[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"article:one-on-one":3},{"meta":4,"markdown":74},{"type":5,"articleId":6,"slug":7,"title":8,"titleEn":9,"category":10,"summary":11,"publishedAt":12,"image":13,"vocabulary":14},"article","bj-1on1","one-on-one","1on1ミーティングの活用法 — 上司と部下の対話","How to Use 1on1 Meetings — Dialogue Between Manager and Subordinate","business-japanese","Practical guide to 1on1 meetings as adopted in Japanese tech companies. Covers frequency expectations, agenda templates (recent updates, challenges, career), good questions to ask, what 1on1 should NOT be used for (status reports — those go in different formats), and key differences from US-style 1:1 meetings.\n","2026-04-27T00:00:00Z","https:\u002F\u002Fimages.yamiyomi.com\u002Fbj-1on1.png",[15,20,25,30,34,38,42,46,50,54,58,62,66,70],{"word":16,"reading":17,"meaning":18,"level":19},"上司","じょうし","superior","N3",{"word":21,"reading":22,"meaning":23,"level":24},"部下","ぶか","subordinate","N2",{"word":26,"reading":27,"meaning":28,"level":29},"対話","たいわ","dialogue","N1",{"word":31,"reading":32,"meaning":33,"level":29},"傾聴","けいちょう","active listening",{"word":35,"reading":36,"meaning":37,"level":29},"近況","きんきょう","recent updates",{"word":39,"reading":40,"meaning":41,"level":24},"課題","かだい","challenge",{"word":43,"reading":44,"meaning":45,"level":29},"進捗","しんちょく","progress",{"word":47,"reading":48,"meaning":49,"level":29},"育成","いくせい","development",{"word":51,"reading":52,"meaning":53,"level":24},"目標","もくひょう","goal",{"word":55,"reading":56,"meaning":57,"level":29},"振り返り","ふりかえり","reflection",{"word":59,"reading":60,"meaning":61,"level":29},"心理的","しんりてき","psychological",{"word":63,"reading":64,"meaning":65,"level":29},"安全性","あんぜんせい","safety",{"word":67,"reading":68,"meaning":69,"level":29},"雑談","ざつだん","chitchat",{"word":71,"reading":72,"meaning":73,"level":24},"提案","ていあん","proposal","\n::para\n[1on1]{わんおんわん:one on one}[ミーティング]{みーてぃんぐ:meeting}は、[上司]{じょうし:manager:N1}と[部下]{ぶか:subordinate:N3}が[1]{いち:one}[対]{たい:on:N3}[1]{いち:one}で[定期的]{ていきてき:regularly:N3}に[行う]{おこなう:to conduct:N5}[対話]{たいわ:dialogue:N3}の[場]{ば:venue:N4}です。[シリコンバレー]{しりこんばれー:Silicon Valley}の[テック]{てっく:tech}[企業]{きぎょう:companies:N1}で[広まり]{ひろまり:spread:N4}、[日本]{にほん:Japan:N5}でも[ヤフー]{やふー:Yahoo}や[メルカリ]{めるかり:Mercari}などが[本格的]{ほんかくてき:in earnest:N3}に[導入]{どうにゅう:introduce:N2}した[2010]{にせんじゅう:2010}[年代]{ねんだい:decade:N4}[後半]{こうはん:latter half:N5}から[多くの]{おおくの:many:N4}[企業]{きぎょう:company:N1}に[広がり]{ひろがり:spread:N4}ました。