Why was “Japanese collectivism” established as the symbolic image of Japanese culture although it is unreal? The notion of “Japanese collectivism” was formed in the West about 140 years ago. A Westerner who highly valued individualism and believed that Japan is opposite to the West visited Japan and published a book in which he claimed that Japanese lack individuality. His view was widely accepted by Westerners who also highly valued individualism. Under the influence of this prevailing view, American anthropologist Ruth Benedict studied Japan for one year as a member of the U.S. government during World War II. During the American occupation of Japan, she published her study as a book in which she delineated Japanese culture as a collectivistic one. Her book was widely read by the personnel of the U.S. government and Occupation Army as a guide on how to deal with the Japanese. The prestige of Americans during the occupation period made Japanese accept “Japanese collectivism” as the basic nature of Japanese culture. Once established, the notion of “Japanese collectivism” was sustained by various cognitive biases such as confirmation bias and belief perseverance.

This chapter addresses how cognitive flexibility enables an individual to respond adaptively to new situations and respond appropriately to any situation. Interrupting automaticity avoids being trapped in mindsets that foreclose generating new options; avoiding reductive bias reduces the tendency to oversimplify and turn dynamic processes into fixed objects and make complex interactions linear; avoiding functional fixedness reduces the tendency to apply the same solution to different situations; and cognitive connectivity opens up to new approaches in which mental models can be transformed, schemata reorganized, and cognitive bridges built between previous expertise and new situations. This kind of cognitive flexibility enables individuals to respond and adapt to the new situation into which they are moving. This is discussed in light of the retrospective interviews with twenty-four elite performers in three domains (business, sports, and music) who successfully and repeatedly transitioned to higher positions within their field.