Vol.5 No.3 2012

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Round-table talks : Creation of values and synthesis−220−Synthesiology - English edition Vol.5 No.3 (2012) IshikawaI think AIST carries the mission. Since the companies aim to maximize profit, they do not present the scenario. There are probably few people at the universities who have got a scenario. I want AIST to actively make presentations to society in the form of scenarios, as well as to do R&Ds.OnoYes. I think that is the industry-academia-government collaboration.IshikawaAIST should present several major scenarios. There should be a variety of patterns of scenarios such as ones that include the research results, market, or technological prediction. There should also be scenarios that will be rejected, or ones agreed by 80 % but rejected by 20 % of the people. Such scenarios are much more original than the ones that receive unanimous approval.Evaluation of human resource for value creationAkamatsuNow we shift to evaluation. It is, of course, difficult to do evaluation where one has to accept failure. Don’t you think evaluation itself is impossible in some cases?IshikawaThis is a matter of “do or don’t.” It is necessary for both the evaluator and the evaluated to accept that randomness functions in adopting a socially accepted value. At times, the evaluation may not be technologically correct, but the evaluation is about whether it generates value. Going a bit further, there are many technologies that generated new markets and values in the world today because “they had well-crafted scenarios.” In this way of thinking, evaluation is a matter of do or not do rather than possible and impossible.OnoYou mean, to evaluate is to take risks?IshikawaYes. As an assumption, it is necessary to lower the evaluation of the person with “unjustifiable failure.” The person with justifiable failure should be evaluated as zero or something extra, and the person with success should be rewarded, for example, by increasing his salary. Since the Japanese culture tends to emphasize equality and merit of accumulation, this may raise opposition. However, if there is a common understanding or that if everyone understands that some degree of randomness exists, there will be an acceptance that “someone wins the lottery.” By raising the evaluation of the person who generated value, the whole may start moving in that direction.AkamatsuIn an evaluation, the evaluators tend to get into negative evaluation. I think it is a major issue of how to cultivate the habit of rewarding.IshikawaThings should shift to a point-addition system. This is the attitude of saying, “Hey, this is great.” The rest should follow. The point-addition system can be in the form of salary or awards.OnoAwards have the effect of clearly indicating what society and organizations demand now. I believe that the awards exist not only for the persons who receive them, but also for the persons who do not receive them.AkamatsuSince evaluation is a culture, it is necessary to build the culture. To do so, one must continue raising one’s voice.IshikawaIf the culture is set, it will be easier to evaluate. It’s a matter of solving the problem of chicken or the egg.AkamatsuIt also affects the organizational management.IshikawaIn terms of research organizations, I think there are pull type and push type organizations. The push type is a management style that starts from the groundwork such as organizational design and consciousness building, the momentum for the entire organization is then generated, and the researchers are told, “Let’s all go there,” from behind. The pull type is a management style where outstanding activities are accepted and people are told, “Follow me.” Both have their good and bad points. Since with the push type, the groundwork is done and then the research takes off, the force is great but the movement is slow because everyone moves in unison. In contrast, the pull type is fast, but only few sharp ones do well, and the movement does not involve the whole. In reality, both types are necessary in the management of Dr. Motoyuki Akamatsu

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