We are the fourth generation in Denmark and Europe since the foundation in 1967 of SST. Fourth generation means officially recognized and appointed by the SST in Japan, and not self-proclaimed by the local association board or the local "new karate town king/queen".
In 1986, SST's organization was in total ruins and internal discord. Just one decade earlier, Gensei-ryu Karate-do, together with Kyokushinkai and Shotokan Karate-do, was among the biggest martial arts in Denmark. The Danish Karate Federation's (DKF) national team, led by Shotokan, was among the four best karate nations in the world in the following decade.
In 1997, two later Shindenkaners achieved 2 x WC bronze during the World Championships in Japan. Sportingly, it was a glorious medal season and a relatively carefree time. Then, as usual, there was politics and ego in the elite effort. It takes so long to build up, but very little time to tear it all down again. And several of the main systems split up into various political sports federations, so quickly that most gave up on following. As a result, standardisation, critical mass and elite investment were lost, and Denmark has therefore never since reached the sports karate level of earlier times. On the World Karate Federation's (of which EUKF and DKF are members) official rankings in October 2019, Denmark is number 44 after Botswana, but before Senegal. Before, it was a decisive criterion to be a highly graduated member from an internationally recognized competence-giving martial arts system to become a member of DIF or DGI special association boards or committees. Today, anyone who has the interest, will, time and inclination in accordance with the Associations Act can be elected.
It is really boring for Denmark when Karate-do is a recognized Olympic sport just since Tokyo 2020, but very good for the democratic association law. It just rarely results in medals and that is one of the main goals of a competitive sports association. So it pulls in different directions and needs clarification. There is a very big difference between sports karate after the Second World War and traditional cultural-historical martial arts and martial arts. Even at the top, the results were achieved through a general competence level of 3-5. dan black belt, regardless of karate system. It was enough for sports karate, but far from enough if it was a culturally historical martial art over several hundred to a thousand years.
In 1986, as mentioned, SST's organization was completely split up and in ruins. The only option was to start over with the construction. It was the long tough move, which could only be done through seeking out and building this ancient martial art competence from the main source itself; SST and the other traditional grand masters in Japan and China. So it was decided at the Shindenkan General Assembly, as it has since been decided every year since 1986. Everyone was happy, but such a decision required funding, and Shindenkan did not have that money.
The General Assembly then decided that the only option was to seek financing investors who could cover all these educational expenses in Japan and China, after which these expenses could be reimbursed. The only problem was that there was never enough money to reimburse all these outlays, and the pile of outlays kept getting higher and higher. The General Assembly recognized and adopted the previous year's outlays and future budgets for the next outlays, every year since 1986, i.e. for 34 years (2020).
The effect of the decision and execution meant that the level of competence increased explosively and the goals were achieved, and more! Shindenkan went from national to EU competence level, and further to international competence level. It was unheard of and never happened before!
The international statistics say that one in one million martial artists actually obtain the "Apprentice's Certificate"; Denshograden Menkyo Kaiden "Master of all the Martial Arts", which is an internationally regulated top standard for more than 600 years. Dan degrees, on the other hand, are free and non-standardised. In principle, the local board can assign the local karate or judo master 7-8 at the village's street level. dan, yes for that matter break the frame and create a new standard of 25. dan, even if this is just brown belt or has first black belt degree in a recognized international system. There is no national or international legal authority that prohibits this. However, the awarded degree can only be in the village's or the local karate/judo master's own martial arts system, otherwise it can be sued by lawyer and court.
INespecially in the last 10-20 years, there has been a moral shift in the Densho system, driven by economic and business interests. It began in the US, spread to Europe and now also in Japan with a handful of martial arts systems. However, the Japanese Densho degrees of Menkyo, Kaiden and Menkyo Kaiden follow the international rules for honorary degrees. They can be achieved after at least 30 years of training under the same Japanese Grandmaster, organization and system. However, it is new that Japanese grandmasters give Densho honorary degrees, as this is usually only reserved for dan degrees, but Japan is also changing. However, all recognized systems are registered with the central team and various ministries – honorary degrees are not registered.
There are different ways to distinguish a genuine Menkyo Kaiden certificate from honorary certificates and outright fake certificates. It teaches real Menkyo Kaidens and higher when they graduate to Sodenke Menkyo Kaidens. European and American densho degrees, you can now also buy online (“Tick the purchase box”), like a black belt with 25 stripes or a Ninja grandmaster belt with stars and stripes .
