faq-en

No. The Nagamine Method Maya Logic System (MLS) is a logical framework reconstructed by Yuzuru Nagamine. It is based on the logical structures of the ancient Maya to design decision-making and action strategies. It is not a system intended for predicting the future or judging “good or bad” luck.

[Supplementary Note] MLS uses a dual-layer structure—”Innate Energy (Individual)” and “Daily Fluctuating Energy (Date)”—to perform a multi-dimensional analysis of an individual’s behavioral tendencies and decision-making biases. It is not a competition of accuracy (hitting the mark), but an analytical method to understand what choices are structurally likely to arise.

A: No. The MLS is not a diagnostic system that classifies people into fixed personality types or specific career paths.

[Supplementary Note] In MLS, analysis results are not treated as definitive “personalities” or “talents,” but rather as “lenses” through which to perceive energy. By visualizing “strengths and weaknesses,” “front and back,” and “proficiencies and biases” through these lenses, we emphasize maintaining a state where strategic options are always available, rather than being bound by a “fixed destiny.”

MLS is not a method for predicting the future or determining destiny.

[Supplementary Note] A birth date is not viewed as an “unchangeable fate” but is used as a reference point to understand tendencies and points of caution in decision-making. Similarly, daily energy analysis does not show “what will happen,” but provides supplementary information to understand what kind of choices are likely to emerge in a given situation.

MLS is not a direct translation of traditional Mayan interpretations into a modern context.

[Supplementary Note] While respecting traditional thought and symbolic systems, MLS reconstructs them into a logical structure suited for modern contexts like decision-making and action design. Therefore, its purpose differs from cultural commentary or historical research.

The Nagamine Method MLS is not a system predicated on spiritual beliefs or mentalism.

[Supplementary Note] The term “Energy” used in MLS is not a sensory or mystical concept, but an abstract concept used to explain behavioral tendencies and cognitive biases. The criteria for evaluation is not whether you “believe” in it, but how effectively you “utilize” it.

A: MLS is not academic psychology or behavioral science itself.

[Supplementary Note] However, it serves as a complementary tool to psychology and behavioral science in terms of identifying “behavioral biases,” “decision-making tendencies,” and “cognitive frameworks.” MLS is designed as a practical decision-making framework rather than an academic classification.

A: The Nagamine Method MLS differs from other Mayan systems in both its purpose and design philosophy.

[Supplementary Note] While many Mayan systems focus on “interpretations of meaning” and “symbolic understanding,” MLS is specifically designed for direct application in decision-making and action strategies.

A: The biggest differences lie in the terminology and the logical structure. The Nagamine Method MLS is an algorithm based on the periodicity of the traditional Ancient Mayan calendar (Tzolkin). It does not use concepts such as “Galactic Signatures,” “Solar Seals,” or “Galactic Tones” found in the “Dreamspell (13 Moon Calendar)” created in the 1980s.

[Supplementary Note]

• Elements of MLS: Based on the 20 “NAWALs” and the 13-day “Trecena” cycles derived from the Ancient Maya, defined as “Functions (Resources)” for organizational tactics and decision-making.
• Excluded Elements: Modern creative interpretations, such as spiritual symbolism or personality diagnostics based on “Solar Seals,” are completely excluded to maintain logical consistency.

MLS differs in purpose and structure from mindfulness and self-help.

[Supplementary Note] While mindfulness focuses on “awareness” and “state of being,” MLS focuses on the “structuring of decision-making and action choices.” They can be used together, but they are not the same.

No. MLS is not a theory that defines people in a fixed manner.

[Supplementary Note] MLS does not deal with “who that person is,” but rather “how to view a person through the lens of the analysis.” Lenses are perspectives; since they change depending on the person or the day, the system operates on the premise that actions and choices are constantly updated.

MLS is suitable for individuals who want to understand their decision-making and behavior structurally.

