Article 1 of 5
"Make love, not war" was a slogan from the flower power era 30-40 years ago. The Beatles with Indian yogis, a stoned Janis Joplin and Jimi Hendrix preached the message of "Peace, love and the free divine spirit". Changes in the currents of time created changes in the emotional and mental life of man.
Changes that can be fleeting or permanent. The fleeting follow the trend of the times and are on the “beat”. The permanent are those that have changed the nature and behavior of people for the better or worse. The permanent can be unforeseen and random, such as constant or periodic striving for set goals and objectives in a structured way with the “right tools at the right time and place”.
Flower power evolved into the new age, and the number of books, TV and movies exploded on topics such as self-realization to find one's divine self. The unstructured was put into a system when the need and demand proved to be still growing.
Fortunes were made and fortunes were lost. Pictures of Indian and Far Eastern Yogis with fleets of Rolls Royces, Mercedes Benz and Bentleys, articles about pedophilia, rape and gross violations of human rights and laws appeared in the daily press and on TV stations all over the world. Denials and denials followed in the wake.
What began as unstructured movements and enclaves around our globe developed into a multi-billion dollar industry, where the product was essentially a missed "how-to-do - step-by-step" methodological teaching of an excerpt of the most important core messages from the ancient and well-established religions and teachers.
It is extremely difficult for even the trained practitioner to find their way around, or even just to make sense of this large range of products. One can only imagine how a person with an ordinary curious mind would feel. Especially if one wants the exact product that meets and fulfills one's expectations and benefits - without buying the "pig in the poke".
In the same way, potential martial arts practitioners must have it too. With several thousand registered Japanese, Chinese, Korean, Brazilian, South American systems that essentially promise the same thing; "Sport, security, socializing, self-realization and the mysticism of the East". How the heck is a curious mind supposed to see and know the difference?
Article 2 of 5
In the same way, potential martial arts practitioners must have it too. With several thousand registered Japanese, Chinese, Korean, Brazilian, South American systems that essentially promise the same thing; "Sport, security, socializing, self-realization and the mysticism of the East". How the heck is a curious mind supposed to see and know the difference?
The "martial arts industry" is well aware of this problem and is trying to remedy the problem through books, videos and informative websites. The "mysticism of the East" is maintained through films, which have now developed into a union of Eastern and Western mysticism and philosophy. Perhaps a recognition that the world has become considerably smaller since the flower power of the 60s/70s with IT technology, telecommunications and a very well-developed transport network around the world.
The organization Jokokan has also recognized this problem with the confusion and diversity of product offerings within martial arts.
We just learned it the hard way. We were given the choice between surviving and developing as an organization and system, or slowly dying out. We chose to survive and fight for our right to exist as a united but expanding whole.
This then required the difficult operation that Jokokan should not only be culturally changed individually, but also as a unified whole with broader frameworks and reference points. This was a big mouthful and ambitious project. But we succeeded and we completed and came out on the other side.
The broader framework meant that there was 'room for everyone', both former Jokokaners and the new constant in-flow of new members, who would have to find their place in the 'new Jokokan', and in the long term make their mark and contribution to the continuous development of the Jokokan organization.
Like everyone else, this is usually best done using reference points.
Reference points are one of the most important things in a person's life, life and upbringing. The external reference points can create an internal growth or the opposite. They have a great and lasting influence on the individual person. The entrance to influence from reference points is a basic trust. If this trust is broken, this negatively creates a wound, but positively – an experience and lesson in life. Trust is something that is built at different depths. The greater the trust, the greater the influence. The less trust, the less influence. Influence can also be imposed through the use of force. These are negative reference points.
You have probably already guessed what a reference point can be. It can be parents, siblings, grandparents, school teachers, close friends, the sports coach, religious preachers, Yogis, mentors, the boss, colleagues, the dictator etc.
Each person, of course, “tailors” their “collection” of reference points throughout life according to their life cycle, personality and needs.
In the Jokokan organization, in each local Jokokan school with volunteer members, the main point of reference is; the democratically elected federation and association management, and the head instructor with the school's other instructors as important reference points.
We therefore had to direct our focus on four places and levels:
- Strong and constant leadership
- Reference points; Chief instructors and instructors
- "Old" students
- New students
Article 3 of 5
In the vast array of opportunities in the "Martial Arts industry", it can be difficult for potential new practitioners to find the right system for them. Jokokan therefore had to make itself known through a strong and targeted communication; associations, schools and in the local area.
This was done through informative newsletters (JokoNews), ongoing information meetings with question time, an open communication policy through a new service- and customer-friendly website with over 100 pages of information without "secrets", an involvement of the "old" students, who are encouraged to talk about their experiences with the Jokokan organization and Yakami-ryu over the years, and finally the necessary change and optimization of the entire organizational and management structure to fulfill the new joint 5-year Jokokan strategic plan 2001-2006.
The old highly elitist structure and attitude had to be changed, and this had to be done from the top. The leaders had to take the lead in this organizational but also important human change process in culture, thought, word and action.
The mission, vision, value set and guiding principles of the Jokokan organization had to be made communicable and passed on through the organization's leaders (reference points), so that current and future members minimized the risk of "buying the pig in the poke".
This was thoroughly supported federally by the open communication policy, which clearly stated "We have nothing to hide - knowledge is available to anyone who wants it through Jokokan, - according to your pace, motivation, will and ambitions".
