What policy options does the Japanese public prefer, and what might shift its attitudes? These are some questions the Stanford Japan Barometer (SJB) sets out to answer. SJB is a large-scale public opinion survey on political, economic, and social issues in Japan. Co-developed and led by Stanford sociologist Kiyoteru Tsutsui, the deputy director of APARC and director of the Center’s Japan Program, and Dartmouth College political scientist Charles Crabtree, a former visiting assistant professor with the Japan Program, SJB has so far published the results from its first two waves.

Wave 1 focused on issues related to gender and sexuality in Japanese politics, while Wave 2 focused on issues related to foreign policy and national defense. SJB findings fielded in these two waves indicate that most Japanese support recognizing same-sex unions, legalizing a dual-surname option for married couples, promoting women’s leadership in society, and that, in a Taiwan contingency, ​​Japanese people would be hesitant to fight China but would respond to a request from the U.S. military for logistical support.

Jointly with the Japan Program, GLOBE+, an international news outlet operated by the esteemed Japanese newspaper Asahi Shimbun, is publishing a series highlighting SJB findings. Here, we provide an English translation of the first three pieces in this series. Additional articles in the series will be published sequentially.

PART I

How Question Framing Changes the Results of Public Opinion Polls: Japan Barometer's Attempt to Get at the "True Feelings” of Survey Respondents

View the original article at Asahi Shimbun GLOBE+ >

Asahi Shimbun GLOBE+ sat down with Tsutsui to learn more about the findings of SJB, its goals, and how it differs from other public opinion polls.

Asahi Shimbun GLOBE+: Why did you come up with the idea to start the Stanford Japan Barometer?

Area studies have been in decline within the social sciences. Although China research is developing, there has been a significant shift away from Japan studies. In 2019, the Asia Society of North America held a session titled “The Death of Japanese Studies.” It made me think that conducting large-scale research experiments with Japan as the theme could spark new developments in the field. The idea was that this effort would draw attention to Japanese studies and foster young researchers interested in Japan.

Asahi Shimbun GLOBE+: What makes SJB different from other public opinion polls?

First, we routinely administer the SJB to an extensive national sample comprising 8,000 Japanese residents. Another unique point is our focus on the type of questions asked to “sway” people's opinions. That is why we call it an experiment. Thus, one of the characteristics of SJB is that we create questions with different preconditions for a given problem and then compare the answers and see how these preconditions affect respondents’ attitudes.

For example, in the first wave of the survey, the theme was gender and sexuality in Japanese politics, and we asked respondents about the pros and cons of same-sex marriage, looking into what kind of influence the preconditions of the survey questions would have on the responses. We created eight types of such preconditions and randomly assigned them to respondents.

We presented some respondents with prompts about tradition and history, such as “In Japanese society, it is a tradition that marriage is between people of the opposite sex” and “Japanese society has tolerated romantic relationships between people of the same sex since the Middle Ages and the Warring States period.” We presented other respondents with preconditions about the fairness of same-sex marriages from the point of view of constitutional rights and human rights principles. We found that respondents tend to become more supportive of same-sex marriage when presented with an argument that not allowing same-sex marriage is unfair from the point of view of human rights and gender equality.

Asahi Shimbun GLOBE+: Generally, in public opinion polls, we take care to ask neutral questions, but you are intentionally doing the opposite.

That's right. By doing so, we can understand what kind of efforts are effective in moving people’s attitudes. As a sociologist, my research focuses on social movements, and I am very interested in the slow pace of change in Japanese society. Therefore, I want to understand why it hasn't changed much and how we can affect change.

In addition to opinions about same-sex marriage, we asked about respondents’ views of desirable attributes of a candidate for the House of Representatives in categories such as gender, age, and occupation. We also examined how the responses changed depending on a candidate’s political party and other factors.

By asking about desirable attributes of a candidate from multiple perspectives, you can elicit answers closer to the respondents’ true feelings. In the future, we plan to continue conducting experiments to see how the results change depending on these preconditions and the characteristics of the respondents.

Asahi Shimbun GLOBE+: What research themes do you have in mind for the future?

I want to research various fields and have already completed research on Japan’s defense spending tax increase and the Taiwan contingency situation. I also want to investigate topics like AI and immigration. In the future, I would like to open a public call for research themes to investigate with SJB.

Part 2
Do Japanese People Envision the Ideal Political Leaders as Females in Their 30s or 40s? Stanford Japan Barometer Finds Out

A recurring issue in Japanese public discussions on gender equality pertains to the underrepresentation of women in leadership roles, particularly in politics and business. To better understand the Japanese public attitudes toward this gender gap, SJB conducted conjoint experiments exploring the preferences of the Japanese public regarding candidates for a Diet seat. In this article, Tsutsui explains the method and results of this survey.

