Rethinking Work, Identity, and Human Dignity in a Globalised World

Pope John Paul II's caution that "man works to live, not lives to work" strikes at the heart of an unsettling reality many of us face in today's globalised world. For those of us who live and work in international settings—myself included—this tension is particularly palpable. Born and raised in Ireland, a country with its historical emphasis on community, faith, and balance, I find myself increasingly dismayed at how modern work culture, mainly imported from America, has invaded the personal lives of people worldwide. Here in Japan, a nation known for its deeply rooted traditions of harmony and self-discipline, I see this corporatisation of human identity reaching its tentacles even further into the social fabric, creating dissonance where there once was equilibrium.

The Disconnect: Leadership and the Identity of Work
Modern leadership, often dominated by those who define themselves almost exclusively by their professional titles, has created a dangerous chasm between those at the top and the majority of their workers. For many leaders, the company becomes an extension of their identity, a vehicle through which they seek success and self-worth. This mindset is not just misguided; it is corrosive. It leads to an expectation that all employees should likewise live to work, find the same level of purpose and meaning in their jobs, and be willing to sacrifice personal and family life for the company's goals.

Nevertheless, such a view is profoundly out of touch with the experiences and aspirations of most people. The average worker does not seek to find their entire identity. Instead, they work to support a life that exists outside of the office. They work to provide for their family, pursue hobbies, engage with community and faith, and cultivate a sense of self that is far more expensive than what is printed on their business card. Leadership teams, however, often need help to grasp this distinction. As a result, they enact policies and set expectations disregarding the fundamental humanity of those they employ.

The recent push for 'always-on' availability—fuelled by technological advancements—exemplifies this disconnect. Leaders who see no issue in sending emails late at night or who expect workers to be responsive over the weekend are essentially demanding that employees prioritise the company's needs over their own lives. This expectation transforms the workplace into a domain of control, colonising the mental and emotional space that should be reserved for personal reflection and family connection.

The View from Taoism and its Relevance in Japan
In Taoism, the principle of *wu wei* (無為), often translated as 'non-action' or 'effortless action', warns against forcing things to be what they are not. It speaks to the idea that harmony is achieved not through control or force but through alignment with the natural flow of life. Applying this principle to the corporate world, we see how the relentless push to overwork and overproduce leads to imbalance and suffering. People are not machines; they have a natural rhythm, an ebb and flow that should be respected.

Japan, with its concept of wa (和), or harmony, once embraced such balance in its work culture, where the team's well-being was prioritised alongside the individual's contribution. However, in recent decades, as Western corporate models have permeated the Japanese workplace, there has been a distressing erosion of this traditional equilibrium. The rise of karoshi (過労死)—death by overwork—is a tragic reminder of what happens when wa is lost, and work becomes a tyrant rather than a servant of human life.

From the perspective of Taoism, the obsession with productivity and efficiency disturbs the natural balance, creating a form of internal chaos or "disharmony". This chaos is reflected in the individual worker's mental and physical health and the overall corporate culture, where burnout and disillusionment have become endemic. The leadership teams that demand ceaseless dedication fail to realise that they are fighting against nature. In Taoist terms, they are 'swimming against the current', expending enormous energy for little gain, ultimately leading to the degradation of both the individual and the organisation.

A Multi-Religious Critique: Human Dignity vs. Corporate Control
Christianity, Judaism, Islam, and Hinduism all offer similar critiques of the over-identification with work. The Sabbath in both Christianity and Judaism insists on a complete disengagement from labour, reaffirming the idea that human dignity is not tied to continuous productivity. Islam's notion of halal and haram work practices establishes ethical boundaries that prevent work from becoming exploitative or dehumanising. Hinduism's karma yoga suggests that duty must be performed with detachment, highlighting the need to see work as a contribution rather than a defining factor of one being.

From these perspectives, the expectation that one must constantly be "plugged in" to work is more than just inconvenient; it fundamentally disrespects human dignity. To ask someone to be perpetually available, to demand that they subsume their personal life to professional duties, is to disregard the sacredness of rest, reflection, and spiritual growth. It turns people into resources to be extracted rather than beings to be nurtured and respected.

