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Created by Jessica Goldberg. With Aaron Paul, Michelle Monaghan, Emma Greenwell, Kyle Allen. A man who converts to a controversial following suffers from a  ‎Full Cast & Crew · ‎The Path Teaser Trailer · ‎Episode List · ‎User Reviews.
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Take the "Meyer Machine" for example, which is used by members of the movement to stimulate neurological growth and physical healing. Scientologists have a similar device for spiritual training: The E-Meter. Still, Goldberg said that Scientology wasn't her inspiration.

Meyerism is a completely made up faith that she created while in a dark place herself she even wrote about it. Goldberg gave all cast members a guide to study filled with everything and anything related to the fictional faith. Hulu even gave press a similar glossary, chock-full of terms below.

Monaghan said the cast really immersed themselves while filming, and even began applying some Meyerism mantras, like the idea of "unburdening," behind-the-scenes. The show, while centered around Meyrism, is filled with interesting character dynamics and relatable struggles, including marital problems and young love. I thought it was very interesting and humane. Paul echoed that the movement itself is interesting, but what is more interesting is the members who follow it. There's nothing wrong with that — it's the shady things that go on behind closed doors that's what's scary.

But The Path script jumped out at him. Look deep within. ThePathOnHulu premieres tomorrow. We're using cookies to improve your experience. Click Here to find out more. This spirit is shared inside the company, then with the outside community, and finally with organizations throughout the world. The company has put many years of dedicated work into making kyosei a reality.

Interlude: Foreshadowing the Future

I believe that we have made great progress. In the first half of , two years before I became president, Canon was losing money because of problems with management policy and internal production. We had to suspend dividends that year and were in no position to consider introducing kyosei, which requires a solid business foundation. We concluded, after an internal review, that we had become overly bureaucratic and had lost our entrepreneurial spirit.

We put into action a strategy called the Premier Company Plan that was designed to place Canon in the top ranks of global companies and to move it from being a camera producer to being a global high-technology manufacturer. The plan set aggressive, long-term performance targets for each division and reorganized the company along a matrix structure centered around the main product lines: cameras, business machines, and optical products.

We made those investments at a time when the economies of the world were shrouded in pessimism due to the oil crisis of and when many companies were cutting back on their investments. We followed this basic plan for ten years and are still benefiting from its vision. Today we are the world market-share leader in our major product areas—copiers and desktop printers.

We have built a strong foundation for the practice of kyosei. A company that practices kyosei must start by creating a cooperative spirit among its employees. At Canon, we manage the company on the principle that there are no distinctions between factory and office workers. At Canon, there are no distinctions between factory and office workers.

Canon started cooperating with workers early in its history, well before other Japanese companies. In , Canon eliminated the distinction between salaried and hourly workers and did away with the rule that they had to use different cafeterias and rest rooms. Similarly, when Takeshi Mitarai was president of Canon, he moved the company from a six-day to a five-day workweek, making Canon the first major company in Japan to do so. We were all against it at the time and said that Canon would not be able to make a profit that way. Even as a modern corporation with more than 72, employees worldwide, Canon has kept the cooperative spirit alive.

Because Canon employees in Japan typically spend their entire lives with the company, we are able to invest in high salaries, extensive training programs, and generous vacation plans. Canon Tokyo has never in its history fired a domestic employee and has never asked any employee to take early retirement. To manage through times of slow growth, Canon Tokyo transfers its employees within the company or reduces the number of new recruits.


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Also, the vacation and bonus plans we offer are more liberal than those of other Japanese companies. The average employee is able to take eight weeks of vacation each year. The eight weeks include periods when the company is closed and four weeks of personal, paid vacation to be used at the discretion of the employee. By caring for our employees, we have found that they care for the company—and we all benefit as a result. In its year history, Canon Tokyo has never had a strike. A company cannot thrive and grow without its community, which includes its suppliers, its customers, its shareholders, and members of the general public.

A company practicing the third stage of kyosei has harmonious relations with those groups. At Canon, we have introduced a companywide customer-satisfaction committee, for example, that voices the needs of the customer within our organization. Its activity has resulted in a number of new ideas.

Also, we allow our customers to download printer drivers for their Canon desktop printers from our site on the World Wide Web. Our suppliers also are important members of our community. We are trying to help our suppliers improve their technical skills and the quality of their products. This cooperative approach is very different from simply rejecting parts that do not pass inspection when they arrive. When we work with the general public and communities, we typically contribute our technological know-how.

That is quite different from traditional corporate philanthropy, in which money is donated. With kyosei, we are active participants in the relationship.

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We are involved in many projects that put technology to use in the community. For example, we distribute two U. The products, Aladdin and Optacon, were designed by a professor of engineering who had a blind daughter. They help the sight-impaired to read nonbraille text. At Canon, we train Japanese users and their assistants in the use of the products, free of charge. We ourselves have developed a product called the Canon Communicator that helps the speech-impaired.

The Path: Season 1 - Rotten Tomatoes

We market it in Japan on a not-for-profit basis. Finally, we are proud of the fact that our cooperative policies have also benefited our shareholders. When Canon began manufacturing overseas, we saw an opportunity to expand our kyosei activities. We realized that our business decisions could, if properly managed, be profitable and, at the same time, contribute to the well-being of people around the world.

We attempt to rectify trade imbalances by situating factories in the countries with which Japan has the largest trade surpluses. By locating our plants in England, France, Germany, and the United States, we reduce the number of Japanese imports into those countries. Also, we try to procure parts for our overseas plants from local suppliers, which further helps reduce trade imbalances. But one of the characteristics of fourth-stage kyosei is that both the host country and the corporation benefit. I have studied a great deal of Japanese history and have relied on its lessons many times in my career.

But many are surprised when I tell them that kyosei also has roots in early Japan. Merchants traveled to China, Indonesia, the Philippines, and Thailand. As people from these different areas came together to exchange goods, however, cultural differences led to considerable conflict. Some things have not changed. In order to help merchants conduct their business, a successful Japanese trader teamed up with a famous Confucian scholar and developed a set of guidelines known as Shuchu kiyaku.

National picture of the path to 270 in 2020

The regulations also stated that despite differences in skin color and culture, trading partners should be considered equals. This period of mercantilist expansion was followed in Japan by a protracted period of civil war, after which Japan was unified under a form of military government known in English as a shogunate. The shogunate led the country down a different road altogether: it closed almost all doors to the outside world and put Japan in isolation. By then, Western powers had already colonized most of Asia. If Japan was to remain an independent state, Japanese leaders thought, Japan needed to develop a strong military and a powerful economy—and quickly.

But as the twentieth century progressed, this drive for economic growth and a strong military became a national obsession.

The Path to 270 in 2020

Long gone were the principles of the Shuchu kiyaku. Following the war, Japan continued its march to catch up with the West. But even then, most Japanese still thought there was a long way to go before Japan could be called an industrial power. It was around this time that I realized it was necessary for us to redirect our efforts if we really wanted to thrive in the long term.

We needed to introduce a broader vision of our future, one that envisioned our country as part of a larger world community, a conception that was present years ago but that had been lost along the way.