The Path Taken

“After every program, I hear feedback that makes me think, “I’m so glad we did this.” That kind of reaction is the greatest motivation for me.”
Dr. Masami Nishishiba

The Japanese Local Government Management Training Program (JaLoGoMa), organized by the Center for Public Service at Portland State University (PSU), is a special program designed to help develop capacities for community development in Japan. It has been held every summer since 2004 and is open to those from Japan who are interested in building community, regardless of their English proficiency or professional background.

Since its inception, Dr. Masami Nishishiba has served as the program director, and the program has impacted numerous local government officials and community development professionals. These include civil servants, politicians, nonprofit workers, professors, and engaged citizens. Various stakeholders in community development come together to share experiences, engage in discussions, and learn from one another. 

The program now has over 600 graduates across Japan. Although they are based in different regions, they remain connected through the alumni network, striving to make a positive impact in their respective fields with a shared vision of a better world. Despite facing numerous challenges over the years, the program has continued to grow and evolve, sustained by the dedication and tireless efforts of its volunteers and staff.

In the summer of 2024, I had the opportunity to assist with JaLoGoMa for the first time. The experience was profoundly impactful, as I found many elements resonated with social practice. At the beginning of the program, Dr. Nishishiba introduced the concept of “seeing things through our own internal sunglasses.” She explained that we all carry assumptions shaped by our past experiences and learning—preconceived notions that influence how we perceive the world. She likened this to seeing the world through “sunglasses” and encouraged participants to recognize the lenses they were wearing, let go of assumptions, and approach things with a fresh, open mind.

I believe that art breaks down deeply ingrained assumptions and biases, offering new perspectives, broadening our worldview, and fostering personal growth. As an artist engaged in both practice and research, I have often been struck by Dr. Nishishiba’s flexibility and insight—sometimes even deeply moved. Through my conversations with her, I became aware of my own “sunglasses,” such as the assumption that “those who study public administration aren’t as creative as those in the arts.” These moments have revealed vulnerabilities, anger, pain, and hopes within myself that I had never recognized before, often bringing me to tears as I shed those assumptions. 

In this interview, I had the opportunity to learn about Dr. Nishishiba’s journey. To accommodate her post-surgery speech impairment, we used Google Docs as an online collaborative platform. The interview was originally conducted in Japanese and has been translated into English.

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Midori Yamanaka: I understand you studied linguistics in Japan and worked as an interpreter for prominent figures like President Jimmy Carter and Bill Gates. Later, you moved to the U.S. and pursued studies at PSU. Could you share how your journey eventually led to research?

Dr. Masami Nishishiba (Masami-sensei): When I first moved to the U.S. because of my husband’s work, I intended to continue my career as an interpreter. However, I didn’t have a work visa and was unable to work at all. For a while, I commuted between Japan and the U.S. to continue my Japan-based interpreter work, but that arrangement had its limits.

At that time, an acquaintance introduced me to PSU’s graduate school. Thinking that it might be beneficial for my interpreting career, I enrolled in the Master’s program in Communication Studies. As I progressed, I found the research aspect incredibly engaging, which eventually led me to pursue a doctoral program in Public Administration and Policy at PSU.

Midori: So, becoming a researcher wasn’t your original plan when you started grad school?

Masami-sensei: That’s right. During my Master’s program, I worked on a thesis that involved data analysis using Multidimensional Scaling (MDS). That became a turning point. To learn more about the analytic process, I teamed up with three other colleagues to launch a research project. We aimed for conference presentations and worked together, exchanging ideas, debating, and navigating challenges. That experience was inspiring and made me realize how fascinating research can be, and I wanted to dive deeper into it. Ultimately, this experience solidified my decision to pursue a doctoral degree. Interestingly, among the four of us who worked on the research project together, all three Japanese members went on to pursue doctoral programs at different institutions.

Midori: That’s incredible! It’s truly rewarding for a university when students become so deeply engaged in their learning journey.

Masami-sensei: Indeed. My research journey eventually reconnected me to my interpreting background in unexpected ways. Through JaLoGoMa, I’ve had the opportunity to interpret, develop and teach an interpretation class at PSU, and take part in a grant project focused on interpreter education. These experiences have allowed me to continue working as an interpreter in a new capacity.

Midori: Wow! It sounds like everything came together as you followed your interests and curiosity. 

By the way, you currently hold multiple roles: you’re a professor in the Department of Public Administration, Director of the Hatfield School of Government, Interim Director of the Nonprofit Institute, Program Director of the Public Affairs and Policy Doctoral Program, and you also direct special programs such as JaLoGoMa. How did you learn to take on and manage such diverse responsibilities? You seem to balance specialization with a wide range of leadership roles. How do you approach that?