View the original article at Asahi Shimbun GLOBE+ >

This survey asked respondents about the following six attributes regarding candidates they would like to see in the next Diet:

• Age (from 32 years old to 82 years old in 10-year increments)
• Sex
• Marriage
• Number of children
• Academic background
• Occupation (11 options, including finance, business, foreign affairs bureaucrats, corporate managers and officers, governors, local legislators, homemakers, and others)

When asking the question, we created two “candidate images'' by randomly combining six attributes and asked respondents to choose them in a multiple-choice format. We then aggregated and analyzed the respondents’ answers. This complex method statistically allows us to get closer to the respondents’ “true feelings.”

As a result of the analysis, the combinations of attributes that received the most responses, or in other words, the “ideal candidate image'' that respondents thought of, were as follows:

Gender: Female
Age: 32 and 42 years old
Occupation: Governor and corporate manager/officer

These findings indicate that Japanese people wish to see more female leaders in their 30s and 40s become politicians. Additionally, 75% of respondents agreed that “there should be more efforts to increase the number of female members in Japan's Diet.'' Nearly all respondents, regardless of gender, age group, party support, or the strength of their support for the Kishida administration, favored having a female politician over a male one, and even among those who rated Japan as already diverse, many said they would prefer female candidates.

Based on these findings, we assert that a notable portion of the Japanese population sincerely backs women leaders. Furthermore, if a female candidate is nominated, she will likely get elected.

Conversely, the combinations of attributes with weak public support were as follows:
Gender: Male
Age: 72 and 82
Occupation: TV commentator, parliamentary secretary, financial bureaucrat

These results indicate that Japanese public opinion neither favors older male politicians nor desires people in occupations close to national politics.

The Liberal Democratic Party (LDP) has, in fact, actively supported women in elections in urban areas, including the Tokyo 8th Ward of the House of Representatives, which includes Suginami Ward. The reason is that "experience has shown that women are in demand," according to LDP officials. Interestingly, this sentiment coincides with the image of politicians desired by public opinion (women in their 30s and 40s, not older men), as highlighted by the Stanford Japan Barometer.

There may be an election for the Lower House of Representatives in 2024, and it will be interesting to see how many women will get elected after the supplementary and unified elections.

Part 3
The Liberal Democratic Party's Bold Strategy of Fielding Female Candidates: A "Survival Instinct" Consistent with Voters’ Desires

View the original article at Asahi Shimbun GLOBE+ >

The results of the first wave of the Stanford Japan Barometer match the LDP's policy of supporting women. The LDP, which has approved a string of candidates for the upcoming general election to dissolve the House of Representatives, has been fielding women mainly in urban areas. A typical example is Tokyo's 8th Ward (a large part of Suginami Ward). For a long time, the LDP's Nobuaki Ishihara dominated this seat. Yet he lost the 2021 Lower House election to Harumi Yoshida, a female newcomer to the Constitutional Democratic Party of Japan. Ishihara was also unable to regain his seat proportionally.

In 2022, female newcomer Satoko Kishimoto won the Suginami Ward mayor election against the incumbent male candidate. Kishimoto supported mainly women in the 2023 Ward Assembly election, resulting in a female majority. The LDP responded by supporting a 42-year-old woman from the Ministry of Economy, Trade, and Industry in Tokyo's 8th Ward.

In Tokyo's 18th Ward (Musashino, Fuchu, and Koganei), the home district of former Prime Minister Naoto Kan (Constitutional Democratic Party of Japan), who recently announced his retirement, the Tokyo Metropolitan Federation of Trade Unions also held an open recruitment campaign for women only. In addition, there has been a string of female candidates in Tokyo, including Tamayo Marukawa, who switched from the House of Councillors to the upper house of the Diet. That is because LDP officials have learned from experience that "women and young people, especially in urban areas, are the most likely to win now,” according to a senior LDP official.

In the supplementary elections for the House of Representatives and the House of Councillors, women won in the Chiba 5th district of the House of Representatives, the Wakayama 1st District of the House of Representatives, and the Oita Constituency of the House of Councillors. Men previously held all these positions, and the races were considered hotly contested.

Does the LDP have a philosophy that "diversity is important in politics, so let's increase the number of women"? No, not necessarily. When the LDP debated the Candidate Gender Equality Act (enacted in 2018), which calls for political parties to have an equal number of male and female candidates as much as possible, some LDP members protested, saying that forcing an increase in the number of women would lower the quality of politicians, that it was reverse discrimination against men, and that it would also not be a fair assessment of women.

LDP lawmakers were quick to say they were not against increasing the number of women, but it also seemed as if men were afraid of having their status threatened. The LDP's recent nomination of a string of women likely indicates a “survival strategy.”

If the voters prefer women, they will support women. Of course, the LDP is not basing its decision to field women on the results of the Stanford Japan Barometer. Still, the fact that the LDP is fielding candidates who closely match the preferred candidate image yielded in the SJB survey shows how strong the LDP's survival instinct is.