It is like with many academic titles which are not protected either or just ARE protected titles. You can't protect yourself against unscrupulous scammers who want your money so they can earn more themselves on a performance pay scale. Especially not when there is a demand for this. It's like heels who buy stolen goods.
Martial arts victims are easy, as it is impossible as a novice to distinguish. But if something is too good and easy to be true, and you can become a "professor" without being taught, studying or going to school, then something is probably wrong. The more you know, the more you can distinguish between the real and the fake product name. Analogy; who wants to be treated by a bogus specialist if you have a life threatening illness? Or a side street seller who wants to get his hands on your pension or savings? Wrong choices can have consequences. Some don't care, but most don't if they want to gain real martial arts skills from an ancient Japanese martial arts system. In the old days, you didn't care, as fake degrees and skills could cost you and your lives, but today there is virtually no risk, and therefore many are tempted to deceive and be deceived. But that does not mean that it is true. Especially not if you want to be a role model for you, your children, grandchildren or other people.
It is only people's conscience, morality and self-awareness that sets a limit to this behaviour, and it has been strongly decreasing throughout the last 10-15 years. Studies have shown that this mainly only happens outside cities with less than 20,000 inhabitants, which often do not have as much of a national or international orientation. It also fits very well with what Shindenkan has experienced since 2004.
In 1996, the Shindenkan achieved the ultimate result of the National General Assembly decision since 1986: that one Shindenkan practitioner became the first to achieve the ultra-rare Menkyo Kaiden degree. The Japanese graduation now placed Shindenkan at an international level of competence. Analogy; Menkyo Kaiden can be bravely compared to the rare act of becoming a Nobel Prize winner. It gives prestige, recognition and places the performer and his university/research institute in the international competence top league, the international Elite division. All students want to be taught by a Nobel laureate.
In the year 2000, the same practitioner achieved the even more rare; Gokui Menkyo Kaiden rank, which statistics say one in eight Menkyo Kaiden typically achieves. The Japanese and Chinese graduation now placed Shindenkan at the absolute international top competence level, which meant that this practitioner now received invitations to teach in Japan and China, and international top practitioners of master and grandmaster rank now applied to come to Denmark on training stays to be taught of this Shindenkan practitioner. Only a few accepted, as the practitioner also had to attend to his daily work and teach Shindenkan.
When the same practitioner in 2005 achieved the very rare given degree - Inka, which statistics say that much less than one in ten Gokui Menkyo Kaiden typically achieves, the international "Insider" exploded Japanese and Chinese attention to this practitioner and indirectly Shindenkan. Shindenkan was seriously on the international recognition radar, but it didn't stop there, because the practitioner continued his ascent and path. Shindenkan had scored absolute international jackpot of its national general assembly decision from 1986 and every year since for 34 years (2020). There was just one problem – quite a lot is outlay financed. There is nothing wrong with that, since all normal people also finance their house with loans when they have to build their lives, future, dreams and existence. But it is certainly less risky for the bank than it is for a sports organisation's private spenders, as we have called them. But in the end, it's about making a difference to society and other people through actual actions, through the long haul. Humans rarely make a major difference without considerable risk, which can normally be expected. In Shindenkan, we are many smaller as well as larger spenders who passionately want to make a difference.
The two newly crowned WC bronze winners in Japan from 1997 were wiped by two 3rd kyu cultural history traditionally trained Yakami Shinsei-ryu brown belts. There were only approx. 45 members of Shindenkan who trained on Monday, Wednesday, Friday and Saturday 3-4 hours at a time, i.e. 12-16 hours per week. In addition, there were training camps of 7-5-3 days duration every quarter from 07:00-23:00 every day. This meant an average training time of between 18-25 hours per week. In addition, everything else besides the physical training was added. It was far more than athletes at the time trained for the Olympics or world championships. This is what the world's best swimmers and elite athletes usually train for the world's elite. That's why we never had more than 45 members before the year 2000, but shut up, we were good!
In the year 2000, the general meeting adopted a total turn-around under the motto "Space for all, - The elite as the exerciser" and the supporting resource forces "One for all, all for one!". However, there is a big difference between intentions and the long cool features of reality. Four years later, there were 25 %s left of the supporting forces, and the number of members had increased to approx. 200.
The main problem in the Shindenkan was to explain to the members and potential new members the cultural-historical multi-track 1000-year-old elite samurai system. Everyone wanted to be associated with the system, but did not really understand what it entailed. The entire Jokokan International had that problem, and therefore both the general assembly in Jokokan Europe, including Denmark, and the Grand Master's Council in Japan decided that Yamana-Itotani Sensei should develop a communication platform that clarified all the cultural-historical values of Yashin Mon. Yakami no Taijutsu. To make the inexplicable – explainable.
