In modern society, the demand for mental health and psychotherapy is increasing day by day, but effective psychotherapy for contemporary people is not much. Adapt to the development of the times, follow the psychological mechanism, Naikan cognitive therapy after more than 20 years of development in practice and improvement, proved to is a kind of adaptation to disease extensive, simple and normative operation, curative effect is more significant psychological therapy. The operation of Naikan cognitive therapy are introduced by the following six parts: overview, assessment before treatment, treatment before the import, psychological treatment, psychological treatment process and psychological guidance level. This paper will provide the basis and guidance for the learning and use Naikan cognitive therapy.

  Some scholars have proposed that in principle, there is no need for the Interviewer in Naikan. To test this assumption, the authors undertook their own experience of Intensive Naikan Therapy without an Interviewer, through which we realized the necessity of the Interviewer. In this study, we set out to understand the importance of the Interviewer’s role in Intensive Naikan Therapy from the perspective of clients. We conducted semi-structured interviews with 13 clients after an Intensive Naikan program, and analyzed their narratives using a method called Grounded Theory Approach (GTA). All of the clients who were interviewed considered the interviewer necessary for the therapy to be successful, and their reasons were classified into 6 categories, which we discuss. Their replies also suggest that the presence of a single Interviewer enhances the client’s experience of Naikan, while a plurality of Interviewers seems to increase the patient’s psychological burden.

  This study is a trial to develop a hypothetical model of the therapeutic mechanism of Naikan Therapy, as a first step in developing an explanatory theory concerning this therapy. A hypothetical model was developed based on the author’s own experience as a Naikan client and as a trainee of a Naikan therapist. These experiences were analyzed focusing on the process of change in time as well as the change in quality of experience associated with the process. As a result, 3 steps of psychological change in Naikan Therapy were generated as follows: Step 1 was a change at the cognitive level. In this step, a multilateral viewpoint was obtained which included three different elements. Step 2 was a change at the level of experience. In this step, positive experiences were observed at three levels. Step3 was a change at the level of self-conceptualization. In this stage, people become aware of themselves holistically through the three steps of the Naikan process. Finally, each of these three steps found in Naikan therapy is discussed from the viewpoint of the therapeutic mechanism of psychotherapy.

  This study presents a hypothetical model of the psychological processes involved in Naikan resistance. A survey was conducted of individuals who showed difficulty in accepting and responding to Naikan Therapy. They were interviewed after their Naikan experience, and the content of their interviews was analyzed for insight into their processes of transformation during Naikan, and for the distinctive features of their resistance.

  The participants could not get used to the environment of Naikan, and held on to negative images of the therapy. Additionally, they felt mistrust towards the Naikan therapist, were critical of him/her and never asked him/her for advice. The participants were all strongly adherent to their own ideals without accepting their present reality. Considering these features, we can state that it is extremely painful for clients in the Naikan resistance group to have a Naikan experience. the results of this study provide concrete guidance for therapist goal-setting, and for how to deal with clients exhibiting Naikan resistance.

  We developed a Naikan-Based Cognitive Therapy (NBCT) program for schizophrenic and depressive patients in our hospital’s day-care center to improve their Quality of Life（QOL）and support their recovery. We verified the effectiveness of the NBCT by using the Subjective Well-Being Inventory (SUBI) and by checking QOL after day-care. Patients demonstrated improvements in both SUBI and QOL.

  The NBCT is a recovery-minded program to help patients acquire and apply self-coping skills, and to improve self-esteem. It is a method that can improve QOL for those suffering from mental illness.

  The purpose of this study is to investigate how Naikan patients experience tear shedding during Intensive Naikan therapy, and how they give it meaning. We conducted semi-structured interviews with 16 people who had Intensive Naikan therapy, and analyzed the interview data qualitatively using the GTA and KJ methods. The analysis revealed that most Naikan patients experienced the welling-up of tears unexpectedly. They experienced mixed feelings about this and started to pay attention to what they had overlooked before. After facing themselves and then regaining normal equilibrium, they found their motivation increased, and the meaning they gave to their tears changed. However, during the Naikan interview, tears were ascribed a different meaning: patients described shedding tears of self-pity in the face of the Naikan Interviewer’s expectations. Moreover, while they shed tears in front of others, patients could not face themselves sincerely.

  Email Naikan begain in 2008, and presently there are over 120 Email Naikan practitioners. Email Naikan utilizes four questions, adding one to the original three Naikan questions. The fourth question is: “What did you realize through the three questions?”

  The intention of Email Naikan is very clear, and the method is very effective. Even busy people who cannot attend a one-week course of therapy can experience Email Naikan in their own home for a period of one month. And anyone who can access the internet can exchange daily Naikan emails from anywhere in the world: Email Naikan is borderless.

  This paper considers three cases of Email Naikan. The first is that of a woman whose hatred towards her father disappeared. The second is that of a male branch manager who achieved good results in his branch, and also developed a good relationship with his son. The third is that of a woman who found beneficial effects upon not only herself, but also her father.