Thus, while those who are very wealthy like to believe that they are worthy of the financial rewards they have accrued, many poorer people don’t want to mess with the dream that they too might achieve such riches if only they work hard enough. For them to concede that perhaps the system was stacked against them—that money had become far better at begetting more money than working long hard shifts—would be tantamount to abandoning their sense of agency and their cherished beliefs that what made their countries different was that anyone who worked hard enough could be whatever they wished to be.

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.

In the most recent iteration of Gallup’s annual State of the Global Workplace report, it is revealed that only very few people find their work meaningful or interesting. They note soberly that “the global aggregate from Gallup data collected in 2014, 2015 and 2016 across 155 countries indicates that just 15% of employees worldwide are engaged in their job. Two-thirds are not engaged, and 18% are actively disengaged.

Whenever I see a senior executive asserting that more than half his time is under his control and is really discretionary time which he invests and spends according to his own judgment, I am reasonably certain that he has no idea where his time goes. Senior executives rarely have as much as one quarter of their time truly at their disposal and available for the important matters, the matters that contribute, the matters they are being paid for. This is true in any organization except that in the government agency the unproductive time demands on the top people tend to be even higher than they are in other large organizations.

Whenever I see a senior executive asserting that more than half his time is under his control and is really discretionary time which he invests and spends according to his own judgment, I am reasonably certain that he has no idea where his time goes. Senior executives rarely have as much as one quarter of their time truly at their disposal and available for the important matters, the matters that contribute, the matters they are being paid for. This is true in any organization except that in the government agency the unproductive time demands on the top people tend to be even higher than they are in other large organizations.