Why the “Golden Rule” Helps in Management Decisions
In June 2026, Hitoshi Aoki gave a lecture titled “Using the Biblical Golden Rule as a Standard for Management Decisions.” The Golden Rule is the teaching, “Do to others what you would have them do to you.” At first glance, it seems like a moral guideline, but applying this idea to management decisions yields surprising effects.
That effect is “ensuring reversibility.” Not making decisions for others that you wouldn’t want for yourself ultimately means leaving room to “go back.” For example, abruptly terminating a contract with a business partner causes them significant damage. If you were in their position, you’d want to avoid that. Such decisions often lead to irreparable damage to the relationship.
The Golden Rule can be reframed not just as an ethical norm, but as a practical framework to enhance the sustainability of a business.
Your Own “Self-Standard” Makes Decisions Irreversible
A common pitfall for many managers is basing decisions on “what I think is right.” In the pursuit of being right, they fail to consider the other party’s position or future options. This makes it difficult to change a once-determined course.
For instance, when starting a new business, some managers charge ahead with the determination to “absolutely succeed” without setting any exit conditions. This is a decision that goes against the Golden Rule. If you were an investor, would you feel comfortable entrusting your funds to a venture with no exit strategy? You’d likely feel uneasy.
Following the Golden Rule, before starting a business, you would ask, “If I were the one who had to wind down this business later, what conditions would I want?” This naturally leads to the idea of setting exit criteria and evaluation periods in advance. This is the foundation of “reversible management.”
Three Steps to Designing Reversible Decisions
What we can learn from Mr. Aoki’s lecture is that simply basing decisions on “whether I would want this done to me” increases reversibility. Specifically, you design it in the following three steps.
Step 1: Before Deciding, Ask “Would I Want This Done to Me?”
Before making a management decision, pause and consider, “How would I feel if this decision were made about me?” This isn’t just empathy; it’s an act of anticipating the side effects of a decision beforehand.
For example, when considering workforce reduction, if you were in that position, you’d likely prefer “advance notice and a grace period” over “a sudden announcement.” Following the Golden Rule, you would decide on a phased transition period rather than sudden layoffs. This makes it easier to restore the original state if you later decide, “We actually need those people back.”
Step 2: Leave Options for the Other Party
The essence of the Golden Rule is “respecting the other party’s position.” In management decisions, it’s crucial to leave options for business partners and employees.
For instance, when renewing a service contract, instead of unilaterally changing the terms, include a process to confirm whether the other party accepts them. This creates time to consider alternatives if the other party decides to leave. A unilateral decision can cause the other party to withdraw, jeopardizing your own business continuity.
Step 3: Share Exit Conditions in Advance
The most practical way to apply the Golden Rule to management is to share exit conditions with stakeholders in advance. Declare upfront, “If this business doesn’t meet its targets within a certain period, we will exit.” This is because, if you were an investor or employee, this is “information you would want to know.”
Sharing exit conditions allows stakeholders to mentally prepare, minimizing confusion during an exit. Furthermore, when conditions are clear, even if the business doesn’t take off, you can exit with a sense of acceptance, knowing “we followed the plan.” This is the core of “reversible management.”
Three Benefits of the Golden Rule
Establishing the Golden Rule as a standard for management decisions brings the following three benefits.
Easier to Restore Trust
Decisions made in line with the Golden Rule, even if they result in failure, do not significantly damage the trust of stakeholders. This is because they leave the impression that “that manager considered our position until the very end.” If trust remains, you can seek their cooperation again later. In other words, you can maintain a “reversible” relationship.
Reduces Internal Backlash
When you make decisions based on the Golden Rule towards employees, even tough decisions are more easily accepted as “unavoidable.” Conversely, self-centered decisions breed resentment (“Why only us?”) and damage organizational cohesion. Once cohesion is broken, it takes a long time to rebuild.
Improves Decision Quality
Using the Golden Rule as a standard cultivates the habit of imagining “the other party’s position” before making a decision. This habit ultimately leads to better advance risk identification. If you identify risks in advance, you can prepare countermeasures or alternatives. Higher quality decisions mean there is less “need to go back” in the first place.
Why the Golden Rule is Especially Effective for SMEs
Unlike large corporations, the impact of management decisions is more direct for SMEs. Because relationships with business partners and employees are closer, regaining lost trust is not easy.
That’s why a simple standard like the Golden Rule is effective. Rather than introducing complex frameworks, simply asking “Would I want this done to me?” can prevent many decision-making errors.
Furthermore, because SMEs have limited management resources, a single failure can jeopardize the entire business. By following the Golden Rule and leaving “room to go back,” you can recover even if you fail. This is the very practice of “reversible management.”
Summary: The Golden Rule as a Practical Tool for “Reversible Management”
What Hitoshi Aoki’s lecture shows is that the biblical Golden Rule is not just a moral principle, but a practical framework for management decisions.
Do not do to others what you would not want done to yourself. Simply adhering to this principle dramatically increases the reversibility of your management decisions. Decide exit conditions in advance, leave options for the other party, and anticipate the side effects of decisions beforehand. All these actions can be derived from the Golden Rule.
If you aim for “reversible management,” start today by asking yourself before every management decision: “Would I want this done to me?” This habit will protect your company from irreversible failures.
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