Humanistic Psychologyaq in Japanese Corporations: Listening and the: Small Steps of Change

Abstract

This article discusses the advent of humanistic psychology and some of its training in Japanese corporations. The social context of such a movement is presented. Research data indicate that workers who perceive their supervisors as having strong person-centered attitudes exhibit less fatigue, depression, and anxiety than those who do not. The data point to the importance of reflecting on how we interact with others and how we may change some aspects of our behavior to create a more human environment for ourselves and others. The second part of this article discusses the effects of teaching experiential (active) listening in corporations to people in managerial positions. One study conducted by the first author is reviewed, showing increased empathy, unconditional positive regard, and genuineness between the first and last sessions of training. Finally, some illustrations of changes in the work environment as a result of training are presented. Listening to others, if done with care, may create small steps of change toward a more human environment in work situations.