The LDP once even formed a coalition with the Socialist Party, which it continued to oppose as an opposition party. The LDP is tenacious and determined.

Stanford University's Walter H. Shorenstein Asia-Pacific Research Center (APARC) is pleased to unveil the Stanford Next Asia Policy Lab (SNAPL), an interdisciplinary initiative committed to producing evidence-based, actionable policy research to facilitate structural reform and propel Asia toward a future defined by growth, maturity, and innovation. Based at APARC and led by sociologist Gi-Wook Shin, the William J. Perry Professor of Contemporary Korea and a senior fellow at the Freeman Spogli Institute for International Studies, SNAPL seeks to tackle pressing social, cultural, economic, and political challenges facing Asian countries, including aging populations, escalating inequality, brain drain, environmental threats, and institutional deficiencies in areas like the rule of law and cultural intolerance.

"SNAPL represents a significant milestone in our commitment to building research networks that engage academics, policymakers, business leaders, and civil society organizations interested in regional and global perspectives on contemporary Asia," said Shin, who is also the director of APARC and the Korea Program within APARC. “Through an interdisciplinary, solution-oriented, and comparative lens, we aim to set a research and policy agenda to help Asian nations create their unique roadmaps to becoming and remaining innovation-driven economics at the center of 21st-century dynamism and growth. At the same time, we believe that research on Asia could uncover important implications and lessons for the United States and European countries as they grapple with their own social, cultural, economic, and political challenges.”

Combining theoretical and field studies, SNAPL researchers will initially examine issues such as the prospects for reform of educational institutions, immigration policy, and cultural attitudes in Asia; paths to combating recent democratic declines; and U.S.-Asia relations. In addition to Shin, the lab director and principal investigator, the SNAPL inaugural research team includes Research Scholar Xinru Ma, Postdoctoral Fellows Gidong Kim and Junki Nakahara, Research Associates Haley Gordon and Irene Kyoung, and a cohort of Stanford undergraduate and graduate students serving as research assistants. The lab plans to continue offering fellowship and training opportunities to scholars and students.

“SNAPL’s education mission is to nurture the next generation of researchers, including students and visiting scholars, and we firmly believe that the laboratory model, proven successful in the sciences — with its mentorship and hands-on engagement — holds immense potential for nurturing talent in the social sciences,” notes Shin. “I look forward to our team’s contributions to U.S.-Asia dialogue and Asia’s security and prosperity, and I am grateful to our supporters for providing foundational funding for the lab.”

On August 29-30, 2023, SNAPL will co-host its inaugural event, the Sustainable Democracy Roundtable, jointly with the Korea Foundation for Advanced Studies and APARC's Korea Program. The two-day event will convene scholars and students from the United States and South Korea to present solutions that address global democratic backsliding, promote social progress, and advance long-term development.

For more information about SNAPL, visit the lab’s website at aparc.stanford.edu/snapl.

What's next for Korean democracy? How can Korea advance to the next stage of its development? APARC and Korea Program Director Gi-Wook Shin addresses these and other questions in his new book, The Adventure of Democracy: How to Cross the Era of Conflict and Division. According to Shin, a senior fellow at the Freeman Spogli Institute for International Studies, a professor of Sociology, and the William J. Perry Professor of Contemporary Korea, democracy develops through steady adventures. He considers its evolution in Korea, reflects on Korean politics of division and confrontation and their sources, and seeks alternatives.

The book, which has been released in Korea, is a compilation of Shin's recent series of essays, “Shin's Reflections on Korea,” published by Sindonga (New East Asia), Korea’s oldest monthly magazine. In these essays, Shin explores “Next Korea”— Korea’s vision for the future — and outlines a roadmap for achieving it across the realms of politics, economics, society, culture, and foreign policy. He offers an outside perspective that allows him to see the “forest” of Korea’s path toward the future.

By any measure, Korea has made remarkable achievements in a short time, Shin writes. “It has overcome war, division, and authoritarian rule to become a country with the 10th largest economy in the world in only seven decades. Its soft power is sweeping across the globe, and Korea has world-class talent in every field. This is truly a miracle, and Koreans have every reason to be proud.”

Korea, however, stands at a critical crossroads, according to Shin. Populism and polarization pose challenges to the country’s democracy at a time of leadership crisis, Korean society is remarkably divided, and its aging population presents formidable obstacles to economic growth. Inter-Korean relations are in dire straits, and Seoul confronts a delicate regional balancing act amid intensified Sino-U.S. tensions. Will it settle for the status quo or progress to become a global leader?

Selected coverage of Shin's book in Korean media:

The Korea Times
The Korea Daily
Yonhap News
Busan Ilbo
Chosun
TV Chosun News
Donga Ilbo
Hankook Ilbo
Kookmin Ilbo
Kyosu Shinmun
Kyunghyang Shinmun
Metro Seoul
Munhwa Ilbo
SBS News
Shindonga Magazine (interview) 
Shindona Magazine (book review)

View a Japanese version of this announcement.

