[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"article:nemawashi-ringi":3},{"meta":4,"markdown":78,"quiz":79},{"type":5,"articleId":6,"slug":7,"title":8,"titleEn":9,"category":10,"summary":11,"publishedAt":12,"image":13,"vocabulary":14,"quizId":77},"article","bj-nemawashi-ringi","nemawashi-ringi","根回しと稟議 — 日本企業の意思決定の仕組み","Nemawashi and Ringi — How Japanese Companies Make Decisions","business-japanese","Deep dive into the two pillars of Japanese corporate decision-making: nemawashi (informal pre-meeting alignment) and ringi (formal consensus document circulation). Covers who to consult, timing, the kian-kairan-kessai flow, the role of inkan stamps, modern e-ringi systems, and the cultural backdrop of collective responsibility and risk distribution.\n","2026-04-27T00:00:00Z","https:\u002F\u002Fimages.yamiyomi.com\u002Fbj-nemawashi-ringi.png",[15,20,24,28,32,36,40,44,48,53,57,61,65,69,73],{"word":16,"reading":17,"meaning":18,"level":19},"根回し","ねまわし","behind-the-scenes consensus building","N1",{"word":21,"reading":22,"meaning":23,"level":19},"稟議","りんぎ","collective decision-making document",{"word":25,"reading":26,"meaning":27,"level":19},"起案","きあん","drafting a proposal",{"word":29,"reading":30,"meaning":31,"level":19},"回覧","かいらん","circulation",{"word":33,"reading":34,"meaning":35,"level":19},"決裁","けっさい","approval",{"word":37,"reading":38,"meaning":39,"level":19},"印鑑","いんかん","personal seal",{"word":41,"reading":42,"meaning":43,"level":19},"押印","おういん","affixing a seal",{"word":45,"reading":46,"meaning":47,"level":19},"合意","ごうい","consensus",{"word":49,"reading":50,"meaning":51,"level":52},"関係者","かんけいしゃ","stakeholders","N2",{"word":54,"reading":55,"meaning":56,"level":52},"事前","じぜん","in advance",{"word":58,"reading":59,"meaning":60,"level":52},"調整","ちょうせい","coordination",{"word":62,"reading":63,"meaning":64,"level":19},"上長","じょうちょう","superior",{"word":66,"reading":67,"meaning":68,"level":52},"部署","ぶしょ","department",{"word":70,"reading":71,"meaning":72,"level":52},"責任","せきにん","responsibility",{"word":74,"reading":75,"meaning":76,"level":19},"分散","ぶんさん","distribution","bj-decision-quiz","\n::para\n[根回し]{ねまわし:nemawashi:N2}と[稟議]{りんぎ:ringi:N1}は、[日本]{にほん:Japan:N5}[企業]{きぎょう:company:N1}の[意思決定]{いしけってい:decision-making:N3}を[理解]{りかい:understand:N3}する[上で]{うえで:for:N5}[避けて]{さけて:to avoid:N1}[通れない]{とおれない:cannot pass:N4}[2]{に:two}つの[キーワード]{きーわーど:keyword}です。[海外]{かいがい:overseas:N4}の[ビジネスパーソン]{びじねすぱーそん:businesspeople}にとっては[非効率]{ひこうりつ:inefficient:N1}に[見える]{みえる:appear:N5}この[仕組み]{しくみ:system:N3}も、[実]{じつ:actually:N3}は[組織]{そしき:organization:N1}の[安定]{あんてい:stability:N3}と[実行]{じっこう:execution:N3}[力]{りょく:power:N4}を[支える]{ささえる:to support:N3}[巧妙]{こうみょう:clever:N1}な[装置]{そうち:mechanism:N2}です。[本]{ほん:this:N5}[記事]{きじ:article:N3}では、その[手順]{てじゅん:procedure:N2}と[文化的]{ぶんかてき:cultural:N3}[背景]{はいけい:background:N3}を[体系的]{けいとうてき:systematically:N1}に[解説]{かいせつ:explain:N3}します。\n\n#en\nNemawashi and ringi are two unavoidable keywords for understanding decision-making in Japanese companies. To overseas businesspeople, this system may appear inefficient, but it is actually a clever mechanism that supports organizational stability and execution. This article systematically explains the procedure and cultural background.\n::\n\n::heading\n[根回し]{ねまわし:nemawashi:N2}とは[何]{なに:what:N5}か\n\n#en\nWhat Is Nemawashi?