competition 2024 identified five types of conflict. While the frequency of conflicts did not differ between teams, high-performing teams effectively resolved key conflicts, particularly “differences in motivation” and “task-related disagreements.” The results suggest that resolving all conflicts is unnecessary; rather, addressing critical conflicts appropriately enhances outcomes. Conflict should be seen not only as an obstacle but also as an opportunity to rebuild trust and foster growth.

A questionnaire survey of Japanese working adults was conducted with the aim of clarifying the relationship between lifestyle rhythm and subjective well-being. The results revealed that among the four types of people, (1) morning type (early bird), (2) intermediate type (active neither early morning nor late at night but in the middle of the day), (3) night type (night owl), and (4) irregular type (active at different times depending on the day and circumstances), subjective well-being was significantly lower in (3) night type and (4) irregular type. The results may provide basic knowledge for improving the level of happiness by reviewing the lifestyle rhythm.

This study analyzes Daikin Industries’ extension of its mandatory retirement age and its impact on employees’ occupational future time perspective (OFTP), grounded in socioemotional selectivity theory. Findings indicate that motivated employees in their 50s and those aged 60 or older perceive their remaining work years more positively after the policy change. In addition to broadening perceptions of future opportunities, managerial support rooted in Daikin’s “People-Centered Management” philosophy also appears to strengthen OFTP. These results highlight the complementary roles of institutional reforms and organizational practices in shaping late-career employees’ outlook.

This study aims to clarify how part-time MBA students enhance their occupational self-efficacy through experiences during their studies. Interviews were conducted with four MBA students, and the data were analyzed using Bandura’s (1997) theoretical framework of self-efficacy. The analysis yielded three key findings: (1) overcoming challenges encountered during the program contributes to the enhancement of occupational self-efficacy; (2) the specific difficulties and challenges faced by part-time MBA students vary individually, and taking proactive action in accordance with one’s own circumstances serves as a trigger for enhancing occupational self-efficacy. Moreover, support and encouragement from others play an important role in sustaining such proactive behavior; and (3) applying academic learning to workplace practice and achieving tangible outcomes play a significant role in strengthening occupational self-efficacy.