The Japanese public supports women’s advancement in society, finds the Stanford Japan Barometer, a survey platform launched by the Japan Program at Stanford University’s Walter H. Shorenstein Asia-Pacific Research Center (APARC). This result is somewhat surprising, considering Japan’s poor showing in global gender equality rankings.

Led by Professor of Sociology Kiyoteru Tsutsui, the Henri H. and Tomoye Takahashi Professor and director of the Japan Program at APARC, and Charles Crabtree, an assistant professor in the Department of Government at Dartmouth College and a former visiting assistant professor with the Japan Program, the Stanford Japan Barometer (SJB) is a periodic public opinion survey on political, economic, and social issues concerning contemporary Japan with three main parts: (1) questions about respondents’ demographic background; (2) a stable set of questions about support for policy issues, political parties, public institutions, and international entities; and (3) a thematically focused set of questions and experimental studies on topics of great relevance at the time of the survey. The survey is conducted with a national, quota-based sample of 8,000 Japanese residents.

In the first installation of the survey, conducted in late November 2022, the SJB examined issues concerning gender and sexuality in Japan. It found, among other results, that most Japanese are in favor of recognizing same-sex unions and support a legal change to allow married couples to keep separate surnames. The SJB also examined questions related to women’s advancement in Japanese society, the focus of the following report.

One prominent gender equality issue that often recurs in Japanese public discourse is women’s under-representation in prominent positions, especially in politics and business. According to the latest Global Gender Gap Report released by the World Economic Forum, Japan ranks 116th out of 146 countries in terms of gender equality. Japan fares well in the categories of Education and Health, but in Politics and Economy, it ranks 139th and 121st respectively. In another ranking on women’s role and influence in the workforce, the Glass-Ceiling Index compiled by The Economist, Japan ranks second-worst among the 29 developed countries surveyed. Japan barely avoided the lowest ranking (a dubious distinction taken by South Korea), but indeed ranks lowest in terms of the proportion of women in national parliaments (single or Lower House) among OECD countries, with only 10% of Lower House members being female.

To better understand this striking gender disparity, Tsutsui and Crabtree had respondents complete conjoint experiments that examined what types of candidates the Japanese public is more likely to support for a Diet seat and an external corporate board member. The results show, perhaps surprisingly, that Japanese people prefer women for these positions (52% to 48% for the Diet and 51% to 49% for corporate board). Women support female candidates more than men, but men also prefer female candidates over male ones, averaging across all other candidate characteristics such as education and occupational background. These differences are fairly stable across different ages, educational and family backgrounds, and political party support. Contrary to what gender representation in politics and corporate leadership would indicate, the SJB results suggest that there is robust support for women’s representation in those powerful positions across different spectrums of the Japanese public.

Tsutsui and Crabtree also asked a series of questions about views on gender roles and women’s advancement in Japanese society. Respondents were particularly supportive of more men taking parental leave and helping with childcare, registering 6.3 on a scale of 0-10 (5 being neutral and a number larger than 5 indicating support for the statement). They were not supportive of the statements about traditional gender roles, such as “Men should work outside the home and women should stay home” (3.8), or “Boys should be raised to be manly and girls should be raised to be womanly” (4.3). Interestingly, for all these questions, there is a statistically significant difference between male and female respondents, with men showing greater support for traditional gender roles, although the general trend is a shift away from traditional gender roles even among men.

On questions concerning women’s advancement in Japanese society, the Japanese public demonstrated strong support for the argument that more efforts should be made to increase the number of female politicians (5.8), executives (5.9), and board members (5.8). There is no substantial difference between men and women for these questions, indicating that the support for women’s advancement in politics and business is broadly shared across genders.

When it comes to using a quota to ensure women’s seats in the national Diet, management positions, and board rooms, the opinions are divided across the gender line, with women being significantly more supportive (5.1, 5.2, 5.2) than men (4.8, 4.7, 4.7). This likely indicates that men are threatened by the idea of quota as it would reduce the likelihood of their advancement toward these powerful positions.

Men’s resistance to quotas notwithstanding, overall, the Japanese public supports women’s advancement in society, perhaps recognizing the need for Japan to change in light of the embarrassing showing in global rankings of women’s empowerment. These results suggest that the slow pace of change in women’s advancement in Japan might be attributable to the behavior of gatekeepers, who are mostly older men who come from different socioeconomic backgrounds than the SJB’s average survey respondent, rather than to a lack of public support.

For media inquiries about the survey, please reach out to:
Noa Ronkin
APARC Associate Director for Communications and External Relations
noa.ronkin@stanford.edu

This essay originally appeared in Korean on June 16 in Sindonga (New East Asia), Korea’s oldest monthly magazine (established 1931), as the third in a monthly column, "Shin’s Reflections on Korea." Translated by Raymond Ha. A PDF version of this essay is also available to download.