\n::\n\n::para\n[根回し]{ねまわし:nemawashi:N2}は[元々]{もともと:originally:N4}、[植木]{うえき:potted plant:N2}を[移植]{いしょく:transplant:N2}する[前]{まえ:before:N5}に[根]{ね:root:N2}の[周り]{まわり:surroundings:N2}を[整える]{ととのえる:to prepare:N1}[園芸]{えんげい:gardening:N2}[用語]{ようご:term:N4}でした。[これ]{これ:this}が[転じて]{てんじて:was applied to:N4}、[正式]{せいしき:formal:N3}な[会議]{かいぎ:meeting:N3}や[決裁]{けっさい:approval:N1}の[前]{まえ:before:N5}に、[関係者]{かんけいしゃ:stakeholders:N3}に[個別]{こべつ:individually:N2}に[説明]{せつめい:explain:N3}し、[事前]{じぜん:in advance:N4}に[合意]{ごうい:consensus:N3}を[得て]{えて:to obtain:N3}おく[行為]{こうい:act:N1}を[指す]{さす:to refer to:N3}ようになりました。[根回し]{ねまわし:nemawashi:N2}の[目的]{もくてき:purpose:N4}は[3]{さん:three}つです。[第一]{だいいち:first:N1}に[反対]{はんたい:opposing:N3}[意見]{いけん:opinions:N4}を[事前]{じぜん:in advance:N4}に[把握]{はあく:grasp:N1}し、[案]{あん:proposal:N1}を[修正]{しゅうせい:revise:N1}できること。[第二]{だいに:second:N1}に[公開]{こうかい:public:N4}の[場]{ば:venue:N4}での[衝突]{しょうとつ:conflict:N1}を[避ける]{さける:avoid:N1}こと。[第三]{だいさん:third:N1}に[当日]{とうじつ:day of:N3}の[会議]{かいぎ:meeting:N3}を[円滑]{えんかつ:smoothly:N1}に[進める]{すすめる:to proceed:N3}ことです。[根回し]{ねまわし:nemawashi:N2}が[十分]{じゅうぶん:sufficient:N5}な[案件]{あんけん:matter:N1}は[会議]{かいぎ:meeting:N3}で[反対]{はんたい:opposition:N3}が[出ない]{でない:not arise:N5}ため、[儀式]{ぎしき:ritual:N1}のように[速やか]{すみやか:swiftly:N3}に[承認]{しょうにん:approved:N2}されます。\n\n#en\nNemawashi was originally a gardening term referring to preparing the area around a plant's roots before transplanting. By extension, it came to refer to the act of explaining individually to stakeholders and obtaining consensus in advance, before a formal meeting or approval. Nemawashi has three purposes: first, to grasp opposing opinions in advance and revise the proposal; second, to avoid public conflict; and third, to make the day's meeting proceed smoothly. Matters with sufficient nemawashi face no opposition in the meeting and are approved swiftly, ritual-like.\n::\n\n::callout\n[文化的]{ぶんかてき:cultural:N3}[ポイント]{ぽいんと:point}：[日本]{にほん:Japan:N5}[企業]{きぎょう:company:N1}では「[会議]{かいぎ:meeting:N3}は[決定]{けってい:deciding:N3}する[場]{ば:venue:N4}ではなく、[決定]{けってい:decided:N3}したことを[確認]{かくにん:confirm:N3}する[場]{ば:venue:N4}」と[言われ]{いわれ:said:N4}ます。[実際]{じっさい:actual:N3}の[意思決定]{いしけってい:decision-making:N3}は[会議]{かいぎ:meeting:N3}の[前]{まえ:before:N5}に[根回し]{ねまわし:nemawashi:N2}で[行われ]{おこなわれ:done:N5}ているのです。\n\n#en\nCULTURAL POINT: In Japanese companies, it is said that \"meetings are not where decisions are made, but where decisions are confirmed.\" The actual decision-making happens beforehand through nemawashi.\n::\n\n::heading\n[誰]{だれ:who:N3}に[根回し]{ねまわし:nemawashi:N2}するか\n\n#en\nWho to Nemawashi With\n::\n\n::para\n[根回し]{ねまわし:nemawashi:N2}の[相手]{あいて:counterpart:N3}は[案件]{あんけん:matter:N1}の[影響]{えいきょう:impact:N1}[範囲]{はんい:scope:N1}に[応じて]{おうじて:according to:N1}[決まります]{きまります:determined:N3}。[基本]{きほん:basic:N1}は[直属]{ちょくぞく:direct:N1}の[上司]{じょうし:supervisor:N1}、[隣接]{りんせつ:adjacent:N1}[部署]{ぶしょ:department:N2}の[キーパーソン]{きーぱーそん:key person}、[最終]{さいしゅう:final:N3}[決裁]{けっさい:approval:N1}[者]{しゃ:person:N4}の[3]{さん:three}つの[層]{そう:layer:N2}です。[役員]{やくいん:executive:N3}[クラス]{くらす:class}の[案件]{あんけん:matter:N1}であれば、[関係]{かんけい:related:N3}[役員]{やくいん:executive:N3}の[側近]{そっきん:close aide:N3}（[秘書]{ひしょ:secretary:N1}や[部長]{ぶちょう:department head:N3}）に[先]{さき:first:N5}に[相談]{そうだん:consult:N3}するのも[定石]{じょうせき:established practice:N3}です。[反対]{はんたい:opposition:N3}しそうな[人]{ひと:person:N5}には[特に]{とくに:especially:N4}[時間]{じかん:time:N5}を[かけて]{かけて:to spend}[説明]{せつめい:explain:N3}し、[懸念]{けねん:concerns:N1}を[一]{ひと:one:N5}つずつ[潰して]{つぶして:to eliminate:N1}おきます。