[Supplementary Note] It is not limited to those with spiritual interests or intuitive types. It is an ideal framework for those who wish to balance logic and introspection in areas such as business management, career design, self-understanding, and long-term action planning.

Instead of treating a team as a disconnected “collection of individuals,” we view it as a “single living organism (structure)” through which energy circulates. We visualize invisible organizational bottlenecks, such as “Why does the strategy stall at the front lines?” or “Why is there unnatural stagnation in a specific process?” This allows leaders to move away from subjective blame (“Who is at fault?”) and restart the team by adjusting the underlying structure. Click here for theoretical background

A: Our goal is not to “label” individuals (e.g., “This person has this type of personality”). We prioritize the balance of the whole—identifying “which phase has excess resources and where there is a void” within the team. Rather than looking at individual traits as isolated “points,” we perform a bird’s-eye analysis of the “role biases” and “structural gaps” that emerge when those points are combined. Click here for theoretical background

In fact, high-performing teams often feel the greatest impact. When a team fails to deliver results despite high individual capabilities, the cause is usually not “ability” but a disconnected “structure (circuit)” required to trigger those abilities. This method redesigns the “chassis (organizational structure)” to fully utilize each individual “engine (ability).” High-potential teams often begin to demonstrate incredible agility once the structure is optimized. Click here for theoretical background

We do not follow the style where a consultant dictates the “correct solution” from the outside. We provide a “precise blueprint of the organization” that enables leaders to interpret the situation and make autonomous decisions themselves. The stance of the Nagamine Method MLS is not to offer advice that fosters dependency, but to hand over the “compass” that allows the team to steer their own ship. Click here for theoretical background

A: Yes, it can be used in conjunction with all existing frameworks. This method does not replace those tools; rather, it identifies the “foundational causes” for why existing tools may be malfunctioning—such as “Why isn’t this KPI resonating on the ground?” or “Why isn’t the strategy built from the SWOT analysis being executed?” It is, in essence, the work of optimizing the organization’s “OS” (Operating System). Click here for theoretical background

We never declare fixed “fortunes” or preach mentalism. Furthermore, we do not exclude individuals based on simplistic notions of “compatibility.” The “freedom and responsibility of decision-making”—how to interpret the results and how to manage the team—always remains with the leader on the ground. We exist as a “strategic partner” to clear the fog of indecision and provide an objective perspective. Click here for theoretical background

While the most direct impact is felt by core teams of 3 to 15 members, the scope of application is much broader. It can clearly map the structure of any group moving toward a shared goal, such as “departments” within large organizations or “specific project teams.” Because the absence of a single person’s resource has a larger impact on the whole in smaller groups, we recommend structural mapping as early as possible. Click here for theoretical background

Absolutely. It is highly recommended for frontline teams where a sense of speed is required. By establishing a “common language” regarding “who should lead which role and in which phase,” unnecessary meetings and communication breakdowns are drastically reduced. This increases role satisfaction and accelerates the autonomy of the team. Click here for theoretical background

The initial structural mapping can be performed quickly based on constant data. However, the priority is “operation” rather than just “knowledge.” Once the structure is understood, using it for monthly reviews or as regular maintenance when new members join allows the organization to maintain a high level of “health” and performance. Click here for theoretical background

It is not suitable for those who “only want a magical, quick-fix answer” or “wish to outsource all judgment because thinking is too much trouble.” MLS is a tool for leaders with a sense of inquiry and responsibility—those who wish to understand the underlying structure and proactively optimize their team. Click here for theoretical background

We do not impose a “one-size-fits-all correct answer.” The optimal solution constantly changes depending on the organization’s environment and the leader’s vision. Instead, we provide exceptionally precise, objective structural data and new perspectives necessary for the leader to reach the “optimal answer through their own will.” Click here for theoretical background

No. A team is a “living organism” that continues to change. The points requiring focus change moment by moment depending on the proficiency of the members and the current phase of the project. Think of the analysis results not as a “fixed label,” but as a “dynamic guideline” for correctly capturing current changes and making continuous fine-tuning. Click here for theoretical background

It is based on the immutable mathematical model known as the Nagamine Method Maya Logic System (MLS), which is the life’s work of Yuzuru Nagamine. “Nagamine Method Team Analysis” is a reconstruction of the high-precision human analysis found in the foundational theory, specifically adapted for resource optimization in modern business organizations. We have distilled a profound theoretical background into tactics that can be immediately applied in the field.