Yamana-Itotani Sensei had all the prerequisites for this work. At this time, he had already worked in three of Denmark's largest top 10 companies, worked his way up to the top level and was now in top management in the group head offices of Novo Nordisk A/S and Novozymes A/S during their demerger process. With educations such as Diploma in Engineering, MBA and ongoing PhD in Strategy, Yamana-Itotani Sensei was tailor-made for this task and it became the first major international longer project course in Shindenkan; The modern timeless Samurai System Platform (2000-2011).
Everyone was happy. However, the problem was still that the project was not fully funded, but based on financing investors with outlays for all expenses that the general assembly approved each year, and put in the pile with the other approved outlays, and the pile got higher and higher. It became too much for some, and therefore the general meeting adopted a return on these outlays over a number of years, so that the investors could be held harmless against "the test of time, inflation, etc.", but also indirectly, so that they were encouraged to want to continue with the financing, so Shindenkan's strategic plans could come to fruition. However, these were quickly reversed and transformed into non-demand attachment letters, as has been the case ever since, after advice from, among others, DGI, KL and state car. accountants. Only in 2011-2012 was income and expenditure fairly balanced.
"The Modern Timeless Samurai System Platform" project had proven its worth and had become a huge success. Members flocked to Shindenkan. They now understood the difference between multi-track (multi-stranded) and single-track (single-stranded). The number of members had increased from 45 in the year 2000 to almost 900 in 2011.
The Democratic General Assembly was greatly encouraged by this and therefore adopted a new very large international project with a very large budget. At the time, by far the biggest budget in Shindenkan's history. A reimbursement agreement for the now ancient outlays was concluded with the creditors and the general meeting believed that there was funding for the whole thing if the strategic plan continued.
"POMW - Project Old Modern Warrior - 2012-2015" was a huge success internationally and really put Shindenkan on the world map. Until October 2019 (team 5), 129 Shindenkaners have gone through the POMW training course and can become members of SDKSkyt, a shooting association established in 2012 which is a member of the Shindenkan association.
Shindenkan membership reached over 1,400 members in 2015, a more than 3,000 % increase from the starting point in the year 2000! There was just one continuing major problem, that the POMW project was over budget by more than 100 %s, again funded by private outlays that had not been repaid.
The main reason was the huge international success of the project! The project had gone from Denmark to the EU and to absolute international top level, civil as well as military. Only in Denmark did the project meet very strong "Jantelov's and own protection" opposition. Everywhere else it was given a hearty and much-needed welcome. POMW rode an international wave, and Shindenkan rode along. The bill expenses had been recognized and adopted by the general meeting, and put in the pile together with all the other approved expenses throughout the ages, but not reimbursed.
Encouraged by this mega-international project success, the Democratic General Assembly adopted one new major international project; The international health and health project; Project SHIELD KISS, Underhere KataFIT WWW, 2015-2019. The private disbursement formula was the same, but the five private creditors now all put their foot on the brakes after a while. They forgave a large part of their outlay investment, but put the foot down for the General Assembly's uncontrollable resolutions based on private outlays and lack of refunds.
Democracy is a cornerstone of Shindenkan, but it is not reasonable to adopt "You do all the work, pay privately when there is no cover, and then we enjoy all your work in Shindenkan, - that is, when we have the time and desire". "We want to enjoy, but not give, and no anguish, father pays".
There were definitely larger factions in Shindenkan who thought you were stupid if you did what the "main zealots" did and have always done in Shindenkan. In step with the great international and member success, Shindenkan was becoming a political melting pot. The alarm bells had begun to ring. 2015 was therefore a new turning point in Shindenkan and the second major turn-around after the year 2000.
In 2015, after the largest Shindenkan convention to date, with pats on the back and talk of the need to book the DGI hall at Copenhagen Central Station in order to be able to hold the next conventions, solely because of the number of participants and the audience, Yamana-Itotani Sensei stopped and watched what had actually happened in the Shindenkan organization.
Shindenkan had been hugely successful on growth, but this had a cost! Shindenkan had become mega big and it had a knock-on effect, not only on the few voluntary and unpaid labor resources, including especially in SOPORG, but also on many other levels. This was clearly seen in the competence of the members, where 30% did not meet the graduation level, 40 % were in between and only 30 % were good enough when they were nominated for graduation, according to the joint curriculum manual.