Interestingly enough, both sides interpret this as a question of representation. Those who emphasize meritocracy argue that allocating seats to account for the representation of minorities makes it difficult to achieve results. On the other side, those who criticize the lack of diversity support a balanced composition in terms of gender and regional background, among other considerations. Such focus on “balance” and “representation” limits the discussion. Let us return to Killoren’s explanation for the astonishing global success of the Korean Wave. The “female gaze” that propelled the Korean Wave was not the outcome of a strict meritocracy, and it did not arise from efforts to achieve balanced representation. It resulted from looking beyond the horizon of male-centered viewpoints to value female perspectives.

A diverse group of individuals brings a diversity of opinions to the table. The true strength of diversity, however, is that it encourages people to think outside the box. When people encounter and evaluate different viewpoints and alternatives, this fosters creative, original thinking that drives innovation. Organizations and institutions can thus enhance their overall performance by building a diverse workforce.

Ensuring the equitable representation of minorities and protecting their rights is, of course, a fundamental democratic value and a vital policy objective. Nevertheless, it is now time to approach the issue of diversity not only in terms of balanced representation, but also as a question of effectiveness and innovation. It is especially important to ensure diversity within entities like the Cabinet, which requires a high level of intellectual capacity and judgment.

South Korea is a patriarchal, “super-networked” society that emphasizes ethnic homogeneity and purity. High value is placed on common alma maters, shared regional backgrounds, and family ties. There is a dire need to enhance appreciation for the value of diversity. The era of industrialization called for a homogeneous workforce capable of producing uniform, standardized products. In this context, diversity could hamper efficiency. The new era of the Fourth Industrial Revolution, built on creativity and innovation, will increasingly require a rather heterogeneous workforce. Diversity should be recognized as an essential virtue that underlies innovation and success. The future belongs to societies and organizations that understand the true value of diversity.

From Representation to Innovation

In the United States, diversity is one of the most important considerations not only in companies’ hiring decisions, but also when colleges and universities hire professors or admit students. Pursuing diversity was once regarded as a means of empowering minority groups by ensuring that they had access and representation. However, it is now commonly understood that an organization’s capabilities and achievements cannot be maximized without diversity. There are many ways to achieve diversity. A range of factors is considered, including race and ethnicity, age, gender, personal background, and past experiences. It is believed that an organization can overcome groupthink and dismantle a rigid internal culture only if it is composed of diverse individuals. Put differently, innovation and success depend on diversity. Schools, companies, and government entities all have a department that is responsible for improving diversity, and there are many organizations that now have a chief diversity officer (CDO) in addition to a CEO and CFO.

This is a relatively recent phenomenon in American history. As a nation of immigrants, the United States initially pursued assimilation. It only recognized English as the official language. This began to change in the 1960s with the civil rights movement and the emergence of feminism. There were calls to protect and empower minorities and vulnerable groups, and these efforts were also institutionalized. Affirmative action is perhaps the most prominent legacy of this era.

In 1961, President John F. Kennedy signed Executive Order 10925, introducing affirmative action for federal contractors. Affirmative action sought to proactively counter discrimination by providing preferential treatment to minorities that were disadvantaged on the basis of “race, creed, color or national origin.”[4] There was an initial emphasis on addressing racial discrimination, but this later expanded to countering discrimination on the basis of sex or disability. In essence, this is similar to practices that are well known in Korea: creating quotas for individuals of particular backgrounds and giving extra points in hiring evaluations or admissions decisions. These practices were most commonly used by companies and universities.

Affirmative action has always been controversial in the United States, with opponents calling for its repeal. Some argue that it fails to solve the problem by creating reverse discrimination, while others claim that it generates new forms of discrimination. The former is raised primarily among white men, while the latter is voiced by Asian Americans. It was charged that high school students who worked hard to achieve high scores were disadvantaged in university admissions because schools applied racial quotas. Although the Supreme Court ruled the use of racial quotas in university admissions to be unconstitutional in the Bakke decision (1978), critics allege that prominent universities still maintain tacit quotas for African and Hispanic American applicants. This fall, the Supreme Court is expected to hear arguments in a case brought mainly by Asian American individuals against Harvard University and the University of North Carolina for the use of “race-conscious” admissions programs.[5]

California, where I have lived for many years, is among the most progressive states in the United States. In 1996, however, it became the first state to vote against affirmative action in a statewide referendum when it passed Proposition 209. I was an assistant professor at UCLA at the time, and I vividly remember many heated discussions and debates about this topic among professors, students, local residents, and civil society organizations.

The controversy surrounding affirmative action in California has persisted. Proposition 16, which sought to repeal Proposition 209, was defeated by a wide margin in November 2020. Even in the United States, there is a fraught conversation about pursuing diversity as a means of achieving equitable minority representation. On the other hand, there is a growing recognition that diversity is essential for organizations to innovate and succeed.

