2012年6月16日土曜日

Dear everyone


Dear everyone,

Thank you for the great class!! I think we are the best class of sophomore English classes. It seems to me that we always made a good circumstance of each class that contributed for win-win result for us. Each member had good consciousness of leadership.
As regards myself... Classes are over. Just final exams left. My time in ICU has passed so fast. I have known the word "The older you get, the more you think time passes quickly". But this word rather than being a general lesson is actually the word that has been really brought home to me lately.
One day, when I walked around in ICU library, I found a piece of graffiti on the wall. It said "Could you find what you were looking for?" I have gradually found what I would like to do in the future. So now I have hope in my future.
From now on I intend to make good use of this valuable class.

The next adventure is about to begin!!

Shaw


Personal Narrative Story


A practice of negotiation

 -a chronicle of my brilliant struggle-

     Recently, my grandfather has begun to live with our family because he aggravated relations with my grandmother. They had lived together in Matsumoto City, Nagano Prefecture. They have three children. Oldest daughter is my mother, oldest son is my uncle, and second daughter, who is the youngest child, is my aunt. My family, of course including my mother, lives in Funabashi City, Chiba prefecture. Though my uncle and aunt live in Matsumoto, they didn’t want to live with my grandfather, so my family accepted him. He packed up his things and left from Matsumoto, which is the country he loved so much. However, before he arrived at Funabashi, we got to know the truth of this event. Initially, our family was told that it was my grandfather’s guilt to aggravate relations with my grandmother, but it was completely wrong. It was my grandmother’s guilt. Every time our family visiting Matsumoto, it seemed that my grandfather and grandmother was happily married. But it was wrong. My grandmother pretended to be a good couple because she didn’t want us to worry. In fact, my grandmother had disliked her husband from her marriage. She hated all his actions. She couldn't hold out any longer, so she kicked out him.

     Initially, we lived without any problems. But a big problem appeared. We have a white cute dog. We let him (our dog) run loose in our house. My grandfather didn’t like dogs. One day my grandfather asked us "Please get the dog on a leash, and never let him run loose in our house". Generally speaking, dogs like to be unconfined and this is good for their health because this prevent them from having less stress. So we answered "Sorry, but this dog is one of our family as well as you". Then he said "No. Please get the dog on a leash if not, I will get out from this house". At the moment I naively understood why my grandmother disliked him. My family wanted grandfather live together happily. We faced conflict. At that time I felt this conflict was a huge wall and wouldn't overcome it.

     I came up with idea that we would decide when to let our dog run loose in our house, that is, we would get him on a leash outside that time. My father and mother agreed with this idea. So I told it to my grandfather, that is, I negotiated with him. The answer was OK. He said a word of thanks to me. The negotiation was supposed to succeed. We were supposed to get win-win result.

     Everyone in my house believed that everything was going to do well. But a few weeks later my grandfather decided to go back to his own house. He said "Well, I was happy to live with you. A few months I passed here was valuable and something that provoked me. One thing that I've realized about living here is an unanswerable difference in life rhythm between the young and the old. I couldn't adapt in your life rhythm. I knew you cared for me in lots of things, but this problem is something I cannot deal with". He thanked us again and promised us that he would live happily in his old home than ever.

     I think what my family did for my grandfather was not wrong. We solved one problem by negotiation, but faced a problem which we couldn't solve with negotiation (probably with any ways). But I don't give up the shoe. From now on I will try to find a good solution for any problems whenever I will go. And with this experience in mind I will definitely solve any problems and conflicts that will challenge me.

About Carlos Ghosn



1. Who is Carlos Ghosn?
  • Name: Carlos Ghosn, KBE (Arabic: كارلوس غصن)
  • Brazilian-born French businessman
  • The Chairman and CEO of Japan-based Nissan and Paris-based Renault
  • Can speak 6 languages: Arabic, Portuguese, English, French, Spanish, and Japanese
  • Nicknames “le cost killer", "Mr. Fix It”
2. His Chronicle
  1. Born in Port, Brazil between Lebanese Brazilian father and Lebanese French mother
  2. Moved to Beirut, Lebanon when he was 6 years old
  3. Moved to France and graduated from Mines ParisTech
  4. Became COO of Nissan in 1999
  5. Became president of it in 2000 and was named CEO in 2001
3. What he did?
  • Rescued Nissan from near bankruptcy in the late 1990s
  • Achieved celebrity status and ranks as one of the 50 most famous men in global business and politics. 
  • Was Called "the ultimate rock star of the industry" he has been recruited to run at least two other automakers, General Motors and Ford
4. His View
  • He speaks Japanese to Japanese workers in order to tell directly what he wants them to do
  • He respects every worker
  • His core strategy is “Cross Functionality”
5. Strategy “Cross Functionality”
  • To communicate without restraint, regardless of classes and fields
  • He lend his ear to every worker
  • He emphasizes “Communication is important for Business Management
6. Other Strategies
  • Be willing to understand others
  • Always be open, Never live in a shell
  • Have great endurance
  • Be curious about any trivial things
  • Absorb willingly what you feel good