[味方]{みかた:ally:N4}になりそうな[人]{ひと:person:N5}には[早めに]{はやめに:early:N4}[情報]{じょうほう:information:N3}を[共有]{きょうゆう:share:N3}し、[会議]{かいぎ:meeting:N3}で[援護]{えんご:support:N1}[射撃]{しゃげき:fire:N1}してもらえる[関係]{かんけい:relationship:N3}を[築きます]{きずきます:build:N2}。\n\n#en\nNemawashi counterparts are determined by the scope of impact. The basics are three layers: direct supervisor, key persons in adjacent departments, and the final approver. For executive-level matters, it is also standard practice to first consult the close aide (secretary or department head) of the relevant executive. Spend especially extra time explaining to those likely to oppose, eliminating concerns one by one. Share information early with likely allies, building a relationship where they can provide cover fire in the meeting.\n::\n\n::heading\n[根回し]{ねまわし:nemawashi:N2}の[タイミング]{たいみんぐ:timing}\n\n#en\nTiming of Nemawashi\n::\n\n::para\n[根回し]{ねまわし:nemawashi:N2}は[会議]{かいぎ:meeting:N3}の[直前]{ちょくぜん:right before:N3}に[行う]{おこなう:to conduct:N5}ものではありません。[一般的]{いっぱんてき:generally:N2}には[会議]{かいぎ:meeting:N3}の[1]{いっ:one}〜[2]{に:two}[週間]{しゅうかん:weeks:N4}[前]{まえ:before:N5}から[始め]{はじめ:start:N4}、[最終]{さいしゅう:final:N3}[案]{あん:proposal:N1}を[固める]{かためる:finalize:N2}までに[複数]{ふくすう:multiple:N2}[回]{かい:times:N3}[往復]{おうふく:back and forth:N1}します。[最初]{さいしょ:first:N3}は[ラフ]{らふ:rough}な[たたき台]{たたきだい:draft:N4}を[持って]{もって:to bring:N4}、[相手]{あいて:counterpart:N3}の[反応]{はんのう:reaction:N1}を[見ながら]{みながら:while watching:N5}[修正]{しゅうせい:revise:N1}します。[正式]{せいしき:formal:N3}な[会議]{かいぎ:meeting:N3}の[2]{ふつ:two}〜[3]{みっ:three}[日前]{かまえ:days before:N5}には[全員]{ぜんいん:everyone:N3}の[OK]{おーけー:OK}が[取れて]{とれて:obtained:N3}いる[状態]{じょうたい:state:N1}が[理想]{りそう:ideal:N3}です。[根回し]{ねまわし:nemawashi:N2}を[忘れて]{わすれて:to forget:N3}いきなり[会議]{かいぎ:meeting:N3}で[案]{あん:proposal:N1}を[出す]{だす:to submit:N5}と、「なぜ[事前]{じぜん:in advance:N4}に[相談]{そうだん:consult:N3}しなかったのか」と[反発]{はんぱつ:pushback:N3}を[招き]{まねき:invite:N3}、[案件]{あんけん:matter:N1}が[潰れる]{つぶれる:to be killed:N1}[原因]{げんいん:cause:N3}になります。\n\n#en\nNemawashi is not done right before a meeting. Generally start one to two weeks before the meeting and go back and forth multiple times until the final proposal is solidified. At first bring a rough draft and revise based on the counterpart's reaction. Ideally, by two to three days before the formal meeting, everyone has signed off. Forgetting nemawashi and abruptly submitting a proposal at a meeting invites pushback (\"Why didn't you consult in advance?\") and becomes the cause of the matter being killed.\n::\n\n::callout\n[実務]{じつむ:practical:N3}[NG例]{えぬじーれい:NG example:N3}：[海外]{かいがい:overseas:N4}[出向]{しゅっこう:assigned:N3}[者]{しゃ:person:N4}が[よく]{よく:often}[やってしまう]{やってしまう:make}[失敗]{しっぱい:mistake:N3}が、[論理的]{ろんりてき:logical:N3}に[正しい]{ただしい:correct:N4}[案]{あん:proposal:N1}を[いきなり]{いきなり:abruptly}[会議]{かいぎ:meeting:N3}で[提案]{ていあん:propose:N1}すること。[内容]{ないよう:content:N3}が[良くても]{よくても:even if good:N3}「[手順]{てじゅん:procedure:N2}を[踏んで]{ふんで:follow:N1}いない」と[判断]{はんだん:judged:N3}され、[却下]{きゃっか:rejected:N1}される[ケース]{けーす:case}が[多い]{おおい:common:N4}です。\n\n#en\nPRACTICAL NG EXAMPLE: A common mistake by overseas-assigned staff is abruptly proposing a logically correct plan at a meeting. Even if the content is good, it is often judged as \"not following procedure\" and rejected.