Diversity = Innovation

When I write a course syllabus, I include two components in addition to lecture topics, assignments, and grading policies. First, I pledge to observe the Honor Code, which has a long tradition at Stanford. Under the Honor Code, faculty members do not proctor exams. Second, I vow to “respect diversity.” As a professor, I pledge “my intent that students from all diverse backgrounds, perspectives, and situations be well served by this course,” and I affirm that “the diversity that students bring to this class be viewed as a resource, strength and benefit.” I emphasize diversity as an essential element that enhances students’ learning experience. Accordingly, I “present materials and activities that are respectful of diversity,” which includes “gender, sexuality, disability, age, socioeconomic status, ethnicity, race, religion, political affiliation, culture, and so on.” Faculty members are encouraged to include such language on diversity in their syllabi, although it is not a requirement. Nevertheless, this practice is becoming increasingly widespread among faculty members.

Major U.S. companies such as Google and Microsoft have appointed chief diversity officers (CDOs) and strive to attract employees of diverse races, socioeconomic backgrounds, and gender identities. Diversity tends to be based on inherent components (e.g., sex and race), but it can also be expanded through acquired components, such as studying abroad and gaining other life experiences. These companies seek various ways to improve diversity. They believe that diversity enhances productivity and allows the company to better respond to changes in the external environment. Melonie Parker, Google’s CDO, describes her mission as making “Google more reflective of the world around us.”[6] There is a firm conviction that creativity and innovation arise when individuals with diverse backgrounds and experiences exchange new ideas and perspectives.

“Diversity = Innovation” is not just an article of faith. In the United States, researchers have accumulated a considerable amount of empirical evidence in support of this maxim across a variety of disciplines. Scott E. Page, a professor of complex systems at the University of Michigan, describes in great detail in The Difference (2007) how diversity leads to innovation. According to Page, having a diverse team enables cognitive diversity, which is critical to problem solving. When faced with difficult tasks, cognitive diversity allows the team to perform more capably than the sum of its parts.

In “How Diversity Makes Us Smarter,” Katherine Phillips, the late professor of business management at Columbia University, stresses that diversity makes teams more effective at completing tasks. In diverse teams, individuals are able to consider and evaluate alternatives and novel points of view.[7] If an organization consists only of people with similar educational backgrounds who think in similar ways, it is unlikely that innovative or unique ideas will ever emerge.

At Stanford’s Hasso Plattner Institute of Design, or “the d.school,” which is well known in Korea, diversity is understood as “radical collaboration.” Individuals with different perspectives and experiences collaborate in the classroom and when completing assignments. For instance, a computer science major will work together with a student majoring in the humanities. A prominent example of this way of thought is on display at Stanford’s Institute of Human-Centered Artificial Intelligence, where one co-director has a background in computer science, and the other in philosophy.

According to a 2007 survey by the Society for Human Resource Management, 91% of companies responded that “enhancing the ability of people from different backgrounds to work effectively together” was an “extremely important” outcome of effective diversity management.[8] Catalyst, widely known for its research on the role of women in the workplace, also reported that companies with more women in high-level management positions tend to have transparent management practices and become more profitable through the pursuit of creative business strategies. A 2018 analysis of 1,700 companies by the Boston Consulting Group found that companies with “above-average diversity on their management teams. . . reported innovation revenue that was 19 percentage points higher than that of companies with below-average leadership diversity.”[9]

It is none other than Silicon Valley, the global leader in technological innovation, that best illustrates the relationship between diversity and innovation.

Technology as “a Manifestation of a Culture”

“An iPhone is not a product. It’s a manifestation of a culture.”[10] This statement about the iPhone also perfectly encapsulates the ethos of Silicon Valley as a whole. In April 2015, Prime Minister Shinzo Abe of Japan visited Stanford and hosted a discussion on technological innovation with the CEOs of major U.S. tech companies, including Apple, Google, Yahoo, Twitter, and Microsoft. I was also there and I noticed something fascinating about the discussion. While Prime Minister Abe focused on the technological aspects of innovation, the leaders of Silicon Valley all emphasized its cultural aspects. Without exception, they began from the premise that innovation was rooted in culture, not technology. At the core of that culture is cultural diversity.

It has already been over 20 years since I joined Stanford and became a resident of the Bay Area. Having grown up in Korea, where I was taught to be proud of the homogeneity and unity of the Korean people, what struck me most about living here is a way of thinking that places great value on cultural diversity. Simply put, Silicon Valley was not built only by white men. Talented individuals of diverse backgrounds came together, competing and cooperating in their endeavors as they created today’s technological landscape. Immigrants laid the foundations for many of the companies that were launched in Silicon Valley, including Intel, Yahoo, Tesla, Google, and Twitter. The cultural diversity that permeates this region can be felt not only through these companies, but also in its schools, shops, and restaurants.

