2 Balance between Mr. Kotani's training and smooth work operations
Considering how important this training is to his career development, Mr. Kotani's supervisors should take every possible step to enable participation, regardless of the difficulty it places on the day to day operations of work. What measure, for example, would they take in the situation where Mr. Kotani is absent due to illness ? After considering every possible step, if there is no feasible solution to the work situation, Mr. Kotani's training may unfortunately have to be canceled. In that case, a supervisor will have to discuss with Mr. Kotani who was eager to participate, why it is impossible for him to undertake the training course of this time. He must also explain the situation to the division in charge of training so as to assure him a training opportunity next year.
3 How to persuade Mr. Inoue
In attempting to persuade someone to your way of thinking, challenging his opinion will only arouse hostility and is therefore ineffective. Listening to what they have to say and thinking the matter over together is an important tool of persuasion.
In this case, where there is a great discrepancy between opinions of Mr. Inoue and Mr. Kubota, it may take quite some time to win Mr. Inoue over completely. It would be more effective if they were to stick to discussing realistic solutions to the situation without stepping into their personal beliefs about training. They can agree, for example, on the basic principle that the organization's main objective is the effective and efficient operation of work. Mr. Kubota could then propose a valid option to cover the absence of Mr. Kotani, such as the temporary transfer of an employee from another section to the planning section.
Mr. Kubota's position is to encourage participation in training and he has endeavored in all earnest to ensure the participation of staff from all sections. He may have felt that he would lose credibility if Mr. Kotani didn't take part in the training. If this was what motivated him, Mr. Inoue would sense that Mr. Kubota's priority was to save face rather than concern over the career development of Mr. Kotani. In that case, he would not be persuaded.
Mr. Kubota could ask Mr. Taguchi, Director of the Coordination Division to talk to Mr. Inoue. It would appear, however, that Mr. Taguchi himself doesn't understand the importance of training as exhibited m his first response "I don't mind Mr. Kotani's participation, however, if his supervisor, Mr. Inoue agrees." Before Mr. Kubota tries to persuade Mr. Inoue, it would be better for him to first make Mr. Taguchi aware of the significance of this training course for Mr. Kotani. He could then consult Mr. Taguchi over concrete measures as to how to cover his absence.