\n::\n\n::heading\n[稟議]{りんぎ:ringi:N1}の[仕組み]{しくみ:system:N3}\n\n#en\nThe Ringi System\n::\n\n::para\n[稟議]{りんぎ:ringi:N1}は[組織]{そしき:organization:N1}としての[正式]{せいしき:formal:N3}な[意思決定]{いしけってい:decision-making:N3}を[文書]{ぶんしょ:document:N4}で[行う]{おこなう:to conduct:N5}[制度]{せいど:system:N3}です。[起案]{きあん:drafting:N1}[者]{しゃ:person:N4}が[稟議]{りんぎ:ringi:N1}[書]{しょ:document:N5}を[作成]{さくせい:prepare:N3}し、[関係]{かんけい:related:N3}[部署]{ぶしょ:departments:N2}と[上位]{じょうい:upper-level:N3}[役職]{やくしょく:positions:N3}を[順番]{じゅんばん:in order:N2}に[回覧]{かいらん:circulate:N1}して[承認]{しょうにん:approval:N2}を[得て]{えて:to obtain:N3}いきます。[基本]{きほん:basic:N1}[フロー]{ふろー:flow}は「[起案]{きあん:drafting:N1} → [回覧]{かいらん:circulation:N1} → [決裁]{けっさい:approval:N1}」の[3]{さん:three}[段階]{だんかい:stages:N2}で、[最終]{さいしゅう:final:N3}[決裁]{けっさい:approval:N1}[者]{しゃ:person:N4}（[多くの]{おおくの:many:N4}[場合]{ばあい:case:N3}は[部長]{ぶちょう:department head:N3}・[本部長]{ほんぶちょう:division head:N3}・[役員]{やくいん:executive:N3}・[社長]{しゃちょう:president:N4}）が[承認]{しょうにん:approve:N2}した[時点]{じてん:point:N3}で[正式]{せいしき:formally:N3}に[決定]{けってい:decided:N3}となります。[決裁]{けっさい:approval:N1}[権限]{けんげん:authority:N3}は[金額]{きんがく:amount:N2}や[案件]{あんけん:matter:N1}の[種類]{しゅるい:type:N3}によって[社内規程]{しゃないきてい:internal rules:N3}で[定められて]{さだめられて:defined:N3}おり、これを[決裁]{けっさい:approval:N1}[基準]{きじゅん:criteria:N1}と[呼びます]{よびます:called:N3}。\n\n#en\nRingi is the system for conducting formal organizational decision-making in document form. The drafter prepares a ringi document and circulates it sequentially through related departments and senior positions to obtain approvals. The basic flow has three stages: \"drafting → circulation → approval.\" The matter is formally decided when the final approver (often a department head, division head, executive, or president) approves it. Approval authority is defined by internal rules according to amount and type of matter, called the approval criteria.\n::\n\n::heading\n[印鑑]{いんかん:seal:N1}[文化]{ぶんか:culture:N3}と[電子]{でんし:electronic:N5}[稟議]{りんぎ:ringi:N1}\n\n#en\nInkan Culture and E-Ringi\n::\n\n::para\n[伝統的]{でんとうてき:traditional:N1}な[稟議]{りんぎ:ringi:N1}では、[紙]{かみ:paper:N4}の[書類]{しょるい:document:N3}に[各]{かく:each:N2}[承認]{しょうにん:approver:N2}[者]{しゃ:person:N4}が[個人]{こじん:personal:N2}の[印鑑]{いんかん:seal:N1}を[押印]{おういん:stamp:N2}していきます。[印鑑]{いんかん:seal:N1}が[並ぶ]{ならぶ:lined up:N2}[ことで]{ことで:by}「[誰]{だれ:who:N3}が[いつ]{いつ:when}[承認]{しょうにん:approve:N2}したか」が[一目]{ひとめ:at a glance:N4}で[分かる]{わかる:visible:N5}ように[なって]{なって:becomes}います。しかし[2020]{にせんにじゅう:2020}[年]{ねん:year:N5}の[コロナ]{ころな:COVID}[禍]{か:crisis:N1}で[在宅]{ざいたく:remote:N3}[勤務]{きんむ:work:N3}が[広まる]{ひろまる:spread:N4}と、「[ハンコ]{はんこ:seal}を[押す]{おす:to stamp:N3}ためだけに[出社]{しゅっしゃ:come into office:N4}する」[非効率]{ひこうりつ:inefficiency:N1}が[問題]{もんだい:problem:N4}[視]{し:regarded:N1}されました。[現在]{げんざい:currently:N3}は[多くの]{おおくの:many:N4}[企業]{きぎょう:company:N1}が[電子]{でんし:electronic:N5}[稟議]{りんぎ:ringi:N1}（[ワークフロー]{わーくふろー:workflow}[システム]{しすてむ:system}）を[導入]{どうにゅう:introduce:N2}し、[クラウド]{くらうど:cloud}[上]{じょう:on:N5}で[承認]{しょうにん:approval:N2}が[完結]{かんけつ:complete:N1}するように[なって]{なって:has become}います。[代表的]{だいひょうてき:typical:N3}な[ツール]{つーる:tool}に[X-Point]{えっくすぽいんと:X-Point}、[ジョブカン]{じょぶかん:Jobcan}、[サイボウズ]{さいぼうず:Cybozu}[ワークフロー]{わーくふろー:Workflow}などがあります。\n\n#en\nIn traditional ringi, each approver stamps a personal seal on the paper document. Lining up seals makes \"who approved when\" visible at a glance. However, when remote work spread during the 2020 COVID crisis, the inefficiency of \"coming into the office just to stamp a seal\" became problematic. Currently, many companies have introduced e-ringi (workflow systems) so that approval can be completed in the cloud. Typical tools include X-Point, Jobcan, and Cybozu Workflow.