Masami-sensei: I’d say that when it comes to management, my background in public administration helped me figure out how I approach things. Whether it’s leading a project or managing a team, I often find myself drawing on the theoretical frameworks and concepts from public administration. Conversely, being involved in actual administrative work also helps me see the gaps in theory, which can be quite enlightening. I make a conscious effort to integrate my teaching, research, and administrative work into a cohesive whole—that’s how I approach scholarship as an academic.

And, whenever I’m given an opportunity, even if it feels daunting, I try not to shy away from it but take on the challenge. Whether it’s an opportunity or a problem, I take time to think carefully, approach it step by step, and make sure to respond thoroughly. And above all, I try not to give up easily. Having perseverance and not giving up are principles I’ve always held onto.

Midori: Speaking of which, I remember the JaLoGoMa team members once saying, “We’re a group that just refuses to give up.” That must be your influence, Masami-sensei! Where does your “never give up” spirit come from?

Masami-sensei: I think it’s mainly my personality. As a child, my parents always told me, “If you start something, see it through to the end.” I’ve always disliked leaving things unfinished and prefer to keep going until I’m satisfied. That’s probably why, even with projects and programs, it feels natural to me to find ways to keep them going, ensuring that the energy and effort already invested don’t go to waste.

Midori: Was it the same with JaLoGoMa?

Masami-sensei: Yes. Throughout my career, I have fought to preserve three programs that faced the threat of discontinuation: the Executive MPA, the Nonprofit Institute’s Program Evaluation Certificate, and JaLoGoMa.

The most recent case was the Executive MPA, an accelerated public administration master’s program designed for experienced professionals. The Dean proposed placing it on moratorium due to university-wide budget cuts, despite its financial and academic value. Recognizing its uniqueness and the faculty’s long-standing efforts to develop it, I strongly opposed the decision. During my tenure as Department Chair, the program played a crucial role in student enrollment, and its suspension could have jeopardized a major donation from one of its founding faculty members, Dr. Doug Morgan. I advocated for its continuation by presenting a detailed case to the Dean and coordinating appeals from alumni and Dr. Morgan. As a result, the decision was temporarily withdrawn, with its future contingent on upcoming enrollment numbers.

The NPI Program Evaluation Certificate faced a different challenge. Initially grant-funded, it struggled after transitioning to a tuition-based model. When I stepped in as Interim Director of NPI, I had to find a way to sustain it. Careful financial management and participant recruitment helped in the short term, but the real turning point came in 2020, when we moved the program online. This shift significantly reduced costs and broadened access to participants across the U.S. and internationally. Additionally, new funding from the Oregon Health Authority allowed nonprofit organizations to receive subsidies, boosting enrollment in 2021. While I wasn’t involved in the program’s creation, I recognized its value and worked to ensure its survival. It has since become a cornerstone of NPI and a vital resource for the community.

And then there’s JaLoGoMa. When the Tokyo Foundation announced in 2016 that they would be terminating the “Tokyo Foundation Weekend School,” the precursor to JaLoGoMa, I was extremely frustrated.

Since the Tokyo Foundation was the primary “funder and organizer” while PSU was essentially a “subcontractor” for program implementation, it was not surprising that the foundation would unilaterally decide not to continue the contract and simply communicate their decision to us. After all, it was within their rights to end the contract without consulting us. However, when I received the notification, I couldn’t help but feel a deep sense of frustration. The thought of losing the expertise and know-how that had been cultivated over the past 12 years was particularly painful.

The first step I took was to confirm with the Tokyo Foundation that PSU would have their blessing to continue running the program independently. Once I secured their approval, I brought the JaLoGoMa team at PSU together and shared my idea to keep offering JaLoGoMa independently from the Tokyo Foundation. I acknowledged that while we might no longer have the financial backing to maintain the “Cadillac-level” program we had under the foundation, we could potentially pivot to a more efficient and sustainable “Toyota-like” program, leveraging participant fees and preserving the core expertise and methodology we had cultivated. I asked, “What do you think? Should we try this?” Deep down, I had already resolved, “We have to make this work, no matter what.”

Thankfully, the team—though I don’t recall exactly who was present at the time (likely Yachi, Dan, Randy, Chips, Yuko, and Naoko)—responded with an enthusiastic, “Let’s do it!” This marked the shift toward JaLoGoMa as it exists today: a program open not only to municipal employees but also to anyone with an interest in community development. Despite the ups and downs we’ve faced along the way, the program has managed to endure.

Looking back on the journey of keeping these programs alive, I’ve come to recognize that the three key factors played a crucial role in my decision to “not give up.” First, an unwavering belief in the significance and value of the programs themselves gave me a conviction that I should somehow figure out how to continue the programs. Second, the support of a dedicated team. In the case of JaLoGoMa, it was the collective determination of the team members who rallied behind the idea that “this program is worth continuing” that made it possible to persist. The other two programs I’ve mentioned also benefited immensely from the solidarity of those working alongside me.