What I learned from Mr. Hill's presentation


First of all, I would like to take this opportunity to thank Mr. Hill personally and to extend my appreciation to Ken for providing such an outstanding presentation which I will miss greatly.
I learned from Mr. Hill lots of things particularly strategies for Dynamic. All what he said were interesting, but some of them particularly caught my heart. Let me tell you those.
"You have to have VICES to be a good leader"
VICES are...
Vision
We must have real vision for a prosperous future. This is Shackleton's Strategy 1. Set a ultimate goal and never lose sight of it, and focus energy on short-term objectives in order to achieve it.
Integrity
Integrity means wholeness. In morality/ethics, it means having a point of view about what is right, doing what is right, and — at the highest level — taking a stand to correct what is not right. This is Shackleton's Strategy 6. Minimize status differences and insist on courtesy and mutual respect.
Competency
Leaders have some competencies for leadership. It is not so special because without such competencies, they cannot be leaders. Some people have potential as leaders and others don't. It is because whether they have leadership competency or not. "This is just the real world". Mr, Hill told us. If you find you don't have potential as a leader, you should change your way. You may be suited to support leader. This is Shackleton's Strategy 3. Instill optimism and self-confidence, but stay grounded in reality. There is always another new goal.
Efficiency
He said "Quantity is nothing to get upset about. Rather, make quality the first priority". Working too hard is not efficient. Take measurable rest. This is Shackleton's Strategy 4. Take care of your self: Maintain your stamina and let fo of guilt.
Sustained Success
Every leaders must have sustained success. The real test of leadership is not in the moment, but in the long term. Of course, our decisions at any moment can positively or negatively affect the long-term health of the business.
As the worldwide economy continues to improve, there will be a host of leaders who will be determined to show that they are getting great results right now. We might even be one of them. It is important for us to do our best to focus on long-term success as well as the next quarterly report. I think this is what Mr, Hill wanted to tell us. This is Shackleton's Strategy 2. Set a personal example with visible, memorable symbols and behaviors.

Text Case Studies Jigsaw Chapter 14


Chapter 14, Jack Creighton of Weyerhaeuser


     The company involved in this chapter 14 is Weyerhaeuser Company, one of the nation’s largest owners of timberlands and a world leader in the production of wood and paper. The leader was Jack Creighton, a president and chief operating officer of Weyerhaeuser Company in 1988.


     The particular challenge that he faced was financial performance. The company was lagging behind its competitors in the forest products industry. It was “A Crisis of Confidence” for the company. His actions were these followings. He reviewed all of the company’s business and operations, and reset and emphasized the ultimate goal, and short-term objectives and focused energy on latter. He thought strategically about the company’s future course. The realities of financial performance were not good, but he instilled optimism and self-confidence, but stayed grounded in reality. He reinforced the team message constantly, and set personal examples. There are three main strategies used. First Strategy 1, second Strategy 9, and last, Strategy 5.

2012年5月28日月曜日

What I learned from Mr. Kitashiro's presentation

First of all, I would like to take this opportunity to thank Mr. Kitashiro personally and to extend my appreciation to Ken for providing such an outstanding presentation which I will miss greatly.
I learned from Mr. Kitashiro lots of things particularly strategies for leaderships. All what he said were interesting, but some of them particularly caught my heart. Let me tell you those.

  1. Never give up, but withdraw if necessary
  2. Walk the talk, lead by example
  3. Take calculated risk
As for the first, I wondered how we know when to withdraw because when we are so concentrated in one thing, we would be lost in the lure and would not be able to see when to quit. So I asked him about it after class. He answered "You would know when to quit by learning through experience, so just go through lots of things. Intuition is everything".
As for the second, it means "Do what you said", "Carry out your word", or "Make good on your promise". It is important for a leader to say something and take up the running.
As for the third, it is mentioned in Chapter 3 & 10. A leader must understand the effect of failure. Then, search for a good solution with great creativity.

2012年5月27日日曜日

Expedition Log.10 "Tenacious Creativity"

This chapter is a perfect complement to chapter 3. Chapter 3 showed the importance of having optimism in (with) reality "Optimism at The Edge means believing that somehow, someway, the team will succeed".


But it is one-half of the true strategy. The other half of the true strategy is expecting things will go wrong. You may think it is somewhat paradoxical, but in fact, it is quite true. So this chapter shows the way to expect bad things and daunt it. It is mobilizing the collective, tenacious creativity of the team to find a solution. The followings are key phrases.
"Tenacious creativity demands flexibility, and it requires recognizing what works and what doesn't".
"Do not dismiss any idea, no matter how farfetched, without thoroughly considering it".
"Think the unthinkable, and encourage others to do so as well".



Answers for Questions

1. I have somewhat tenacious creativity about problems and obstacles. I expect some bad things will happen in a certain way, so I am not surprised at their comings.

2. I devise a better method when things go wrong as McNealy. Sometime It requires me lots of time, but it is worth of doing it. I don't know the exact tolerance level for potentially frustrating events, but I think it is high.

3. I'm not sure I have such a process, but I don't cast aside "troublemakers".

4. I sometimes tell my organization that there are lots of ways to do something. If you face a big wall, you can change your way to approach it. I think this strategy is "Catalyst" in terms of chemistry.