When people of diverse backgrounds and experiences come together, they create original ideas and put forth new perspectives. In turn, this catalyzes technological innovation. This ethos is deeply ingrained in Silicon Valley’s business culture. One often hears that “Silicon Valley is 90% culture and 10% technology.” This is in exactly the same vein as the above quote about the iPhone as “a manifestation of a culture.”

Some in Korea may respond that the United States is unique in its status as a nation of immigrants. Israel offers an illustrative counterexample. Although it has a strong national identity like Korea, it has relied on a diverse talent pool to build a “creative economy.” It created an ecosystem to support entrepreneurship in the technology sector, thereby overcoming tremendous economic difficulties to become a “startup nation” that has attracted global attention. In this process, 850,000 immigrants who arrived after the collapse of the Soviet Union played an important role. Over 40% of these immigrants were professors, scientists, and engineers with ample research experience. Israel proactively incorporated these individuals into its economy and society. It is common to hear multiple languages spoken on the streets of Tel Aviv. The startup nation did not arise out of coincidence.

In the era of industrialization, it was vital to have a workforce capable of making standardized products. Diversity could reduce efficiency. Ernest Gellner, a prominent scholar of nationalism, traced the origins of modern nationalism to the economic needs of industrialization. The mass production of standardized goods necessitated a homogeneous workforce, and the most effective way of creating such a workforce was to cultivate citizens who shared a common national identity. From this perspective, South Korea and Japan were able to achieve rapid economic development through industrialization because they were able to easily form a homogeneous workforce. A strong sense of ethnic homogeneity played a critical role in this process.

In the era of the Fourth Industrial Revolution, however, a country cannot become a leader if it has a homogeneous workforce. To be a “first mover” and not just a “fast follower,” having a heterogeneous workforce could prove to be consequential. Korea is the exact opposite. Everyone seeks to receive the same education and build the same résumé in a race to the same finish line. A social and corporate culture that values and enforces conformity surely cannot be a wellspring of creativity and innovation. Given such a culture, companies, organizations, and institutions will inevitably settle for drifting along, simply going through the motions. Korean society must find a new source of vitality. Enhancing diversity to stimulate innovation and change could be the answer.

Beyond Homogeneity and Assimilation

The most conspicuous examples in Korea of a lack of diversity, and the harmful consequences resulting from it, are the culture of Korean academia and the country’s policy toward immigrants.

According to a 2014 analysis, 84.1% of faculty at Seoul National University (SNU) consist of the school’s own alumni. The figures for Yonsei University and Korea University are 73.9% and 58.6%, respectively.[11] A report on hiring practices for full-time faculty members at SNU between 2012 and 2019 reveals that of 93 departments, 28 departments consist entirely of faculty who are SNU alumni. For another 40 departments, the proportion of SNU alumni exceeds 80%. Many Koreans assume that I received my PhD from Stanford, and they are genuinely surprised when I tell them otherwise. This applies to faculty at Stanford as a whole. There are only a handful of professors who have received their degrees on “The Farm.” When I applied for faculty positions, I followed prevailing norms in the United States by excluding the university that I had graduated from.

In this sense, the United States is the complete opposite of Korea. There is strong opposition to so-called academic inbreeding, and schools strictly limit the hiring of alumni. Unless there are special reasons to do so, alumni are typically not appointed as faculty members. If they are considered as candidates, alumni are subject to a more rigorous review during the hiring process. In most universities, the proportion of alumni among faculty does not exceed 20%. It is uncommon to see professors return to their alma mater. Those who do typically return after many years, having gained broad recognition in their field while teaching and researching at other schools. The kind of homogeneity and academic inbreeding that is common in Korea is unthinkable in the United States.

It is widely accepted in the United States that the harms of academic inbreeding far outweigh any potential benefits. There is even a study that finds that alumni have 15% lower research output than other faculty and are 40% less effective at communicating with their colleagues at other institutions.[12] There is now a critical discussion in Korea about the hiring of alumni as faculty, but it is unclear how much has changed in practice. It should be noted that many Korean academics obtain their PhD overseas before returning to their alma mater. Nevertheless, it is questionable just how much creative intellectual activity can take place in a department filled with fellow alumni. A friend who is not an alum of the school at which he teaches once told me that “if I attend, it’s a faculty meeting, and if I don’t, it’s an alumni gathering.”

Another example is the government’s policy of assimilation, which is carried out under the banner of “multiculturalism.” Starting in the 2000s, a significant number of migrant workers and female “marriage migrants” began to arrive from China, Southeast Asia, and South Asia as South Korea was faced with a plummeting birth rate, an aging population, and a shrinking labor force.[13] In response, the Roh Moo-Hyun administration (2003–08) adopted “multiculturalism” as a major policy initiative. It is remarkable that a country such as South Korea, which built its national identity on ethnic homogeneity, accepted the idea of multiculturalism. Unfortunately, however, the policy has been implemented in a way that departs from the true meaning of multiculturalism. Most government programs and policies are geared toward the assimilation of foreigners into Korean culture.