Finally, the third factor was a personal one: the energy I derive from what I would describe as “a sense of indignation.” This feeling of frustration often fueled my determination. That “indignation” transformed into a competitive drive—a kind of defiant resolve to prove, “Just watch me, I’ll keep this going.” Whether it was my resistance to the Dean and Department Chair in the case of the Executive MPA, dissatisfaction with the previous director’s decision to step down without laying out any pathways for the the Nonprofit Institute’s Program Evaluation Certificate, or my frustration with the Tokyo Foundation in the case of JaLoGoMa, these emotions became powerful motivators.

Reflecting on all of this now, I realize that I’ve gained new insights into myself—things I wasn’t fully conscious of before.

Midori: I’m glad to hear that! From what I know of you, you’re always so calm, and it’s hard to imagine you ever being angry—but your determination is truly remarkable!

JaLoGoMa really is an extraordinary program. I heard from Yachi (Yachiyo Iisako, International Program Manager for the Center for Public Service at PSU and a long term staff member of JaLoGoMa) that, when it came to JaLoGoMa in 2024, the team considered the possibility of proceeding with the program without you if your health wasn’t well enough. However, as the program date approached, they saw you growing more and more energetic, which only strengthened their resolve. Even Yachi and Yuko (Yuko Solbach, also a long term staff member of JaLoGoMa) were saying, “We absolutely have to run JaLoGoMa.” It seems that JaLoGoMa holds a very special place in your heart. Could you share more about that? What was going on with you at that time?

Masami-sensei: Regarding my illness, I underwent my first surgery and radiation therapy in June 2011. Since then, I had a second surgery in 2014, chemotherapy and immunotherapy in 2020, and another round of chemotherapy starting in June of last year. Each treatment came with different progress and side effects, but every time, the goal of “returning to work” became my driving force for recovery.

JaLoGoMa, in particular, is the longest-running program I’ve been involved with, starting right after I completed my doctoral program. It has become what I would call my “life’s work.” Last year, after four years of online sessions, we finally had the chance to hold it in person again, and I was determined—absolutely determined—to make it happen. While there are several programs and projects I truly enjoy, JaLoGoMa stands out as my absolute favorite, holding a very special place in my heart.

Midori: Wow! That’s incredible! What makes it so enjoyable for you?

Masami-sensei: There are several elements that make the program enjoyable. First and foremost is the team. Working with colleagues I’ve been collaborating with for years, brainstorming ideas and discussing “this and that” freely as we build the program, is truly enjoyable.

Second, it’s the participants’ reactions. Each year brings different responses, but after every program, I hear feedback that makes me think, “I’m so glad we did this.” That kind of reaction is the greatest motivation for me.

And third, it’s the intellectual fulfillment I get from developing the program’s fundamental concepts. Last year, when I was still in the hospital, Yachi came to visit and said, “We need to start deciding on the JaLoGoMa program outline.” At that time, I was feeling quite unwell, but when Yachi showed me the program calendar and plan, I felt a surge of energy. We sat together at a table, discussing things like, “Let’s organize it this way, invite this speaker, and plan that,…” and I found myself invigorated. By the time the conversation ended, I genuinely thought, “That was so much fun.”

As part of my treatment, I work with a counselor, and she has told me that in my case, work brings me joy and serves as the driving force that gets me out of bed every day. That’s why it’s so important for me to keep enjoying my work. Among all my projects, JaLoGoMa stands out as “super fun” work—it’s truly special to me.
Midori: Super fun work! That’s wonderful! Listening to your story, I was reminded that even when working within organizations and systems, it’s ultimately up to us to shape our own lives. By holding on to what we believe in, acting without giving up easily, and finding joy in the process, we create something that later becomes a source of strength for ourselves.

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Masami Nishishiba (she/her) is a Professor of Public Administration at Portland State University, holding leadership roles as Director of the Hatfield School of Government, Interim Director of the Nonprofit Institute, and Program Director of the Public Affairs and Policy Doctoral Program.

She earned a Bachelor’s degree in Linguistics From Osaka University and began her career in the International Affairs Department at the Kansai Economic Federation before transitioning to work as a Japanese-English conference interpreter. In 1991, she relocated to the United States, where she later earned a Master’s degree in Communication Studies (1998) and a Ph.D. in Public Administration and Policy (2003) from Portland State University. Her expertise includes civic engagement, multiculturalism, and intercultural communication. Diagnosed with tongue cancer in 2011, she underwent partial tongue removal surgery and continues to receive treatment while actively pursuing her work.

Midori Yamanaka (she/her) is an artist and educator based in Portland, Oregon. Her work traverses cultures, exploring commonalities, differences, and the spaces in between. She is devoted to discovering how art can open new perspectives, nurture understanding, and weave stronger social connections. She holds a BFA in Graphic Design from the Art Center College of Design and is currently pursuing an MFA in Art and Social Practice at Portland State University. Midori develops socially engaged projects that connect art and community.