At the same time, Shindenkan experienced during this period that senior instructors were not honest about the subsidies that their local associations invested in them and that they dishonestly created an image that they themselves financed their training and skills training. Instructors began failing their graduation exams and many of their senior students as well. The factions that dumped called for "political graduations" so that they could retain their status and image vis-à-vis their students and in the local area.
Although Mobilepay had eliminated the need for cigar boxes for cash in the majority of all member associations and thus made all income and expenses traceable through the association's bank account, there were still a few member associations which surprisingly had a disproportionately large cigar box and some had even doubled the size of this! When asked about this, it exploded! However, all this was limited to only one region.
The political game around the lack of local competence maintenance added another dimension to the value-based and systemic degeneration, the human degeneration that some of Shindenkan's senior role models brought to the organization.
This had nothing to do with martial arts/martial arts and was mostly Turkish Bazaar and grocery store, and if it continued in that vein (Turkish Bazaar, empire building, local kingdoms, lack of competence and standardization maintenance) Yamana-Itotani Sensei announced that he would not participate more.
In Shindenkan, we work with 5-year strategic plans, which have ensured Shindenkan's great success. Every strategic plan since the year 2000 has been delivered ahead of time and above target. Strategic plan projections and calculations had already said that Shindenkan would reach 2,500–3,500 members within a short number of years. There would be over 400 event participants three times a year, and with the same multi-track competence courses run several times a year. The economy would increase by 3-4 times if it continued that way. This would also mean that the accumulated attachment debt was repaid 3-4 times faster, which almost everyone thought was positive and good, including the general meetings.
That would be the dream of most sports organizations and people! But at what cost?
Yamana-Itotani Sensei concluded that in this way the Shindenkan would be an empty shell without content whose main purpose was not according to statutes and the multi-track cultural history ancient system. The main purpose was the shift to personal greed, inferiority, play, lowest common denominator, in short the opposite of what the Shindenkan statutes, values and rules stated.
Yamana-Itotani Sensei concluded with himself that he really did not want to continue on this path, which he therefore publicly stated at the 2015 Summer Convention during the traditional joint presentation before the National General Assembly. A pin could be heard dropping.
Yamana-Itotani Sensei would not put his name to a Shindenkan which had truly evolved its main purpose to be a local economic status machine for local senior members' own personal gain and inflated egos. The direct opposite of what Yamana-Itotani Sensei himself stands for and what the Shindenkan was created to "Create whole and happy people and contribute to society through voluntary and unpaid association work".
If we chose to continue with the same strategic plan, the number of members would increase to 2,500-3,500 members with a 2-4 doubling of income, and 400 participants in between 2 x 3 meetings per year, meaning that the summer, Christmas and autumn meetings would fold in addition to a full weekend of two separate rallies, each with up to 400 participants. This snowball effect would lead to huge prestige and respect from other sports organizations in Denmark and abroad, and would be heralded as a huge success. In a few years, Shindenkan would be debt-free and have a huge financial surplus, where we would not know what we would use it for.
Shindenkan has been created by voluntary and unpaid work, financial outlays and a strong and perhaps idealistic belief in making a difference in society with a healthy set of values through the main tool; the 1,000-year cultural heritage – Yakami Shinsei-ryu. All of Shindenkan's mega successful international projects have been implemented using private networks and benefits, voluntary and unpaid labor within Shindenkan. It has been one or a few, and therefore the costs have also been able to be kept and implemented to an absolute minimum. The handful of main forces, supported by the few handfuls of local union zealots and main forces, have always done the same.
But now suddenly strong wishes were raised for the opposite, to make it all much more commercial and on commercial terms and value sets. However, this was mainly from one region only.
The opposite alternative was Yamana-Itotani Sensei's path and proposal to return to the basic statutes of the National General Assembly in the year 2000, with values and guidelines based on a 1,000-year-old system and cultural heritage, which educates people, meets them where they are, and take them on a journey. The entire foundation on which Shindenkan's successful journey has been created since the year 2000, and that for which the few pervasive forces have worked a certain amount out of their pants!
Yamana-Itotani Sensei has never hidden the fact that he takes pride in remembering people's names and loves teaching them year after year and following their progress on the journey. He did not care about the development of the last year, where the focus changed from competences and development to being treated as "Rock stars", with all that follows. Yamana-Itotani Sensei also pointed out that this election would first lead to a sharp reduction in the number of members in the Shindenkan and after a few years again give a good probability of an increase in membership. But never to the same size, more like 150 plus/minus 15 for all the rallies, where "everyone knew everyone and everyone could get attention and support on their way".