[従来]{じゅうらい:traditional:N1}の[日本]{にほん:Japan:N5}[企業]{きぎょう:company:N1}における[上司]{じょうし:manager:N1}と[部下]{ぶか:subordinate:N3}の[対話]{たいわ:dialogue:N3}とは[目的]{もくてき:purpose:N4}も[進め方]{すすめかた:proceeding:N3}も[異なる]{ことなる:different:N1}ため、[正しい]{ただしい:correct:N4}[使い方]{つかいかた:way of using:N4}を[知る]{しる:to know:N4}ことが[大切]{たいせつ:important:N4}です。\n\n#en\nA 1on1 meeting is a regular one-on-one dialogue between a manager and subordinate. It spread in Silicon Valley tech companies, and in Japan it spread to many companies after the late 2010s when Yahoo and Mercari adopted it in earnest. Because the purpose and procedure differ from traditional manager-subordinate dialogue in Japanese companies, knowing the correct way to use it is important.\n::\n\n::heading\n[1on1]{わんおんわん:1on1}は「[部下]{ぶか:subordinate:N3}のための[時間]{じかん:time:N5}」\n\n#en\n1on1 Is \"Time for the Subordinate\"\n::\n\n::para\n[最も]{もっとも:most:N3}[重要]{じゅうよう:important:N3}な[原則]{げんそく:principle:N2}は、[1on1]{わんおんわん:1on1}は[上司]{じょうし:manager:N1}が[部下]{ぶか:subordinate:N3}に[指示]{しじ:instructions:N3}を[与える]{あたえる:to give:N3}[時間]{じかん:time:N5}ではなく、[部下]{ぶか:subordinate:N3}が[話す]{はなす:to speak:N5}[時間]{じかん:time:N5}であるという[点]{てん:point:N3}です。[アジェンダ]{あじぇんだ:agenda}は[原則]{げんそく:in principle:N2}として[部下]{ぶか:subordinate:N3}が[決めます]{きめます:decide:N3}。[上司]{じょうし:manager:N1}の[役割]{やくわり:role:N3}は[傾聴]{けいちょう:active listening:N1}と[質問]{しつもん:questions:N4}を[通じて]{つうじて:through:N4}[部下]{ぶか:subordinate:N3}の[気づき]{きづき:insights:N5}を[引き出す]{ひきだす:to draw out:N3}「[コーチング]{こーちんぐ:coaching}」です。[ヤフー]{やふー:Yahoo}が[提唱]{ていしょう:advocate:N1}した「[部下]{ぶか:subordinate:N3}のための[時間]{じかん:time:N5}」という[考え方]{かんがえかた:way of thinking:N4}は[今]{いま:now:N5}や[業界]{ぎょうかい:industry:N4}の[共通]{きょうつう:common:N3}[認識]{にんしき:understanding:N3}になっています。[上司]{じょうし:manager:N1}が[7]{なな:seven}[割]{わり:割:N3}[話して]{はなして:speaking:N5}しまうと、それは[1on1]{わんおんわん:1on1}ではなく[従来]{じゅうらい:traditional:N1}の[個別]{こべつ:individual:N2}[面談]{めんだん:interview:N3}になってしまいます。\n\n#en\nThe most important principle is that 1on1 is time for the subordinate to speak, not time for the manager to give instructions. The agenda is in principle decided by the subordinate. The manager's role is \"coaching\" — drawing out the subordinate's insights through active listening and questions. The \"time for the subordinate\" concept advocated by Yahoo is now common understanding in the industry. If the manager speaks 70% of the time, it ceases to be a 1on1 and becomes a traditional individual interview.