\n::\n\n::callout\n[トレンド]{とれんど:trend}：[政府]{せいふ:government:N2}も「[脱]{だつ:de-:N1}ハンコ」を[推進]{すいしん:promote:N1}しており、[2021]{にせんにじゅういち:2021}[年]{ねん:year:N5}には[行政]{ぎょうせい:administrative:N3}[手続き]{てつづき:procedures:N3}の[押印]{おういん:seal:N2}[要件]{ようけん:requirement:N3}が[大幅]{おおはば:largely:N2}に[廃止]{はいし:abolished:N1}されました。[企業]{きぎょう:company:N1}でも[電子]{でんし:electronic:N5}[署名]{しょめい:signature:N2}と[電子]{でんし:electronic:N5}[稟議]{りんぎ:ringi:N1}が[標準]{ひょうじゅん:standard:N1}になりつつあります。\n\n#en\nTREND: The government is also promoting \"de-hanko,\" and in 2021, seal requirements for administrative procedures were largely abolished. In companies too, electronic signatures and e-ringi are becoming the standard.\n::\n\n::heading\n[なぜ]{なぜ:why}[根回し]{ねまわし:nemawashi:N2}と[稟議]{りんぎ:ringi:N1}が[残る]{のこる:remain:N3}のか — [文化的]{ぶんかてき:cultural:N3}[背景]{はいけい:background:N3}\n\n#en\nWhy Nemawashi and Ringi Persist — Cultural Background\n::\n\n::para\n[海外]{かいがい:overseas:N4}から[見る]{みる:to view:N5}と[根回し]{ねまわし:nemawashi:N2}と[稟議]{りんぎ:ringi:N1}は[時間]{じかん:time:N5}が[かかり]{かかり:takes}、[トップ]{とっぷ:top}[ダウン]{だうん:down}の[即決]{そっけつ:immediate decision:N1}に[比べて]{くらべて:compared to:N2}[非効率]{ひこうりつ:inefficient:N1}に[映ります]{うつります:appears:N4}。しかし[日本]{にほん:Japan:N5}[企業]{きぎょう:company:N1}が[この]{この:this}[仕組み]{しくみ:system:N3}を[維持]{いじ:maintain:N1}している[理由]{りゆう:reason:N3}は[3]{さん:three}つあります。[第一]{だいいち:first:N1}に[責任]{せきにん:responsibility:N3}の[分散]{ぶんさん:distribution:N3}です。[多くの]{おおくの:many:N4}[人]{ひと:people:N5}が[承認]{しょうにん:approve:N2}に[関与]{かんよ:involved:N3}することで、[失敗]{しっぱい:failure:N3}した[時]{とき:time:N5}も[個人]{こじん:individual:N2}に[責任]{せきにん:responsibility:N3}が[集中]{しゅうちゅう:concentrate:N4}しません。[第二]{だいに:second:N1}に[実行]{じっこう:execution:N3}[段階]{だんかい:stage:N2}での[協力]{きょうりょく:cooperation:N2}の[確保]{かくほ:ensure:N1}です。[事前]{じぜん:in advance:N4}に[全員]{ぜんいん:all:N3}が[合意]{ごうい:agree:N3}しているため、[実行]{じっこう:execution:N3}[時]{じ:time:N5}に[抵抗]{ていこう:resistance:N1}が[起きません]{おきません:not arise:N4}。[第三]{だいさん:third:N1}に[組織]{そしき:organizational:N1}[学習]{がくしゅう:learning:N4}です。[回覧]{かいらん:circulation:N1}を[通じて]{つうじて:through:N4}[多くの]{おおくの:many:N4}[視点]{してん:perspectives:N1}が[案]{あん:proposal:N1}に[反映]{はんえい:reflected:N3}され、[抜け]{ぬけ:omissions:N3}や[漏れ]{もれ:gaps:N1}が[減ります]{へります:reduced:N2}。\n\n#en\nFrom overseas, nemawashi and ringi take time and appear inefficient compared to top-down immediate decisions. But there are three reasons Japanese companies maintain this system. First, distribution of responsibility: with many people involved in approval, responsibility does not concentrate on an individual when failure occurs. Second, ensuring cooperation at the execution stage: because everyone has agreed in advance, no resistance arises during execution. Third, organizational learning: through circulation, many perspectives are reflected in the proposal, reducing omissions and gaps.\n::\n\n::heading\n[現代]{げんだい:modern:N3}[企業]{きぎょう:company:N1}での[変化]{へんか:changes:N3}\n\n#en\nChanges in Modern Companies\n::\n\n::para\n[最近]{さいきん:recently:N3}は[スピード]{すぴーど:speed}[重視]{じゅうし:prioritization:N1}の[スタートアップ]{すたーとあっぷ:startup}や[外資系]{がいしけい:foreign-owned:N1}[企業]{きぎょう:company:N1}を[中心]{ちゅうしん:centered:N4}に、[根回し]{ねまわし:nemawashi:N2}を[簡略]{かんりゃく:simplify:N2}[化]{か:-ize:N3}し、[Slack]{すらっく:Slack}や[Notion]{のーしょん:Notion}での[非]{ひ:non-:N3}[同期]{どうき:synchronous:N3}[合意]{ごうい:agreement:N3}[形成]{けいせい:formation:N3}に[置き換える]{おきかえる:to replace:N2}[動き]{うごき:movement:N4}が[広がって]{ひろがって:spreading:N4}います。