What had never occurred to any of the men at the table, Yamata knew, was the same thing that had never occurred to the executives of General Motors and the United Auto Workers union. Both had assumed that a happy state of affairs would extend into blissful eternity. Both had forgotten that there was no Divine Right of Businessmen any more than there was a Divine Right of Kings. Japan had learned to exploit a weakness of the American auto industry. In due course, America had learned from its own mistakes, and just as Japanese companies had capitalized on American arrogance, in the same way they almost immediately built—or bought—monuments to their own. Meanwhile the American companies had ruthlessly downsized everything from their automobile designs to their payrolls because they had relearned the economic facts of life even as the Japanese had allowed themselves to forget them. The process went mainly unseen, especially by the players, who were not assisted by the media "analysts" who were too busy looking at trees to discern the shape of the cyclical forest.

To normalize things further, the exchange rate changed—as it had to change with so much money flowing in one direction—but the Japanese industrialists hadn't seen it coming any more clearly than Detroit had noted the approach of its own troubles. The relative value of the yen had gone up, and that of the dollar down, despite the best efforts of Japanese central bankers to keep their own currency weak. With that change went much of the profit margin of the Japanese firms—including the values of properties bought in America that had crashed enough in value to be seen as net losses. And you couldn't transport Rockefeller Center to Tokyo in any case.

It had to be this way. Yamata saw that even if these men did not. Business was a cycle, like riding a wave up and down, and no one had as yet found a way to make the cycle smooth out. Japan was all the more vulnerable to it, since, in serving America, Japanese industry was really part of the American economy and subject to all of its vagaries. The Americans would not remain more foolish than the Japanese indefinitely, and with their return to sanity, they would have their advantages of power and resources yet again, and his chance would be gone forever. His country's chance, too, Yamata told himself. That was also important, but it was not the thing that made his eyes burn.

His country could not be great so long as its leaders—not in the government, but here around this table—failed to understand what greatness was. Manufacturing capacity was nothing. The simple act of cutting the shipping lanes to the sources of raw materials could idle every factory in the country, and then the skill and diligence of the Japanese worker would have no greater meaning in the great scheme of things than a Buson haiku. A nation was great because of power, and his country's power was just as artificial as a poem. More to the point, national greatness was not something awarded, but something won; it had to be acknowledged by another great nation that had been taught humility…or more than one. Greatness came not from a single national asset. It came from many. It came from self-sufficiency in all things—well, in as many things as possible. His companions around the table had to see that before he could act on their behalf and his nation's. It was his mission to raise up his nation and to humble others. It was his destiny and his duty to make these things happen, to be the catalyst for all the energy of others.