\n::\n\n::callout\n[誤解]{ごかい:misconception:N3}に[注意]{ちゅうい:caution:N4}：「[1on1]{わんおんわん:1on1}は[業務]{ぎょうむ:work:N3}[報告]{ほうこく:reports:N3}の[時間]{じかん:time:N5}」と[考える]{かんがえる:to think:N4}[管理]{かんり:management:N2}[職]{しょく:position:N3}が[多い]{おおい:many:N4}ですが、[これは]{これは:this is}[根本的]{こんぽんてき:fundamentally:N2}に[誤り]{あやまり:wrong:N3}です。[業務]{ぎょうむ:work:N3}[報告]{ほうこく:report:N3}は[週次]{しゅうじ:weekly:N3}[ミーティング]{みーてぃんぐ:meeting}や[レポート]{れぽーと:report}で[行い]{おこない:done:N5}、[1on1]{わんおんわん:1on1}は[キャリア]{きゃりあ:career}・[人間]{にんげん:human:N5}[関係]{かんけい:relationships:N3}・[長期]{ちょうき:long-term:N3}[課題]{かだい:challenges:N2}など[別]{べつ:different:N4}の[テーマ]{てーま:themes}を[扱います]{あつかいます:handle:N1}。\n\n#en\nWATCH FOR THIS MISCONCEPTION: Many managers think \"1on1 is time for work reports,\" but this is fundamentally wrong. Work reports are done in weekly meetings or written reports; 1on1 handles different themes such as career, relationships, and long-term challenges.\n::\n\n::heading\n[頻度]{ひんど:frequency:N1}と[時間]{じかん:duration:N5}\n\n#en\nFrequency and Duration\n::\n\n::para\n[1on1]{わんおんわん:1on1}の[標準的]{ひょうじゅんてき:standard:N1}な[頻度]{ひんど:frequency:N1}は[週]{しゅう:weekly:N4}[1]{いっ:one}[回]{かい:time:N3}または[隔週]{かくしゅう:bi-weekly:N1}で[30]{さんじゅう:thirty}[分]{ふん:minutes:N5}です。[週]{しゅう:weekly:N4}[1]{いっ:one}[回]{かい:time:N3}が[理想]{りそう:ideal:N3}とされ[ますが]{ますが:although}、[管理]{かんり:management:N2}[する]{する:to do}[人数]{にんずう:number of people:N3}が[多い]{おおい:large:N4}[場合]{ばあい:case:N3}は[隔週]{かくしゅう:bi-weekly:N1}になることも[多い]{おおい:often:N4}です。[新人]{しんじん:newcomer:N4}や[異動]{いどう:transfer:N1}[直後]{ちょくご:immediately after:N3}の[メンバー]{めんばー:member}には[最初]{さいしょ:initially:N3}の[3]{さん:three}ヶ[月]{げつ:months:N5}は[週]{しゅう:weekly:N4}[1]{いっ:one}[回]{かい:time:N3}を[死守]{ししゅ:strictly maintain:N3}するのが[望ましい]{のぞましい:desirable:N3}とされて[います]{います:is}。[キャンセル]{きゃんせる:canceling}や[リスケ]{りすけ:rescheduling}は[避け]{さけ:avoid:N1}、[特に]{とくに:especially:N4}[上司]{じょうし:manager:N1}[側]{がわ:side:N3}から[キャンセル]{きゃんせる:canceling}するのは[部下]{ぶか:subordinate:N3}に「[自分]{じぶん:self:N4}は[優先度]{ゆうせんど:priority:N3}が[低い]{ひくい:low:N2}のだ」という[誤った]{あやまった:wrong:N3}メッセージを[伝えて]{つたえて:convey:N3}しまいます。\n\n#en\nThe standard 1on1 frequency is weekly or bi-weekly for 30 minutes. Weekly is considered ideal, but bi-weekly is common when managing many people. For newcomers or members just after a transfer, it is desirable to strictly maintain weekly meetings for the first three months. Avoid canceling or rescheduling — especially canceling from the manager's side conveys the wrong message to the subordinate that \"I am low priority.