「[NEMAWASHI]{ねまわし:NEMAWASHI}[チャンネル]{ちゃんねる:channel}」を[作って]{つくって:to create:N4}そこで[案]{あん:proposal:N1}を[共有]{きょうゆう:share:N3}し、[絵文字]{えもじ:emoji:N3}リアクションで[賛否]{さんぴ:agree-disagree:N3}を[示す]{しめす:to indicate:N3}など、[ツール]{つーる:tool}を[活用]{かつよう:utilize:N3}した[新しい]{あたらしい:new:N4}[形]{かたち:form:N3}も[生まれて]{うまれて:emerging:N5}います。[ただし]{ただし:however}、[伝統的]{でんとうてき:traditional:N1}な[大]{だい:large:N5}[企業]{きぎょう:company:N1}や[製造業]{せいぞうぎょう:manufacturing:N1}では[依然]{いぜん:still:N2}として[従来]{じゅうらい:conventional:N1}の[根回し]{ねまわし:nemawashi:N2}と[紙]{かみ:paper:N4}[稟議]{りんぎ:ringi:N1}が[残って]{のこって:remain:N3}いる[ケース]{けーす:case}も[少なく]{すくなく:few:N4}ありません。[勤務]{きんむ:workplace:N3}[先]{さき:destination:N5}の[文化]{ぶんか:culture:N3}を[早く]{はやく:quickly:N4}[見極める]{みきわめる:to assess:N2}ことが[重要]{じゅうよう:important:N3}です。\n\n#en\nRecently, centered on speed-focused startups and foreign-owned firms, there is a spreading movement to simplify nemawashi and replace it with asynchronous consensus-building on Slack or Notion. New forms utilizing tools are emerging, like creating a \"NEMAWASHI channel\" to share proposals and using emoji reactions to indicate agreement or disagreement. However, in traditional large companies and manufacturing, conventional nemawashi and paper ringi still often remain. It is important to quickly assess the culture of your workplace.\n::\n\n::callout\n[まとめ]{まとめ:summary}：[根回し]{ねまわし:nemawashi:N2}は[非公式]{ひこうしき:informal:N3}な[事前]{じぜん:advance:N4}[合意]{ごうい:consensus:N3}[形成]{けいせい:formation:N3}、[稟議]{りんぎ:ringi:N1}は[公式]{こうしき:formal:N3}な[文書]{ぶんしょ:document:N4}[決裁]{けっさい:approval:N1}。[両者]{りょうしゃ:both:N3}は[セット]{せっと:set}で[機能]{きのう:function:N3}し、[組織]{そしき:organization:N1}の[安定]{あんてい:stability:N3}と[実行]{じっこう:execution:N3}[力]{りょく:power:N4}を[支えて]{ささえて:to support:N3}います。[非効率]{ひこうりつ:inefficient:N1}と[切り捨てる]{きりすてる:to dismiss:N2}[前]{まえ:before:N5}に、[なぜ]{なぜ:why}[残って]{のこって:remain:N3}いるのかを[理解]{りかい:understand:N3}しましょう。\n\n#en\nSUMMARY: Nemawashi is informal advance consensus-building; ringi is formal document approval. They function as a set, supporting organizational stability and execution. Before dismissing them as inefficient, understand why they persist.\n::\n",{"id":77,"title":80,"titleEn":81,"topicPath":10,"questions":82},"意思決定と評価制度確認テスト","Decision-Making and Evaluation System Comprehension Quiz",[83,110,134,159,182,208],{"id":84,"articleId":6,"question":85,"options":88,"correctLabel":94,"explanation":105,"tags":108},"bj-decision-quiz-q01",{"en":86,"jp":87},"Which is the most appropriate main purpose of nemawashi?","「根回し」の主な目的として、最も適切なのはどれですか。",[89,93,97,101],{"label":90,"jp":91,"en":92},"ア","会議の議事録を効率的に作成するため。","To efficiently prepare meeting minutes.",{"label":94,"jp":95,"en":96},"イ","正式な会議の前に関係者と個別に合意形成し、反対意見の事前把握、公開の場での衝突回避、会議の円滑な進行を実現するため。","To form consensus individually with stakeholders before the formal meeting — grasping opposition in advance, avoiding public conflict, and enabling smooth proceedings.",{"label":98,"jp":99,"en":100},"ウ","上司に個人的な評価を上げてもらうため。","To get a personal evaluation boost from one's supervisor.",{"label":102,"jp":103,"en":104},"エ","会議を長時間化させて議論を尽くすため。","To extend meeting duration and exhaust discussion.",{"en":106,"jp":107},"Nemawashi has three purposes: first, grasping opposing opinions in advance to revise the proposal; second, avoiding public conflict; third, making the day's meeting proceed smoothly. In Japanese companies, it is said meetings 'are not where decisions are made, but where decisions are confirmed.'","根回しの目的は3つ。