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The fundamental difference lies in the use of “unchanging constants” (birth dates) to eliminate subjectivity. While general surveys are influenced by the respondent’s mood or self-perception, the Nagamine-style mathematically analyzes the organization as a single “Living Entity.” This reveals structural bottlenecks and biorhythms at the root of the organization, rather than superficial personality traits.

Instead of viewing a team as a collection of individual personalities, we define the unique “Team Identity” that emerges when those specific members are brought together. This allows us to analyze the team’s direction and inherent weaknesses through an objective “Lens of Team Personality.”

Hiring (External Resource Injection) is one solution, but if that is not immediately possible, you can use “Internal Proxy Assignment.” This involves appointing an existing member who can supplement the role using their experience or skills. However, since this is not their inherent nature, conscious support from the surrounding team is essential to prevent burnout.

Excessive energy in one direction causes the flow to pool, leading to “Stagnation” or “Backflow.” An overloaded direction generates output at full capacity based on its resources, placing an unmanageable burden on the next phase. For example, an overload in “North (Design)” creates excessive strategies and rules, overwhelming “West (Operation)” and causing “Analysis Paralysis,” where the team cannot move to execution. This is a structural “traffic jam,” not a motivation issue, requiring structural intervention by the leader.

The mathematical model of the Team Identity acts as a “Shield.” Leaders can communicate messages not as personal opinions, but as the “Optimal Message for this Team Personality.” This reduces the psychological burden on the leader and increases the persuasiveness of the message among members.

It is primarily used for the “Timing of Decision-Making.” By scheduling critical project kick-offs or announcements on “Appropriate Execution Days” when the Team Personality’s energy is most active, you can achieve results naturally without forced effort.

If even one member changes, the nature of the “Living Entity” changes. Therefore, all three perspectives—Space, Being, and Time—must be entirely reconstructed. We define this not as a vague change in atmosphere, but as a logical “Reboot” of the Team Identity, allowing for decisive management.

Analysis is possible using only the “Birth Date” and “Gender” of all members. No extensive pre-surveys are required.

This is viewed as a structural “Energy Clog.” If “North (Design)” is overloaded, “Analysis Paralysis” prevents the transition to “West (Operation).” Furthermore, if “West” resources are missing entirely, execution will not occur regardless of how excellent the design is. Conversely, if “North” is missing, moving straight to “West” leads to chaos. We identify these resource gaps using the “constants” of birth dates and provide “Structural Solutions.”

Yes. We treat individual qualities as “Constants” (unchanging) rather than “Variables.” Instead of forcing personality changes, we optimize the “Placement” and “Roles (Directions)” to ensure energy circulation within the system.

Through Organizational Identity Analysis (Being), you can define the team as an independent personality. By speaking for the “Team Identity” derived from the mathematical model rather than your “personal opinion,” you establish a firm identity while reducing your own psychological burden.

We use the Organizational Cyclic Calendar (Time). By resonating the Team Personality with the Tzolkin calendar, we visualize what “Questions” the current energy is posing to the team. This allows for disciplined decision-making based on strategic timing rather than emotion.

An organization is a fluid life-form; when the constituent elements (NAWAL) change, the mathematical results for Space, Being, and Time all transform. We view this as a “Reboot” of the Team Identity, allowing the leader to immediately optimize their tone for the new bottlenecks and strengths.

Most workshops focus on “Individual Consciousness (Emotions).” Nagamine-style Team Analysis focuses on the “Structure (Space)” of the living entity. Regardless of consciousness, if there is a gap in the energy path (Directional Resources), stagnation will occur. We “align the structure” rather than “change personalities” for sustainable results.

An organization functions as a “Living Entity” structure, not a mere “sum of skills.” If there is a major imbalance in directional resources, energy will pool or fail to reach execution. The cause is an imbalance in the tri-dimensional energy flow, not a lack of skill.

We visualize issues as “Structural Clogs.” For example, if “North (Design)” is missing between “East (Inception)” and “West (Operation),” increasing meetings will not stop the chaos of planless execution. By identifying which “Directional Resource” is severed, you can implement objective solutions like “Bypasses.”

We use the “Time (Trend)” perspective. The Organizational Cyclic Calendar derives a unique biorhythm from the Tzolkin cycles, answering whether it is time to expand or to “refine” (North). This temporal strategy allows for resilient management aligned with universal rhythms.

Classification by birth date serves as the “Basic Foundation” for the team. Since there are fluctuations in states (Positive/Negative) and differences in actual experience or skills even among the same NAWAL, we apply a method to complement these differences during analysis and reflect them in the final results.