Kuuki ga yomenai, or “KY” is a term that became popular a few years ago in Japan. Literally translated, it means a person “cannot read the air.”
KY is often used to deride people who do not understand the unspoken rules of a group. The term itself is used mainly by young people, but the ideas behind it often trouble Japanese companies when hiring foreigners.
Japanese society has traditionally valued implicitness, and this is still obvious in everyday life. Go to a restaurant in Tokyo, and you’ll often see a group of diners all order the same dish for lunch or a round of beers for the first drink of the evening. Group consensus, often unspoken, is very important.
In a business setting, if a supervisor says, “I don’t know what others would think,” or “this might be a bit difficult,” it could mean they are flat-out denying your ideas—albeit very indirectly.
Other terms, such as aun no kokyu, meaning “being perfectly in unison,” or anmokuchi, meaning “tacit knowledge,” are valued positively and recognized for requiring high levels of emotional intelligence. Unsurprisingly, then, those unable to catch an unspoken message can easily become an object of scorn.
As this is an unspoken language, many Japanese companies worry that potential employees from abroad might not be able to cope with it. This concern is even more acute when considered alongside other hurdles such as the language barrier and differences in corporate hierarchies.
Today, however, many Japanese people realize that aun no kokyu is no longer applicable in a global setting and may even be detrimental to business. Understanding unspoken communication requires a strong knowledge of context and the assumptions that others haveーboth of which are extremely difficult to grasp in a new or foreign culture.
Why is this?
Reading an atmosphere is only possible after a considerable amount of time spent studying or assimilating into a culture. Even then, common ground is often based on accumulated past experiences. This might have been useful in the past when environmental shifts were more gradual, but not in today’s ever-changing world.
So the next question is, if people know that unspoken communication is ineffective, why can’t people change?
The answer is simple: the “atmosphere” is invisible. It’s hard to change something if you don’t know exactly what you’re trying to change.
So how do we deal with this problem?
I once thought the answer lay with “AKY” (aete kuuki yomanai), or “purposefully not reading the air”—that is, being deliberately provocative. But as it turns out, this carries the risk of just being dubbed KY!
The best countermeasure I’ve found, then, is to make the unspoken tangibleーto label it with words.
The “air” or “atmosphere” is best viewed as a shadow shaped by the consensus of a group. The consensus is the actual substance; the atmosphere is a by-product. Therefore, if you shine a light on the problem by verbalizing it, the problem disappears. You can then outline what each party’s concerns are and clearly identify the issues at hand.
This might be difficult for Japanese people, especially in a corporate setting. Verbalizing why they are concerned about something puts them at risk of being labeled “resisters” or “conservative.”
If you find yourself in this situation, try putting yourself in other people’s shoes. Set out the pros and cons from a different perspective. Once you shed some light on the different ideas and opinions of a group, you can start to discuss them.
GLOBIS University trains its students thoroughly on verbal discussion techniques and logical thinking through a range of courses. This enables them to bring creation and innovation to areas where it is most needed. I sincerely hope all of our students go out there and start to “visualize the air” to help change stagnant and ineffective corporate culture. The old ways of thinking may have worked in the past, but not anymore.