\"\n::\n\n::heading\n[アジェンダ]{あじぇんだ:agenda}[テンプレート]{てんぷれーと:template}\n\n#en\nAgenda Template\n::\n\n::para\n[多くの]{おおくの:many:N4}[企業]{きぎょう:company:N1}が[使う]{つかう:to use:N4}[基本]{きほん:basic:N1}[テンプレート]{てんぷれーと:template}は[3]{さん:three}つの[セクション]{せくしょん:sections}で[構成]{こうせい:composed:N3}されます。[第一]{だいいち:first:N1}に[近況]{きんきょう:recent updates:N2}（[体調]{たいちょう:health:N3}・[最近]{さいきん:recently:N3}の[出来事]{できごと:events:N4}・[気分]{きぶん:mood:N5}）、[第二]{だいに:second:N1}に[課題]{かだい:challenges:N2}（[業務]{ぎょうむ:work:N3}で[困って]{こまって:troubled by:N3}いること・[人間]{にんげん:human:N5}[関係]{かんけい:relationships:N3}・[ブロッカー]{ぶろっかー:blockers}）、[第三]{だいさん:third:N1}に[キャリア]{きゃりあ:career}（[長期]{ちょうき:long-term:N3}[目標]{もくひょう:goals:N1}・[スキルアップ]{すきるあっぷ:skill-up}・[今後]{こんご:future:N5}[やりたい]{やりたい:want to do}こと）です。[毎回]{まいかい:each time:N3}すべてを[扱う]{あつかう:to cover:N1}[必要]{ひつよう:necessary:N3}はなく、[週]{しゅう:weekly:N4}によって[比重]{ひじゅう:weight:N2}を[変えます]{かえます:change:N3}。[たとえば]{たとえば:for example}[四半期]{しはんき:quarter:N3}の[初め]{はじめ:beginning:N3}は[キャリア]{きゃりあ:career}に[比重]{ひじゅう:weight:N2}を[置き]{おき:place:N3}、[繁忙期]{はんぼうき:busy period:N1}は[課題]{かだい:challenges:N2}を[中心]{ちゅうしん:focus:N4}にするなど、[柔軟]{じゅうなん:flexibly:N2}に[使い]{つかい:use:N4}ます。[事前]{じぜん:in advance:N4}に[Notion]{のーしょん:Notion}や[Google Docs]{ぐーぐるどっくす:Google Docs}で[アジェンダ]{あじぇんだ:agenda}を[共有]{きょうゆう:share:N3}しておく[企業]{きぎょう:companies:N1}も[増えて]{ふえて:increasing:N3}います。\n\n#en\nThe basic template used by many companies has three sections: first, recent updates (health, recent events, mood); second, challenges (work difficulties, relationships, blockers); third, 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. For example, weight career at the start of a quarter and focus on challenges during busy periods. More companies share the agenda in advance via Notion or Google Docs.\n::\n\n::heading\n[良い]{よい:good:N3}[質問]{しつもん:question:N4}の[例]{れい:examples:N3}\n\n#en\nExamples of Good Questions\n::\n\n::para\n[1on1]{わんおんわん:1on1}で[上司]{じょうし:manager:N1}が[する]{する:to do}[質問]{しつもん:question:N4}は、[Yes\u002FNo]{いえすのー:Yes\u002FNo}で[答えられない]{こたえられない:cannot be answered with:N4}「[オープン]{おーぷん:open}[クエスチョン]{くえすちょん:question}」が[基本]{きほん:basic:N1}です。[例]{れい:examples:N3}として、「[最近]{さいきん:recently:N3}の[仕事]{しごと:work:N4}で[一番]{いちばん:most:N3}[エネルギー]{えねるぎー:energy}を[使って]{つかって:to use:N4}いるのは[何]{なに:what:N5}ですか」「[今]{いま:now:N5}の[役割]{やくわり:role:N3}で[手応え]{てごたえ:fulfillment:N1}を[感じる]{かんじる:to feel:N3}[瞬間]{しゅんかん:moment:N1}は[いつ]{いつ:when}ですか」「[1]{いち:one}[年後]{ねんご:year later:N5}に[どんな]{どんな:what kind of}[自分]{じぶん:self:N4}になっていたい[ですか]{ですか:would you like}」などがあります。