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.

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.

Case study of negotiation

I got a case study of negotiation. Let me tell you.

Recently, my grandfather has began to live with our family because of some reasons. 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 doen't like him (our dog). 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. For, the condition make them have 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". We want grandfather live together happily. We faced conflict. At that time I flet this conflict was a huge, huge wall and our family wouldn't overcome it. So, what did we do?

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 be right.

P.S.
Everyone in my house believed that everything were going to do well. But a few weeks later my grandfather decided to go back to his own house in Nagano. 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 I will definitely solve any problems and conflicts that will challenge me.

Expedition Log.8 "Lighten Up!"

This strategy is the most interesting strategy of the ten strategies to me because I've always thought how important to lighten up people is. I think however hard time we are in, we must not forget having such a mind. I agree with "Yet, under extreme pressure, the ability to lighten up, celebrate, and laugh can make all the difference".
I read about this in today's paper. Noda gets a birthday cake from Obama at G-8 working dinner. http://mainichi.jp/english/english/newsselect/news/20120519p2g00m0dm131000c.html
Before dealing with a difficult meeting, U.S. President Barack Obama celebrated our prime minister. He hes been in under extreme pressure now and he is staking his political career. So, Obama rewarded him for his services and made him relax. I don't think there are humans who dislike to be celebrated. So, it is important to do it in order not only to make organization bond firm but also to be a good man.
As for Laugh, it is important for our health, too. In medical way, it is used to cheer up patients. I am trying to find laugh and let someone have fun and laugh at.

Answers for Questions

1. Yes, of course. I always celebrate successes and achievements of my teammates regardless of how important the success is.

2. I'm always looking for any successes and achievements.

3. I characterize my organization spontaneous. Everyone in my organization have their own thoughts and say it. So, I am easy to discuss anything.

4. Some of them don't feel free to themselves. I should make them feel easy. In order to do that, I will hold a drinking session.

5. They have not been able to do such things yet.

6. Regardless of something wrong happening, I always use humor to do our work happily.

7. Yeah, of course. My life itself is something to be laughed.

Expedition Log.5 "The Team Message"

"Teamwork" is similar to "Kizuna" in recent Japan. Kizuna has become something of a modern rallying cry in today's Japanese society. Initially, it was used to make people's bonds firm in order to overcome the hard time, but it became obsolescence with time. There come people who even don't want to hear the word. It's shame. We must use words in proper ways, opportunities, and amounts.

This chapter tells us the importance of creating a solid team and sending a strong message of unity.

People tend to think our organization work is just to help players play the piano pleasantly, but it is not correct. It is true that it is players that entertain audience, but we also do. We arrange tables and chairs, set up sound equipment. It is not for only players but also for listeners. We hope people listen to classic music easy and good sound quality. Our organization are sharing this identity. Thanks to this identity, our bonds are firm and do work sincerely.

We often communicate with each other. As we are college students, it is difficult to meet each day at full strength. But thanks to the technology, we have many tools for communication. We use Skye, e-mail, and facebook. Everyday, we check our team mate's recent events and response to their comments. By doing this, we avoid drifting away.

Every person in my organization has his her work and they feel they have responsibility for their work. We respect each person's work, so we don't interfere with our team mate's work except for some extraordinary reason. In such case, we talk with him or her and have a think together.

We have work which is cut out for us. It is true that we should challenge work to which we give a wide berth, but our job consists of our pleasantness. So we need not challenge, but do our work in full steam.

Expedition Log.3 "Optimism and Reality"

From this chapter, I've learned the strategy "Instill optimism and self-confidence, but stay grounded in reality."
My high school teacher once said "Have passion like ice." I think these are same meaning.
In order to achieve this strategy, it is important to pay attention to these flowing things.
Cultivate optimism in myself
Spread the spirit of optimism
Build the right team "optimism quotient"
Know how to reframe a tough situation: If bad things happen, it is chance!! Change danger into your opportunity!!
Stay grounded in reality: Have passion like ice

Expedition Log
When I am faced with adversity or potential setback, I will tell myself that I can overcome it. I will imagine how happy I will be after overcoming it, and with this happy feeling, I will tackle it again. I can make changes to this self-talk that will create a more optimistic and enable me to bounce back more quickly. This is specific thought. The more specifically I think that how happy I will become after overcoming the adversity or potential setback, the more energy and happy feeling I can get. The word "specific" is important. My organization members are worried about our plans of activity for the future. So I would like to instill my optimism. I will say "Imagine that we succeed!!" to them with loud and kind voice. In fact, my organization lacks optimism, so I must tell them the importance of optimism. Thanks to this thought, I can stay in touch with reality and getting the full picture of my personal and organization's goal. I think people are not confortable when they give me bad news by looking at their faces.