Traditional Japanese are bred with a strong sense of dependency and presumption on the benevolence of family, boss, work group, and nation. Ideally, one should blend selfessly into a system of "other directedness." One must give indiscriminate devotion to his colleagues, for it is immature and divisive to like certain group members more than others. It is more important to avoid embarrassment or conflict than to search for or insist on the truth. One must endure and not complain. In traditional organizations responsible behavior is created more by inner values than by outer controls. Love of company and seniority are more important considerations than performance in promotion decisions. Management is based more on persuasion than direction and the system supplies little personal authority to go with responsibilities. Through careful selection and the constraints of lifetime employment traditional organizations have exploited the unique personal selflessness created by the Japanese socialization process. They have harnessed the power of shared values and commitment to the utmost. Otherwise, their practices might well have produced helpless indifference and inefficiency. In view of current trends in technology exchange, international economic conditions, and defection of many Japanese youth from traditional values, one wonders if the traditional system of management can survive in its present form. (Author)