[避ける]{さける:avoid:N1}べき[質問]{しつもん:question:N4}は「[進捗]{しんちょく:progress:N1}は[どう]{どう:how}ですか」「[何か]{なにか:anything:N5}[問題]{もんだい:problem:N4}は[ありませんか]{ありませんか:not}」など[業務]{ぎょうむ:work:N3}[報告]{ほうこく:report:N3}に[流れる]{ながれる:slip into:N3}ものや、[Yes\u002FNo]{いえすのー:Yes\u002FNo}で[終わって]{おわって:end:N4}しまう[クローズド]{くろーずど:closed}[クエスチョン]{くえすちょん:question}です。\n\n#en\nQuestions the manager asks in 1on1 should basically be \"open questions\" that cannot be answered yes\u002Fno. Examples: \"What has been taking the most energy in your work recently?\" \"When do you feel a sense of fulfillment in your current role?\" \"What kind of self do you want to be one year from now?\" Avoid questions that slip into work reports like \"How is progress?\" or \"Are there any problems?\" — and closed yes\u002Fno questions.\n::\n\n::heading\n[心理的]{しんりてき:psychological:N4}[安全性]{あんぜんせい:safety:N3}を[作る]{つくる:to create:N4}\n\n#en\nCreating Psychological Safety\n::\n\n::para\n[1on1]{わんおんわん:1on1}が[機能]{きのう:function:N3}するためには[心理的]{しんりてき:psychological:N4}[安全性]{あんぜんせい:safety:N3}が[不可欠]{ふかけつ:essential:N3}です。[部下]{ぶか:subordinate:N3}が「[本音]{ほんね:true feelings:N4}を[話して]{はなして:speak:N5}も[評価]{ひょうか:evaluation:N1}に[響かない]{ひびかない:not affect:N1}」と[信じて]{しんじて:to believe:N3}いない[限り]{かぎり:as long as:N3}、[1on1]{わんおんわん:1on1}は[建前]{たてまえ:formal pretense:N4}の[応答]{おうとう:exchange:N1}にしか[なりません]{なりません:does not become}。[管理]{かんり:management:N2}[職]{しょく:position:N3}は「ここで[話した]{はなした:talked about:N5}ことは[評価]{ひょうか:evaluation:N1}には[使わない]{つかわない:not use:N4}」「[他]{た:other:N3}の[人]{ひと:people:N5}には[共有]{きょうゆう:share:N3}しない」ことを[明確]{めいかく:clearly:N3}に[伝える]{つたえる:to convey:N3}[必要]{ひつよう:necessary:N3}があります。また、[弱み]{よわみ:weakness:N2}や[失敗]{しっぱい:failure:N3}を[語った]{かたった:talked about:N5}[部下]{ぶか:subordinate:N3}を[責めず]{せめず:without blaming:N3}、[一緒]{いっしょ:together:N3}に[改善]{かいぜん:improvement:N1}[策]{さく:measures:N1}を[考える]{かんがえる:to think:N4}[姿勢]{しせい:attitude:N1}が[求められ]{もとめられ:required:N3}ます。[沈黙]{ちんもく:silence:N1}が[流れて]{ながれて:to flow:N3}も[焦らず]{あせらず:without rushing:N1}に[待つ]{まつ:to wait:N4}ことも[重要]{じゅうよう:important:N3}な[スキル]{すきる:skill}です。\n\n#en\nPsychological safety is essential for 1on1 to function. As long as the subordinate does not believe \"even if I speak my true feelings, it won't affect my evaluation,\" 1on1 becomes a formal exchange of pretense. Managers must clearly convey: \"What we discussed here is not used in evaluation\" and \"I will not share this with others.\" Also required is the attitude of not blaming subordinates who have talked about weaknesses or failures, but thinking through improvements together. Waiting without rushing when silence flows is also an important skill.