A person's thoughts and actions are direct responses to what one has absorbed from those they call experts. Watters says: “One of the frightening aspects of these events, whether they are a puzzle or a scandal, is how very few people in key positions can determine the course of events and shape public consciousness. a generation” (513). Individuals allow themselves to be so swayed by forces that they blindly allow "these enterprises to subvert long-held cultural beliefs about the meaning of illness and healing" (519). Individuals in Japanese culture then allow these experts to take long-held “cultural beliefs” and norms and transform those beliefs into uniform diagnostic “three-minute surveys.” Not only do individuals rely on those they consider experts, but so do manufacturers. Watters says: “When I asked Applbaum why they were so open, he said it was simple: because of his business school credentials and extensive experience in the Japanese market, they thought that 'Maybe he could give them some free advice. » (523). GlaxoSmithKline also takes those it considers an expert and confides in its