第一に反対意見を事前に把握し案を修正できること、第二に公開の場での衝突を避けること、第三に当日の会議を円滑に進めることです。日本企業では「会議は決定する場ではなく、決定したことを確認する場」と言われます。",[109,47],"nemawashi",{"id":111,"articleId":6,"question":112,"options":115,"correctLabel":98,"explanation":128,"tags":131},"bj-decision-quiz-q02",{"en":113,"jp":114},"Which is the correct basic flow of ringi?","「稟議」の基本的な流れとして正しいのはどれですか。",[116,119,122,125],{"label":90,"jp":117,"en":118},"決裁 → 起案 → 回覧","Approval → drafting → circulation",{"label":94,"jp":120,"en":121},"回覧 → 決裁 → 起案","Circulation → approval → drafting",{"label":98,"jp":123,"en":124},"起案 → 回覧 → 決裁","Drafting → circulation → approval",{"label":102,"jp":126,"en":127},"起案 → 決裁 → 回覧","Drafting → approval → circulation",{"en":129,"jp":130},"The basic ringi flow has three stages: 'drafting → circulation → approval.' The drafter prepares the ringi document, circulates it sequentially through related departments and senior positions, and the matter is formally decided when the final approver approves.","稟議の基本フローは「起案 → 回覧 → 決裁」の3段階です。起案者が稟議書を作成し、関係部署と上位役職を順番に回覧して承認を得て、最終決裁者が承認した時点で正式に決定となります。",[132,133],"ringi","workflow",{"id":135,"articleId":136,"question":137,"options":140,"correctLabel":94,"explanation":153,"tags":156},"bj-decision-quiz-q03","bj-1on1",{"en":138,"jp":139},"Which is the principle a manager should be most aware of in a 1on1 meeting?","1on1ミーティングで上司が最も意識すべき原則はどれですか。",[141,144,147,150],{"label":90,"jp":142,"en":143},"上司が話す時間を最大化し、業務指示を効率的に与える。","Maximize the manager's speaking time and efficiently give work instructions.",{"label":94,"jp":145,"en":146},"1on1は部下のための時間であり、傾聴と質問を通じて部下の気づきを引き出すコーチングの場である。","1on1 is time for the subordinate — a coaching venue where the manager draws out the subordinate's insights through active listening and questions.",{"label":98,"jp":148,"en":149},"進捗報告とステータスアップデートを徹底的に行う。","Thoroughly conduct progress reports and status updates.",{"label":102,"jp":151,"en":152},"上司が部下の評価を一方的に伝える時間として活用する。","Use it as time for the manager to one-sidedly convey evaluations to the subordinate.",{"en":154,"jp":155},"1on1 is not time for the manager to give instructions but time for the subordinate to speak. The agenda is in principle decided by the subordinate, and the manager's role is coaching — drawing out insights through active listening and questions. Work reports and status updates are done in other venues (such as weekly meetings).","1on1は上司が部下に指示を与える時間ではなく、部下が話す時間です。アジェンダは原則として部下が決め、上司の役割は傾聴と質問を通じて部下の気づきを引き出すコーチングです。業務報告やステータスアップデートは別の場（週次ミーティングなど）で行います。",[157,158],"1on1","coaching",{"id":160,"articleId":136,"question":161,"options":164,"correctLabel":94,"explanation":177,"tags":180},"bj-decision-quiz-q04",{"en":162,"jp":163},"Which are the three sections commonly used in a 1on1 meeting agenda?","1on1ミーティングのアジェンダとして一般的な3つのセクションはどれですか。",[165,168,171,174],{"label":90,"jp":166,"en":167},"売上・コスト・利益","Revenue, cost, profit",{"label":94,"jp":169,"en":170},"近況・課題・キャリア","Recent updates, challenges, career",{"label":98,"jp":172,"en":173},"報告・連絡・相談","Report, communication, consultation (ho-ren-so)",{"label":102,"jp":175,"en":176},"目標・予算・計画","Goal, budget, plan",{"en":178,"jp":179},"The basic template used by many companies has three sections: recent updates (health, recent events, mood), challenges (work difficulties, relationships, blockers), and career (long-term goals, skill-up, what you want to do going forward). You need not cover everything each time; vary the weight by week.","多くの企業が使う基本テンプレートは、近況（体調・最近の出来事・気分）、課題（業務で困っていること・人間関係・ブロッカー）、キャリア（長期目標・スキルアップ・今後やりたいこと）の3つで構成されます。