It is well known that knowledge is a source of individual power. Individuals in Japanese organizations have enclosed knowledge as tacit and then retained power in many workplaces for long time. This stems from the practice that business procedure depend on individual skills without creating manuals in most workplaces. However, as companies become more globalized and the labor force shrinks, Japanese management methods based on tacit knowledge hinder foreign workers’ integration into the workforce. As a result, companies are increasingly compelled to share knowledge in the form of explicit knowledge, such as manuals.On the other hand, the practice of “reading between the lines”—communicating indirectly— has long been seen in Japanese organizations. There are both functional aspects [such as streamlining the process of reaching consensus through tacit understanding] and counter-functional aspects [such as depriving members of the ability to speak out by pressuring them to conform] in this so-called “reading the air” rhetoric. When examining Japanese-style management from the perspectives of knowledge and communication, it becomes clear that it often functions as a power structure. This chapter outlines the reasons behind these phenomena and suggests measures to prevent them from becoming power apparatuses.