The Consequences of Modern Work Culture: Commodifying the Mind, Body, and Soul.
The insidious reach of modern work culture extends beyond the office, transforming homes into secondary workspaces and reducing relationships to fleeting interactions squeezed between meetings. The mind, once a place for creativity and introspection, becomes fixated on key performance indicators (KPIs) and project deadlines. The body, which should be cared for and cherished, is often sacrificed for long hours at a desk, leading to a myriad of health issues. The soul, which seeks meaning beyond material accumulation, is starved of the nourishment that requires time, rest, and genuine connection.

Leaders who cannot see beyond their professional identities become perpetrators of this commodification. They see people as "human capital," a term that itself is dehumanising, reducing rich, complex lives to units of economic value. This is not just a failure of leadership; it is a moral failure. A true leader understands that a company's success cannot come at the cost of its people's well-being. True leaders see their employees not as assets but as individuals with their dreams, struggles, and lives outside the office.

Reclaiming Humanity: A Call to Action.
As an Irishman working in Japan, I see this clash between different worldviews daily. I see leaders who impose an American-style work ethic on a society that once held deeply different values. I see workers who long for balance but feel powerless to resist the tide of corporatisation. Furthermore, I see, too often, the devastating impact this has on families, communities, and the spiritual well-being of people who have so much more to offer the world than what they do between 9 a.m. and 6 p.m.
We need to push back. We must reclaim our time, dignity, and right to exist as whole human beings. This resistance is not just for our own sake but for the sake of our children, who will inherit whatever culture we allow to take root. It is for the sake of our elders, who remind us that life is about so much more than the sum of our professional achievements. Moreover, for the sake of our souls, we wither when they are denied the chance to grow, reflect, and truly live.

Ultimately, we must remember that work should support life, not consume it. In that remembering, we find the strength to resist the forces that seek to turn us into something less than human. This is not just a battle for better working conditions—it is a fight for our very humanity.
こちらは、ポープ・ヨハネ・パウロ二世の「人は生きるために働くのであり、働くために生きるのではない」という言葉に基づいた、現代の職場環境に対する批判とその影響を多宗教の観点から考察した内容です。この言葉は、仕事と個人生活の境界があいまいになり、仕事が人間の存在を支配する危険性について警告しています。

現代社会では、特にアメリカからの企業文化が世界中に広まる中、職場環境が過剰に労働を求め、人々の心、体、魂の領域までも企業が支配しようとしています。特に、リーダー層が自らを職業や役職と同一視し、他者にも同様の姿勢を求めることにより、従業員との間に大きな隔たりが生じています。多くの人々は仕事にアイデンティティの全てを求めるのではなく、生活を支えるために働いています。しかし、現代のリーダーたちはこれを理解せず、仕事を人間の存在のすべてに変えてしまうような環境を作り出しています。

多くの宗教では、仕事と生活のバランスを尊重し、労働が人間の本質や尊厳を損なわないように説いています。キリスト教やユダヤ教では安息日が労働からの完全な離脱を求めており、イスラム教では倫理的な働き方を重視し、ヒンドゥー教では仕事は自己実現の一部であって全てではないとされています。道教では「無為（wu wei）」の原則を通じて、自然の流れに逆らわずに調和を保つことを説いており、労働が人間のリズムやバランスを乱すことを戒めています。

日本では、かつての和（調和）の価値観が優先されていた職場文化が、アメリカ流の企業モデルの影響を受け、過労死という悲劇を招くまでに労働が支配的になってしまいました。多くのリーダーは「常に接続されている」状態を当たり前とし、仕事と生活の境界を曖昧にしています。これにより、心がKPI（重要業績評価指標）やプロジェクトの締め切りに縛られ、身体は長時間労働で消耗し、魂は物質的な成功のみを求める環境において枯渇していきます。

筆者は、日本で働くアイルランド人として、異なる文化的価値観の衝突を目の当たりにしており、従業員が自らの時間と尊厳を取り戻す必要性を強く感じています。仕事は生活を支えるものであって、人生を支配するものではありません。この考えを守ることが、より良い労働環境を実現するだけでなく、人間らしさを取り戻すための闘いでもあるのです。私たちは人間としての尊厳を守り、仕事が全てを支配しない社会を再構築していく必要があります。

---