毎回すべてを扱う必要はなく、週によって比重を変えます。",[157,181],"agenda",{"id":183,"articleId":184,"question":185,"options":188,"correctLabel":94,"explanation":201,"tags":204},"bj-decision-quiz-q05","bj-hyouka-mendan",{"en":186,"jp":187},"Which correctly describes the difference between shoukyuu (salary increase) and shoukaku (promotion)?","「昇給」と「昇格」の違いとして正しいのはどれですか。",[189,192,195,198],{"label":90,"jp":190,"en":191},"昇給と昇格は同じ意味であり、どちらも基本給が上がることを指す。","Shoukyuu and shoukaku mean the same thing — both refer to base salary rising.",{"label":94,"jp":193,"en":194},"昇給は同じ等級の中で基本給が上がること、昇格は等級そのものが上がり役職が変わることを指す。","Shoukyuu is the base salary rising within the same grade; shoukaku is the grade itself rising and the position changing.",{"label":98,"jp":196,"en":197},"昇給は役職が上がること、昇格は基本給だけが上がることを指す。","Shoukyuu is the position rising, while shoukaku is only the base salary rising.",{"label":102,"jp":199,"en":200},"昇給は毎年起こらないが、昇格は毎年必ず起こる。","Shoukyuu does not occur every year, but shoukaku necessarily occurs every year.",{"en":202,"jp":203},"Shoukyuu is the base salary rising within the same grade; shoukaku is the grade itself rising — the position rising as in 'general employee → chief → section chief → manager.' Shoukyuu happens at many companies each year if you get B or above, but shoukaku does not occur every year and is decided after a promotion exam or executive interview.","昇給は同じ等級の中で基本給が上がること、昇格は等級そのものが上がり「一般社員→主任→係長→課長」のように役職が上がることです。昇給は毎年の評価でB以上を取れば多くの企業で行われますが、昇格は毎年起こるものではなく、昇格試験や役員面接を経て決定されます。",[205,206,207],"evaluation","shoukyuu","shoukaku",{"id":209,"articleId":184,"question":210,"options":213,"correctLabel":98,"explanation":226,"tags":229},"bj-decision-quiz-q06",{"en":211,"jp":212},"Which is the most desirable way to write a self-evaluation sheet?","自己評価シートの書き方として最も望ましいのはどれですか。",[214,217,220,223],{"label":90,"jp":215,"en":216},"「頑張った」「努力した」など主観的な表現を中心に書く。","Write mainly subjective expressions like 'I worked hard' and 'I made effort.'",{"label":94,"jp":218,"en":219},"謙遜して自分の達成を控えめに書き、未熟さを強調する。","Modestly understate one's achievements and emphasize one's immaturity.",{"label":98,"jp":221,"en":222},"具体的な数字を入れ、STAR法（状況→課題→行動→結果）の構造で書き、組織貢献も加える。","Include specific numbers, structure with the STAR method (Situation → Task → Action → Result), and add organizational contribution.",{"label":102,"jp":224,"en":225},"他人の成果を含めて自分の成果として記載する。","Include others' achievements as one's own.",{"en":227,"jp":228},"Three knacks for self-evaluation: first, include specific numbers (e.g., 120% of orders year-on-year). Second, structure with STAR (Situation → Task → Action → Result). Third, include not only individual results but also organizational contribution to team or department. The evaluation interview is not a venue for modesty but for accurately conveying facts.","自己評価の書き方のコツは3つ。第一に具体的数字を入れる（例：受注を前年比120%達成）。第二にSTAR法（Situation→Task→Action→Result）で構造化する。第三に個人成果だけでなくチームや部門への組織貢献も書く。評価面談は謙遜の場ではなく、事実を正確に伝える場です。",[230,231],"self-evaluation","STAR"]