\n::\n\n::callout\n[ヒント]{ひんと:tip}：[1on1]{わんおんわん:1on1}の[最初]{さいしょ:first:N3}[5]{ご:five}[分]{ふん:minutes:N5}は[雑談]{ざつだん:chitchat:N3}に[充てる]{あてる:to allocate:N1}と[空気]{くうき:atmosphere:N4}が[ほぐれます]{ほぐれます:loosens up}。[週末]{しゅうまつ:weekend:N3}の[過ごし方]{すごしかた:how to spend:N3}や[趣味]{しゅみ:hobbies:N1}など、[業務]{ぎょうむ:work:N3}と[関係ない]{かんけいない:unrelated:N3}[話題]{わだい:topic:N4}から[入る]{はいる:to enter:N5}のがコツです。\n\n#en\nTIP: Allocating the first five minutes of a 1on1 to chitchat loosens up the atmosphere. The trick is to enter from a work-unrelated topic like weekend plans or hobbies.\n::\n\n::heading\n[1on1]{わんおんわん:1on1}で[扱わない]{あつかわない:not handle:N1}べきこと\n\n#en\nWhat 1on1 Should NOT Be Used For\n::\n\n::para\n[業務]{ぎょうむ:work:N3}の[進捗]{しんちょく:progress:N1}[確認]{かくにん:check:N3}や[ステータス]{すてーたす:status}[アップデート]{あっぷでーと:update}は[1on1]{わんおんわん:1on1}の[場]{ば:venue:N4}ではありません。これらは[週次]{しゅうじ:weekly:N3}の[チーム]{ちーむ:team}[ミーティング]{みーてぃんぐ:meeting}、[Slack]{すらっく:Slack}での[非]{ひ:non-:N3}[同期]{どうき:synchronous:N3}[共有]{きょうゆう:sharing:N3}、[週報]{しゅうほう:weekly report:N3}などで[行います]{おこないます:done:N5}。また、[評価]{ひょうか:evaluation:N1}[面談]{めんだん:interview:N3}は[別]{べつ:separate:N4}の[フォーマル]{ふぉーまる:formal}な[場]{ば:venue:N4}で[年]{ねん:year:N5}[2]{に:two}[回]{かい:times:N3}[程度]{ていど:approximately:N3}[実施]{じっし:conducted:N1}する[企業]{きぎょう:company:N1}が[多く]{おおく:many:N4}、[1on1]{わんおんわん:1on1}と[混同]{こんどう:confuse:N2}しないことが[重要]{じゅうよう:important:N3}です。[緊急]{きんきゅう:urgent:N1}な[トラブル]{とらぶる:trouble}[対応]{たいおう:handling:N1}も[1on1]{わんおんわん:1on1}を[待たず]{またず:without waiting:N4}に[随時]{ずいじ:immediately:N1}[相談]{そうだん:consult:N3}すべきです。[1on1]{わんおんわん:1on1}は[長期]{ちょうき:long-term:N3}・[非]{ひ:non-:N3}[緊急]{きんきゅう:urgent:N1}・[本人]{ほんにん:person concerned:N5}の[成長]{せいちょう:growth:N3}に[焦点]{しょうてん:focus:N1}を[置いた]{おいた:to place:N3}[テーマ]{てーま:themes}を[扱う]{あつかう:to handle:N1}[場]{ば:venue:N4}と[割り切る]{わりきる:to clearly distinguish:N3}ことが[肝心]{かんじん:essential:N1}です。\n\n#en\nWork progress checks and status updates are not the venue for 1on1. These are done in weekly team meetings, asynchronous Slack sharing, or weekly reports. Also, performance review interviews are conducted at separate formal venues about twice a year in many companies — important not to confuse with 1on1. Urgent trouble handling should be consulted immediately without waiting for 1on1. It is essential to clearly view 1on1 as a venue for long-term, non-urgent themes focused on the person's growth.