There are few, if any, efforts to improve the understanding of foreign cultures among Koreans. For instance, there are programs to teach the Korean language and Korean history to a marriage migrant from Vietnam. There are even classes that teach her how to make kimchi. On the contrary, insufficient attention is given to enabling her Korean husband and in-laws to understand and respect Vietnam’s history and culture.

Furthermore, Korea’s policy of multiculturalism predominantly focuses on marriage migrants and low-skilled migrant workers. There is a prevailing tendency to address migrants as a socially vulnerable group that needs to be protected. Migrants who receive “protection” and “benefits” from the government become part of an invisible hierarchy that places them below Korean citizens. This has become ingrained to an extent such that “multiculturalism” has become synonymous with “helping the poor” in the minds of many Koreans. Because such policies give rise to an implicit hierarchy between natives and migrants, they are often not well received by the migrant population. These policies can also instigate anti-migrant sentiment among the Korean public, which creates a conflict between Koreans and those belonging to multicultural families.

In a 2018 analysis, the Software Policy and Research Institute projected that Korea would face a deficit of 31,833 workers by 2022 in core sectors of the Fourth Industrial Revolution, including artificial intelligence, big data, cloud computing, and virtual/augmented reality.[14] This is why major Korean conglomerates, including Samsung Electronics and Hyundai Motors, are making a concerted effort to attract foreign talent. From the perspective of foreign workers, however, Korea is not necessarily an appealing destination, given a socioeconomic environment that is still not receptive to diversity. INSEAD ranked Korea 27th out of 134 countries in its 2021 Global Talent Competitiveness Index. In terms of “tolerance of immigrants,” Korea ranked 65th.[15] This is deeply disappointing for a country that now has the 10th largest economy in the world.

Without changes to the socioeconomic environment that immigrants face, it will be nearly impossible for Korea to attract foreign talent. The Ministry of Justice recently announced that it will create a new government agency to oversee immigration issues.[16] However, these institutional measures will not bear fruit until there are efforts to improve public awareness about the importance of ethnic and cultural diversity and how this diversity can spur innovation.

Demolishing Korea’s “Super-Network”

As I noted in Superficial Korea (2017), Korea is a “super-networked” society. According to one analysis, there are at most 3.6 degrees of separation among Koreans. In a country of over 50 million people, it is possible to connect any two individuals by crossing three or four mutual acquaintances. This is precisely what it means to be super-networked. It is no surprise that Koreans rely so heavily on shared regional backgrounds, alumni connections, and family ties. The denser the connections, the more exclusive and insular each of these groups becomes. Put differently, the barrier to entry becomes insurmountable. As the bonds in the in-group become ever stronger based on shared experiences, hostility toward the out-group intensifies. It is difficult to expect these groups to change. A form of exclusive, group-based behavior has thus emerged in an extremely competitive, super-networked society.

For Korea to take a leap forward, it must demolish the walls of its exclusionary super-networks. In its place, Korea must build a new home that opens its doors to talented individuals with diverse backgrounds, perspectives, and experiences. This requires Korea to look at diversity in a new way. Diversity should be understood not just as a means to achieve balanced representation, but even more so as an essential ingredient of innovation and success.

During the election campaign, President Yoon Suk-Yeol’s pledge to abolish the Ministry of Gender Equality and Family became a political football. Ongoing discussions about the role of this ministry should now move beyond the previous question of how to protect women. By enhancing gender diversity, the government could help transform Korean society by unleashing creativity and innovation. Debates and discussions about specific policies should focus on how to achieve this larger goal.

The Moon Jae-In administration failed to innovate because it relied on a super-network of former pro-democracy activists. President Yoon’s Cabinet appointments, which draw heavily from lawyers and former prosecutors, are raising concerns that this administration could repeat its predecessor’s mistakes by relying on a super-network of prosecutors. The Ministry of Justice; Ministry of Unification; Ministry of Land, Infrastructure, and Transport; and Ministry of the Interior and Safety are all led by lawyers who studied in the same university (Seoul National University) and department (Law) as the president. Moreover, the prime minister, presidential chief of staff, and minister of economy and finance (who also serves as the deputy prime minister for the economy) are all civil servants who built their careers in the Ministry of Finance.[17]

In response to criticisms about the lack of diversity among high-level appointments, the Presidential Office insisted that it chose the most qualified and experienced individuals. It may be that these individuals are indeed able to work effectively as a team and draw on their skills to quickly achieve significant results in government policy. However, will this be enough for Korea to innovate and forge a path to success in the rapidly changing environment of the Fourth Industrial Revolution? It would be wise to remember that embracing the female gaze enabled the success of the Korean Wave.