Because “Nagamine Method Team Analysis” is not a simple personality diagnostic; it is a proprietary method specialized in “Energy Circulation (Phase Alignment)” within the organizational circuit. The approach of redefining individual qualities as organizational resources and deriving leadership strategies based on directional alignment is a unique insight exclusive to Yuzuru Nagamine. Click here for theoretical background

A: There is no need to force the issue, but in most cases, members cooperate willingly if the purpose is correctly communicated. It is important to share that the goal is not to “expose personalities,” but to “understand the bias of resources across the entire team and create a structure where everyone can naturally exercise their inherent strengths.” Explain that MLS is not about judging individuals, but is a system based on “consideration” to optimally place individuality as an organizational asset. Click here for theoretical background

Yes. In fact, it is even more valuable for organizations with high fluidity. Seeking “new compatibility” every time a person changes is inefficient. If the structural gaps—”which directional resource is currently lacking in this team”—are made clear by MLS, you can immediately determine the criteria for hiring and the optimal roles for new members. Click here for theoretical background

It is extremely effective as a “catalyst” for repairing relationships. When emotional conflict occurs, both sides tend to think “the other person is wrong.” By introducing the MLS perspective, you can recognize the structural fact that “their orientations (perspectives) were simply different.” This provides a chance to redefine the other person from a “disliked individual” to a “complementary partner who holds a perspective I lack.” Click here for theoretical background

We may suggest “Redeployment” to a place where they can shine brighter, rather than “Exclusion.” Forcing someone to struggle in a phase they find difficult is unfortunate for both the organization and the individual. Adjusting roles to resolve structural misalignment is a “positive optimization” that ultimately reduces the individual’s stress and maximizes their performance. Click here for theoretical background

It provides objective evidence for the alignment between the “phase” where management resources (People, Goods, Capital) should be invested and the “resources” responsible for execution. For example, in a phase where a new concept must be created, MLS visualizes how the resources for that specific direction are distributed within the organization. By adding the “structural blueprint of organizational circulation” to the leader’s intuition, it enables “seamless leadership” that achieves maximum results with minimum force, without wasting energy.

It is most effective at the early stages when you have decided on organizational change and are considering new formations. By understanding the “areas where energy tends to stagnate (resource gaps or overlaps)” before taking specific measures, you can prevent friction caused by misalignment. While it can be introduced at any stage, capturing the “whole structural picture” early on enables essential rebuilding rather than ad-hoc adjustments.

It is a very powerful form of risk hedging. In recruitment, you can verify in advance whether a person can complement the “resource vacuum” of your company, beyond just their skills. In post-M&A situations where organizations with different cultures are integrated, visualizing the “Team Personality” and “Directional Balance” of both sides helps suppress subjective backlash and supports early synergy creation through structural role sharing.

The burden on the executive is kept to a minimum. With basic data (birth dates, etc.) and a brief interview, a primary structural analysis is possible. Subsequent operation involves simply confirming the organization’s current position through periodic dialogues with a “Strategic Partner.” It can be implemented with the feeling of gaining a “Compass” to control the organization from a bird’s-eye view, without needing to micromanage the field.

“Seamless circulation” itself becomes an inimitable competitive advantage. No matter how excellent a strategy is, execution speed will drop if there are structural “bottlenecks” within the organization. By using MLS to build a system where all members function in phases that utilize their qualities and the initiative is passed on like a relay without stagnation, you can maintain an agility that overwhelms competitors in both “adaptation speed” and “execution power.”