Sheet 36
"A QUESTION OF LEADERSHIP"
The Planning Section of the Operation Division is divided into 4 units - planning, construction, facilities and general affairs. Each unit has 5, 6, 4, and 4 employees respectively. Including Mr. Yamamoto, Director of the Division, there are 20 division staff in total.
Mr. Yamamoto, who has been the director for two years, felt dissatisfied from the outset with the lack of a comprehensive plan for the overall operations of the division.
On January 20 at a weekly meeting of unit chiefs, Mr. Yamamoto said, "I've been thinking about the fact that although we work extremely hard, job after job, and keep well within the limits of our budget, we aren't paying much attention to the improvement or reform of immediate daily operations. One important duty of our division is to research and develop new projects. Fortunately, this year, we've finished our budget plan for the next fiscal year earlier than expected. I would like every unit to take this opportunity to think about next year's project plan."
Following this, he issued basic directions, a timetable and a budget outline. He requested that they submit plans at the earliest possible date.
Two weeks later, although Mr. Yamamoto had received various reports about daily work from his staff, plans for next year had yet to be materialize. Although concerned about this, Mr. Yamamoto believed that fresh ideas would not appear by forcing the issue. He decided to wait. Several more weeks passed.
On February 17, as Mr. Yamamoto was about to leave the office at the end of the day, Mr. Kawada, a member of staff from the planning unit, came to his desk. Mr. Kawada has worked in this unit for five years, since his recruitment. He is a very earnest and hard working character with a positive attitude. Mr. Yamamoto has noticed that Mr. Kawada and his unit chief, Mr. Nishimoto, who is very steady and conservative have had several quarrels.
Mr. Kawada handed over a draft plan, explaining that it was based on his own personal ideas. Mr. Yamamoto read through it and was pleased to discover many fresh ideas. He complimented Mr. Kawada on his plan and said, "I will certainly think this over. In the meantime, I would like you to discuss this idea with your unit chief, Mr. Nishimoto."
On February 19, when Mr. Yamamoto arrived at the office in the morning, Mr. Nishimoto appeared at his desk looking flushed and embarrased. "Yesterday, Mr. Kawada brought me a draft plan and said that he had already submitted it to you. Mr. Kawada submitted a draft to you without letting me know in advance and you went ahead and praised his plan. I have completely lost face." Normally softly spoken, his tone was now harsh.
"I understand your embarrassment. Improvement plans or fresh ideas, however, often appear when unprocessed through the ranks. Don't be upset. I would like you to talk with Mr. Kawada again." Just as Mr. Yamamoto said this, his first appointment arrived and they had to put an end to this conversation. Mr. Nishimoto looked like he wish to pursue this further, but returned to his desk.
Two weeks later, at the weekly meeting of the unit chiefs, routine reports were submitted as usual. When Mr. Yamamoto asked about plans for next year, however, they had little to offer. They needed more time to consider.
