Guest Speakers
Titles
Abstracts
His Imperial Highness Prince Tomohito of Mikasa The Japanese Institute of Anatolian Archeology  
Ikujiro Nonaka, Dr.
Professor Emeritus of Hitotsubashi Universit		 Concept of Chi (Knowledge)  
Takeo Fukui ,
President of Honda Motor Co.,Ltd.		 Inheriting the Knowledge DNA of Honda- Organization Culture of Creativity and Frontier Spirit- Honda's most important characteristics is that it has challenging spirit that makes us challenge tough targets bravely and pursue our own vision. I am convinced that it is the challenging spirit that has been driving Honda to the current globally admired company, although we made the late start. In the background of the challenging spirit, we have an organization culture to estimate the creativity and frontier spirit. We are to succeed this spirit as our most important core culture. Specifically, it is crucial that we individually have a big ambition, strengthen our skill, and improve the quality of our work and process. To carry out the above, I think the work environment that develops ability of individual is essential. It is such work environment that develops the creativity and frontier spirit.
In my speech, I would like to talk on how our organization culture developed and how we are to succeed it using cases of the challenge towards the F-1 and World GP race, the challenge to clean technology such as CVCC engine and liquid fuel, and the challenge to the ambitious technology realized as ASIOMO, the humanoid robot, and jet airliner.
Robert H. Buckman,
CEO of Buckman Laboratories		 Building Knowledge Driven Organization Based on the book of the same title, Mr. Buckman will discuss how to determine the organizational values that are believed in by the members of the organization and create a climate of trust that is required for a knowledge sharing culture to exist.
He will also discuss how to break down the hierarchies in a command and control structure so that you can build a knowledge-based corporate strategy. This strategy has to be customer centric where the desires of the customer determine the directions for the organization over time. By enabling the associates of the company to share their knowledge across time and space, you can move to a fast changing organization around the needs of the customer. By opening windows of opportunity for the associates of the company they can grow to be the best that they can be you can redefine the competitive equation around the knowledge that they can bring to the needs of the organization. It is through the empowerment of people to act in the face of the needs of the organization that you can move to being a Knowledge-Driven Organization.
Peter Salovey,
Dean of Yale College		 Emotional Intelligence Emotional intelligence is the term used to describe abilities to perceive, appraise, and express emotions accurately and adaptively; to understand emotion and emotional knowledge; to access and use feelings when they facilitate cognitive activities and adaptive action; and to regulate emotions in oneself and others. In other words, emotional intelligence refers to processing emotional information competently and using it to guide thinking and focus energy on required behaviors. In this address, I describe the history that led to the introduction of the idea of emotional intelligence. Then, I discuss one way to assess these abilities using the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT), which we believe is a promising way to measure emotional intelligence reliably and validly. Next, I outline a variety of studies using the MSCEIT to assess emotional intelligence in the workplace, in the classroom, and among families and friends. Findings will be presented suggesting that emotional intelligence plays a significant role in success at work, accomplishment in educational settings, and harmonious social relationships.
Leif Edvinsson,
Universal Network Intellectual Capital		 Intellectual Capital  
Naohiko Jinno, Dr.
Dean Graduate School of Economics Tokyo University		 The Way towards Humanistic Eonomomy We are to pass the hardest part of the history and enter the "Knowledge-based Society." When we pass this part, we would find that the "quantity" be replaced by "quality." Then our work style as "homo sapience ( individual that has wisdom)" would develop dramatically. We would part from the industrial society that made sacrifice of human crucial wants to harmonize with neighbors and natural environment in order to satisfy our lust to possess monetary wealth, and we would live in the society where we can pursue happiness and welfare and we can be satisfied with our own existence. In such a society, it is important to give others rather than store up monetary wealth. It means that we start towards the economic system that enables the human dignity and spiritual independence that Saint Johanna Paolo II suggested in Lehlm Novarm in 1991 .
Matsutaro Morita, President of KMSJ The Origin of Knowledge in the Eastern and Western Society In ancient times, we Japanese used to believe in Shintoism that permits us to believe in various things as god. In AD 538, Buddism was brought to Japan from Kudara and both Shintoism and Buddism took root in Japan. Afterwards, Christianity that does not permit to believe in various things came in Japan, though it is rather out of harmony with Shintoism and Buddism and does not spread so vast as them. Japanese tend to find out God in the natural environment such as woods, mountains, rivers, wind and flowers. When Christianity was brought, our ancestors translated "God" as "Kami" ( as the same concept of those of Shintoism and Buddism), the concept of God is different from those of Shintoism and Buddism. Japanese who accept many things as god originally have a potential to respect the natural environment and accept foreign culture and civilization.
Foreigners who believe in the single God tend not to compromise and be good to alter their own domestic rules to global standards. Japanese who believe in many "gods" tend to give "harmonization" precedence over conquest and think over based on the concept of harmonization. At the same time, Japanese emphasized holding information in common in the Edo era.