At the same time, all the members were to be supported and helped to "higher and broader competences, and get to the goal faster" through a national to local simple standardized support structure, which took into account life cycle, age, injuries, illness, life crises, career, school, health and health etc. "Space for everyone, the elite as the exerciser, through all life courses and efforts".
Based on the aforementioned percentages, Yamana-Itotani Sensei estimated at best a reduction in the number of members of approx. 30 %. It was the faction that generally could not, or would not, fulfill the minimum competence and graduation requirements according to the curriculum handbook, which was applicable to everyone in Shindenkan, and therefore believed that the minimum requirements should be lowered through commercialization. It mostly involved play, imaginative costumes, a guarantee of passing graduations regardless of effort and at the same time much higher degrees, remuneration for the instructors and no special requirements for curriculum standardization. And of course, that Yamana-Itotani Sensei should legitimize all this, which they and the General Assembly should decide. Even if they themselves do not think that general meeting decisions need to be complied with if they do not serve their own interests. The wise fool the less wise and the end justifies the means.
In the worst case, Yamana-Itotani Sensei estimated a reduction of up to 50 % in the membership if it was not possible to "move" the large middle group of the 40 %. This would physically mean a reduction from 250 participants on the floor for the joint events to 125-175 participants, and the same reduction in the stands. He judged that the 30% were "armadillos and prestige seekers" who never intend to fulfill the curriculum handbook or the democratic joint decisions if they can escape this by any means! They were therefore already lost, and would probably leave Shindenkan within a very short time and form their own kingdoms and queendoms in their local hometown and on their own "Hero-Heroine" terms in their own film production.
The task for the Shindenkan was simply that this took place in good order. However, based on this region's prehistory, this could be a challenging and time-consuming task for Shindenkan's democratically elected leadership groups. Unfortunately, it turned out that Yamana-Itotani Sensei was absolutely right in his assumptions, but no one really believed it.
It was explained that only a settled and united SOPORG, Executive Committee, Shihan-kai and local boards could minimize the reduction of the middle group. What these national leadership groups did not know was that several members of these national committees, both openly and covertly, were working against the democratic common decisions, and this was without moral barriers, which came as a great unpleasant and shocking surprise to many of the remaining members. They couldn't understand how club mates could turn a plate after 8-20+ years.
In particular, the merciless and reckless ferocity without moral scruples, status, greed, inflated ego and inferiority, proved to be a formidable opponent for the loyal local and decent board members who celebrate democracy.
Yamana-Itotani Sensei had already said that democracy in the Shindenkan was the most important thing and that everyone should cherish it. Therefore, it was important that all local member associations' boards and members discussed both proposals and which was best for them. And if the Supreme National General Assembly voted for a 180 degree turn through a commercialization strategy, Yamana-Itotani Sensei would step down from all positions in the Shindenkan, leaving the Shindenkan in peace and order and with gratitude for all the good years.
The Supreme National Coordinating Committee SOPORG, after a brief debate, unanimously decided that if Yamana-Itotani Sensei withdrew from the Shindenkan, then there was no Shindenkan left and therefore they would also withdraw. The Executive Committee and Shihan-kai had a long debate. Some members did not see Yamana-Itotani Sensei's retirement as a problem, as this would reduce competition in their region and thus increase their own earning power. They said thanks for the efforts Yamana-Itotani Sensei had made since 1986, and thanks to these efforts and the hugely successful building of the Shindenkan, this gave way to a commercial change of direction and individualization of self-interests.
However, the majority of the Executive Committee was strongly angered by this announcement, and it dawned on them that the purpose of this announcement was precisely to blow up Shindenkan, so that the competition and competence requirements are reduced, to open the gates wide open for commercialization and an increase of own earnings according to a performance pay scale! When they finally understood this agenda, 70 % of the Executive Committee came up on the barricades and with a 70 % majority, Yamana-Itotani Sensei's proposal was voted in as a recommendation for the general meeting.
To the great joy and surprise of SOPORG and most of the Executive Committee and Shihan-kai, the national general assemblies proclaimed great support and thanks for all the work SOPORG and Yamana-Itotani Sensei had done since the general assembly's turn-around plan was adopted in the year 2000.
Strat20 and the new five-step strategic plan were adopted by more than 85 % majorities.
SamuraiViking officers – As the general and military strategist Sun Tsu said; "He will win who knows when to fight and when not to fight, and Victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win."
Get excited - it's coming soon
Please log in to view content