Masuda influenced the workers to act, even as the ground shook beneath their feet. Through his calmness, openness, and willingness to admit his own fallibility as a leader, Masuda created the conditions for the team to make sense of their surroundings, overcome fear, and solve problems on the fly. Although their physical safety was in constant danger, they felt psychologically safe, and this allowed them to come together, try things, fail, and regroup. In the many moments of fear for their lives over the course of those days, interpersonal fear within the group was nearly nil. Masuda's words and actions set the tone and reassured workers that they could – and must – save the plant.

Doctors soon established that Miwa Sado died as a result of congenital heart failure. But following an investigation by Japan’s Ministry of Labor, the official cause of her death was changed to “karoshi”: death by overwork. In the month preceding her death, Sado had clocked an exhausting 159 hours of official overtime. That was equivalent to working two full eight-hour shifts every weekday over a four-week period. Unofficially, the number of hours of overtime probably exceeded that. In the weeks following her death, her grieving father trawled through her phone and computer records. He calculated that she had worked at least 209 hours of overtime in the month preceding her death.

But what makes the individual stories of karoshi and karo jisatsu different from these is the fact that what drove the likes of Miwa Sado to lose or take their lives was not the risk of hardship or poverty but their own ambitions refracted through the expectations of their employers.

If I were going to help a company become more psychologically sophisticated, here are a few of the many issues I’d focus on:

1. Understand that abusive controlling leaders are usually secretly insecure and weak. If you don’t perceive this contradiction, your way of dealing with them may be ineffective.

1. Jealousy and envy are to be expected in hierarchical organizations. They are raw expressions of more basic desires. You may have to be patient with these symptoms. Don’t just try to get rid of them but help them ripen into more positive energies.

1. A person in authority may not deal with their position well because of bad experiences in the family and in childhood. You may need some empathic, deep discussions before you can work out solutions with them.

1. People tend to develop hostile feelings toward each other when they don’t have opportunities to really get acquainted. It’s too easy then to direct stray negative fantasies at fellow workers.

1. Conviviality can give the soul the security and deep satisfaction it craves. Gatherings where people can truly enjoy one another and daily breaks in a convivial atmosphere could help, not hurt, productivity.

1. Being critical and vocal about fellow workers may stem from insecurity, an overwhelming need to keep the job, or habits learned at home. A few lessons in dealing with insecurity would go a long way.

1. A business can’t provide deep therapy for all its workers, but it can create a work environment that is not emotionally toxic. A sensitive style of leadership especially can help create real community, which can tone down the negativity.

1. Therapy always begins with listening. Any business could create a structure in which just listening to workers’ issues could help with morale.

1. The physical environment can also soothe the soul: fresh air, plants and trees, water, a place to walk, a comfortable workstation, well-selected colors. Therapy often involves physical details; it is not just a mental activity.

1. Images affect the soul deeply. You can devote attention to the art images in the workplace or to any aspect of the place seen as an image. How do you feel in a medical center, waiting for your doctor, in a small room with no windows and perhaps plastic images of blocked arteries or diseased organs? Even a small degree of awareness could make the image environment supportive rather than destructive.

These were repeated, over and over, in emails, in pre-meal meetings, and between staff members at USHG. “Constant, gentle pressure” was Danny’s version of the Japanese phrase kaizen, the idea that everyone in the organization should always be improving, getting a little better all the time. “Athletic hospitality” meant always looking for a win, whether you were playing offense (making an already great experience even better) or defense (apologizing for and fixing an error). “Be the swan” reminded us that all the guest should see was a gracefully curved neck and meticulous white feathers sailing across the pond’s surface—not the webbed feet, churning furiously below, driving the glide.