The change process, which had to be initiated and managed from the top, therefore also required training for the organisation's leaders to handle this change process.
This happened through a necessary change in the organizational and management structure, so that it was made more efficient and willing to change in the same direction as the democratic and community-worked strategic plan prescribed.
Change processes look reliable on paper, but in reality are very hard and constant work with a focus on the goals all the time.
Association work is voluntary and unpaid work – work that you do for someone other than yourself.
This also meant that most managers eventually chose to re-prioritize their work efforts during the change process in Jokokan – they dropped out, one by one. This led to even greater workloads for the few.
However, this was partly taken into account through the much flatter and narrower management structure. Which first created quite a bit of protest and debate when it was introduced during the 2000 and 2001 general assemblies, but which later turned out to have been a particularly wise disposition, seen in the hindsight of the ever-dwindling labor resources.
Article 4 of 5
"One for all, all for one" was the enthusiastic motto when we began the process.
A motto that proved somewhat hollow after a greater and greater resistance to change than first assumed in a smaller part of the old elitist organization.
However, this was resolved through an 'up-front' confrontation, which unfortunately resulted in a leading exponent having to leave the Jokokan organization.
The positive thing about this episode, however, was that everyone was forced to show a clear flag and announce their opinion about the change process.
The surprising thing was that the leaders had been very surprised by how much work a culture change process required, and especially by the leading exponents. It was between the lines that the leading exponents had underestimated the necessity and difficulties of their own constant change and adjustment process, so that the leadership form "leadership by example" could be implemented, and show the way to the goal for the rest of the members. "It is always easier to change others than to change yourself".
This is also the difference between a martial artist and a martial artist. This lies in the athlete's attitude, motivation and constant will in their life cycle, and not whether the athlete participates in sports tournaments or not.
A martial artist is motivated and wants many small fleeting and short-lived victories, and few defeats all the time, in the allotted time he trains and practices.
A martial arts practitioner wants one big, long-lasting and lasting victory when intermediate goals are reached, and therefore this practitioner goes through change processes that briefly feel like a lot of defeats and few victories all the time, in his constant training towards the main goal - "to know oneself".
We found that if a leader does not himself take the lead when drastic changes need to happen, this leader loses credibility and the trust of his members if he/she demands things that this leader does not do himself or has become aware of .
In addition, politics had arisen in the organization, which we cracked down on in the past. But in a democracy there must be room for many different opinions, which must be debated when the time is right. Politics just must not be destructive. It takes so long to build a house. It takes a short time to tear it down again. Therefore, we have learned that there must be a clearly communicated balance, with a clear distribution of responsibilities and areas.
After “Operation Clean Table”, the organization was once again calm, and everyone was happy about the clarifications and calm that had come to the organization. This was reflected in a rapid expansion of schools and students. When we began the change process at the end of 2000, we had about 60 members in the Jokokan association. At the turn of the year 2002/2003, we had about 150 members, at the turn of the year 2003/2004 around 250 members, and at the time of writing we are close to 350 members distributed across 8 Jokokan schools. There is much to suggest that 400-450 members at the turn of the year 2004/2005 is not entirely unrealistic.
The results speak for themselves. The rescue and survival plan which was prepared by 15 leading Jokokan exponents in the year 2000, who spent 18-20 hours together to prepare the 5-year Jokokan strategic plan 2001-2006, has given the desired results and target fulfillment.
The culture change phase from an elitist martial arts organization to a martial arts organization that can accommodate both martial arts and martial arts members is complete. It was a long tough move, but it worked.
The organization Jokokan can now really go through the martial arts system Yashin Mon Yakami no Taijutsu, and the basic Yakami-ryu martial arts system; Yakami-ryu Gensei Karate-do,
finally offering the missing logical step in the Yakami-ryu rocket with a highly structured and well-organized "toolbox" with room for everyone, depending on the individual member's wishes, motivation and life cycle.
Article 5 of 5
As I mentioned at the beginning of this article follow-up:
"Changes that can be fleeting or lasting. The fleeting follow the trend of the times and are on the 'beat'. The lasting are those that have changed the nature and behavior of people for the better or worse. The lasting can be unforeseen and random, such as constant or periodic striving for set goals and objectives in a structured way with the 'right tools at the right time and place'."
It is important to understand that changes are needed to change the existing for the better. This applies to the life of society as well as to the individual person. After all, life is by its very nature an affirmation and not a denial.
In Budo, almost all fighting systems have something called kata (figure exercises). Originally, these kata were the essence of the entire system's knowledge and insight. Today they are reduced to a form and are not trained in the way they were designed.
Why? Because to change the form, real inner change is needed, and the focus must be directed to one point - to express one's original and real self - to be oneself.
Kata is performed by the individual, who must express himself through the essence of the kata as the tool.
As mentioned, this is the difference between martial arts and martial arts - seen from a different angle.
Deep down, we all know that real change begins with oneself, and it is one's own responsibility.
We all know that changing oneself is very hard emotional, mental and physical work.
Therefore, most people try to change others according to their own world in order to have the excuse of not changing themselves. This makes it easier for them, but perhaps also provides an explanation for why and how the world is the way it is.
In Jokokan, the choice and responsibility is the individual's, with mutual respect and acceptance for the individual, and encouraged through Jokokan's community-building activities.
Now the fruits must be harvested through the new consolidation phase with a focus on the local Jokokan schools.
Next serial article: Martial arts and martial arts – after New Age, Budo and processes of change.
