How to Read “小田原評定”
Odawara hyōjō
Meaning of “小田原評定”
“Odawara council” refers to meetings or consultations where discussions drag on for a long time without reaching any conclusions.
This expression does not deny the value of discussion itself. Rather, while sufficient discussion is important, it warns against situations where decisions are postponed indefinitely. It is particularly used to describe situations where, especially when urgency is required, people keep piling on discussions without being able to take action.
Even today, when meetings continue for long hours but produce few concrete decisions, or when the same agenda items are discussed repeatedly without progress, people say “This is just like an Odawara council.” However, since this phrase carries critical nuances, care must be taken when using it. It’s important to distinguish it from constructive discussion and understand it as a warning against inefficient meeting management.
Origin and Etymology
The origin of “Odawara council” lies in the council system of the Odawara Hōjō clan during the Sengoku period. The Hōjō clan, as daimyo ruling the Kantō region, made important decisions through councils (meetings) with family members and senior retainers. This council system itself was actually valued at the time as a careful and democratic decision-making process.
However, during Toyotomi Hideyoshi’s attack on Odawara in the 18th year of Tenshō (1590), lengthy discussions continued within the castle over whether to surrender or resist. The council at this time ultimately delayed decision-making and is said to have led to the downfall of the Hōjō clan.
What’s interesting is that this proverb was actually created during the Edo period. After the establishment of the Tokugawa shogunate, as people looked back on the previous era’s Hōjō clan, it came to be passed down as a lesson that “the council at Odawara back then took too long.”
In other words, while the Hōjō clan’s council system itself was an excellent governance system, the historical fact that delayed decisions during emergencies led to fatal consequences forms the background of this proverb. Later generations came to use it as a synonym for “meetings where there’s only discussion but nothing gets decided.”
Interesting Facts
The Hōjō clan’s councils were called “yoriai” and were open meetings that included not only family members but also senior retainers and regional influential figures. This was a very progressive council system for its time, and while other Sengoku daimyo often made autocratic decisions, this is considered one of the reasons why Hōjō rule remained stable for a long period.
The room where Odawara Castle’s councils were held was called the “Council Chamber,” and you can see how it looked in the currently reconstructed Odawara Castle. It was a large tatami-floored room where participants are thought to have sat in a circle for discussions, allowing visitors to feel the democratic atmosphere of that time.
Usage Examples
- The board meeting has been going on for three hours without any decisions being made, truly resembling an Odawara council
- We have weekly meetings about the new product planning, but it’s an Odawara council with no progress whatsoever
Modern Interpretation
In modern society, the meaning of “Odawara council” has become more complex. This is because in our information society, the amount of information needed for decision-making has dramatically increased, and situations requiring careful consideration have become more common.
Particularly in corporate meetings, multifaceted examination is required from a risk management perspective, which can result in prolonged discussions. However, in business environments where speed is valued, this “cautiousness” can sometimes lead to missed opportunities.
On the other hand, with the spread of SNS and online meetings, discussion venues have diversified. Not only long face-to-face meetings, but also endless discussions via chat or email could be considered modern versions of “Odawara council.” Situations where decisions are postponed in an attempt to gain everyone’s consensus are still commonly seen today.
What’s interesting is that even now, when AI technology has made rapid data-based decision-making possible, lengthy discussions are still necessary for issues involving human emotions and values. This might be a fundamental human characteristic that hasn’t changed since the Hōjō clan’s era.
In modern times, rapid decision-making methods like “Agile” and “Scrum” are gaining attention, and various innovations to avoid Odawara council-like situations are being adopted in many contexts.
When AI Hears This
The council meeting at Odawara Castle in 1590 and what happens in modern corporate boardrooms share a remarkably similar structure. This historical case, where the Hōjō clan, besieged by Toyotomi Hideyoshi’s massive army, endlessly debated between holding out or surrendering and completely missed their window for decision-making, is the very prototype of modern “meeting fatigue.”
From the perspective of psychology’s “groupthink trap” theory, the Odawara deliberations demonstrate a classic case of “diffusion of responsibility.” Even decisions that individuals could make instantly become sluggish when groups fall into the mindset that “it’s safe because we all decided together.” In modern corporations, we constantly see examples where companies lose market share to competitors while they’re stuck saying “let’s get consensus from all stakeholders first” or “let’s have another review meeting.”
What’s even more fascinating is how both situations fall into the illusion that “holding meetings is itself proof of doing work.” At Odawara Castle, meetings were held day after day, but in reality, only time was passing. Today, we similarly tend to mistake the quantity of meetings—”three regular meetings per week,” “review committees with all departments participating”—as evidence of serious engagement.
According to research by organizational psychologists, decision-making efficiency drops dramatically in meetings with more than seven participants. Both the Odawara deliberations and modern large-scale meetings fall into this very “numbers trap.”
Lessons for Today
What “Odawara council” teaches us today is the importance of balancing discussion and decision-making. While sufficient consideration is necessary, this phrase quietly teaches us that it’s putting the cart before the horse if we seek perfection to the point where we can’t take action.
In modern society, we’re flooded with information and have countless options. So I understand the feeling of continuing to hesitate indefinitely. But sometimes we need the courage to “make the best judgment with the information we have now.”
What’s important is clarifying the purpose of discussion. We should share from the beginning what we’re discussing and by when we need to decide. And rather than seeking perfect answers, it’s important to aim for “the best choice we can make now.”
You too might sometimes hesitate over small decisions in daily life. When that happens, try remembering this phrase. While thinking is important, if you think too much and become unable to move, you might miss valuable opportunities. The courage to make decisions at appropriate timing is what propels life forward.
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