\n::\n\n::heading\n[米国]{べいこく:USA:N3}スタイルとの[違い]{ちがい:differences:N3}\n\n#en\nDifferences from US-Style 1:1\n::\n\n::para\n[米国]{べいこく:USA:N3}の[テック]{てっく:tech}[企業]{きぎょう:companies:N1}における[1:1]{わんとぅーわん:1:1}は[業務]{ぎょうむ:work:N3}[ステータス]{すてーたす:status}も[積極的]{せっきょくてき:actively:N2}に[扱う]{あつかう:handle:N1}ことが[多く]{おおく:often:N4}、[マネージャー]{まねーじゃー:manager}が[直接]{ちょくせつ:directly:N2}[指示]{しじ:instructions:N3}を[与える]{あたえる:give:N3}[場面]{ばめん:scene:N3}も[頻繁]{ひんぱん:frequent:N1}に[あります]{あります:exists}。[一方]{いっぽう:on the other hand:N4}[日本]{にほん:Japan:N5}の[1on1]{わんおんわん:1on1}は[コーチング]{こーちんぐ:coaching}[要素]{ようそ:element:N1}を[強く]{つよく:strongly:N4}[打ち出して]{うちだして:promoting:N3}おり、[業務]{ぎょうむ:work:N3}[指示]{しじ:instructions:N3}は[別]{べつ:other:N4}の[場]{ば:venue:N4}で[行う]{おこなう:to conduct:N5}という[切り分け]{きりわけ:separation:N4}が[強調]{きょうちょう:emphasized:N3}される[傾向]{けいこう:tendency:N2}に[あります]{あります:is}。これは[日本]{にほん:Japan:N5}の[従来]{じゅうらい:traditional:N1}[文化]{ぶんか:culture:N3}が[業務]{ぎょうむ:work:N3}[報告]{ほうこく:report:N3}と[人材]{じんざい:talent:N2}[育成]{いくせい:development:N3}を[混同]{こんどう:confuse:N2}しがちだったことへの[反動]{はんどう:reaction:N3}と[言えます]{いえます:can be said:N4}。[日本]{にほん:Japan:N5}で[働く]{はたらく:to work:N3}[場合]{ばあい:case:N3}は、この[「]{「:opening quote}[業務]{ぎょうむ:work:N3}と[育成]{いくせい:development:N3}を[切り分ける]{きりわける:separate:N4}[」]{」:closing quote}という[原則]{げんそく:principle:N2}を[理解]{りかい:understand:N3}しておくと、[1on1]{わんおんわん:1on1}の[使い方]{つかいかた:how to use:N4}を[誤らず]{あやまらず:without making mistakes:N3}に[済みます]{すみます:to manage:N3}。\n\n#en\nUS tech company 1:1s often actively handle work status, with frequent scenes of managers directly giving instructions. On the other hand, Japan's 1on1 strongly promotes the coaching element, and the separation — that work instructions are conducted at other venues — tends to be emphasized. This can be said to be a reaction against traditional Japanese culture's tendency to confuse work reports and talent development. When working in Japan, understanding the principle of \"separating work and development\" lets you use 1on1 without making mistakes.\n::\n\n::callout\n[まとめ]{まとめ:summary}：[1on1]{わんおんわん:1on1}は[部下]{ぶか:subordinate:N3}のための[時間]{じかん:time:N5}・[コーチング]{こーちんぐ:coaching}・[長期]{ちょうき:long-term:N3}[テーマ]{てーま:themes}が[3]{さん:three}つの[キーワード]{きーわーど:keywords}。[業務]{ぎょうむ:work:N3}[報告]{ほうこく:report:N3}は[別]{べつ:separate:N4}の[場]{ば:venue:N4}で[行う]{おこなう:to do:N5}。[心理的]{しんりてき:psychological:N4}[安全性]{あんぜんせい:safety:N3}を[作る]{つくる:to create:N4}ことが[何より]{なにより:above all:N5}[重要]{じゅうよう:important:N3}です。\n\n#en\nSUMMARY: The three keywords for 1on1 are time for the subordinate, coaching, and long-term themes. Work reports are done at a separate venue. Creating psychological safety is more important than anything.\n::\n"]