In this book, two up-and-coming authors, Ken Kusunoki and Shu Yamaguchi, talk about the "sense" in business vertically and horizontally. Although the importance of sense is felt faintly, there is a place where the story ends when I say "It's a sense", and it has not been discussed so much. This book dares to go further.
According to this book, sense is "reciprocating movement of concrete and abstract". Instead of ending each concrete problem as it is, make it into a logic with a high degree of abstraction and put it in a drawer in your head. Then, it is taken out from the drawer according to the case. By repeating this work, we will come up with a solution that is surprising to those who think only in the concrete world. It seems to me that people around me have a good sense, but the true identity is logic.
Because it is logic, sense can be acquired acquiredly. The method is introduced later in this book. The first is to thoroughly look at a person with good taste, and to look at every move. It would be best if you could do something like having a bag. The other is to develop a habit of thinking "problem" at a higher level of abstraction.
Sense and skill are paired, and both are important. However, in the Japanese market where something that is "meaningful" rather than "useful" is required, it is difficult to do valuable work without a sense. With this book as the lead role, I would like to start with each of us being aware of the two axes of sense and skill.
Main points of this book
Unlike skills, sense is hard to show and measure, and because there is no standard way to learn, it's easy for businesses to put it off.
Nowadays, “meaningful (sense)” is being evaluated more than “useful (skill)”.
Good people are habitually doing "reciprocating movement between concrete and abstract". That is, the logic obtained by abstracting concrete events is stocked, and when a problem is encountered, a solution is extracted from it.
Someone who can work has a sense
Skill and sense
This book consists of a dialogue between Ken Kusunoki (hereinafter, Kusunoki) and Shu Yamaguchi (hereinafter, Yamaguchi). In the summary, the essence of the dialogue is introduced together.
What is a job in the first place-this book begins with its definition. According to the author (Mr. Kusunoki), "work" is not "hobby." My hobby is to do it for myself, and if I enjoy myself, that's fine. On the other hand, my job is "to do for someone other than myself." "Someone other than me" is not just a business partner. Some people in your organization need your job, such as your boss, subordinates, or colleagues. Only when we can add value to such people becomes a "work".
I think that "a person who can work" is "reliable" to "someone other than me", "it can be entrusted to me", "this person can do something for me", and "I must be this person" A person who can In a nutshell, he is a person who “can produce results”.
In this sense, the ability of work can be said to be a "sense" that goes beyond the skill of "that you can do this."
Is it useful or meaningful?
What is sense? Skills can be verbalized and digitized, but their sense is difficult to explain. Skills will undoubtedly improve if you choose the right method and spend time continuously. TOEIC and programming are examples. Sense, on the other hand, is not clear about the causal relationship between effort and the results obtained.
So far, skills have been touted. Because it became money. However, in recent years, "useful" is no longer required, and "meaningful (sense)" is being evaluated rather than "useful (skill)". In fact, “meaningful things” are sold at a higher price than “useful things”.
For example, in the automobile world, most Japanese cars are "useful but meaningless". It is "useful" as a means of transportation, but the presence of the car does not necessarily mean that the richness and fulfillment of life is obtained.
On the other hand, what about Lamborghini and Ferrari? Even though the car body is huge, only two people can ride it, and even though it is a car that can not run on a rough road, there are many people who want it even if they pay the price of tens of millions of yen. They are paying for "semantic value".
The author (Mr. Yamaguchi) describes this as "the end of modern times." Since many Japanese companies have been evaluated as "useful", the change from "useful" to "meaningful" is a major change that cannot be ignored.
Intuition or logic
It goes without saying that both "intuition (sense)" and "logic (skill)" are important in work. But as a matter of order, intuition must precede logic. Intuition is necessary to discover and set problems.
The same can be said for “analysis (skills)” and “integration (sense)”. The task of analysis should have a perspective of "how to divide the whole". The sense is asked how to divide. If you don't intuitively understand the cause of badness, you cannot make a meaningful division.
There are many people who do not get the suggestion and insight even if they analyze it. Such a person does not have "a good intuition".
The work of a person with a sense
I'm dealing with the whole
Of course, not all work can be done alone. With that as a premise, a person with a sense is dealing with everything.
Business seeks long-term profits. Profit is income minus cost, and there are only three ways to increase it: increase income, decrease cost, or both.
For the whole person, each move is clearly associated with one of these three. If you turn the inside out, you will not touch anything that does not connect. With a profit at the top, it splits into two branches, income and cost. The branches and leaves are further divided from there, and there is the end work of one employee. In such an overall dendrogram, I am always aware of where my actions are now.
On the other hand, people without sense cannot see the whole thing. As a result, activities are localized/partialized and cannot be prioritized.
Understand your own "ring"
No one has a sense in all areas. A person who really has a sense understands the “ring” of his sense. Intuitively determine if this is my job or not. And I'll never do anything to think "This isn't my territory."
Then, how do you acquire the "feeling of the ring"? If you get lost in the beginning, just try it. Let's stand in the bat and hit various balls. After a while, you will know your favorite ball. Then, you can aim only at the ball you are good at.
This work of expanding and narrowing as much as possible is indispensable in order to create a "feeling of a ring".
Do things logically
Lewis Garsner came to IBM in 1993, when IBM was required to be regenerated. The media were expecting him from words such as “vision management,” “agile,” “small first,” and “split” that were popular at the time. However, he announced the policy of "closing the factory. Cutting employees. Raising prices."
He gave priority to stopping bleeding, above all. The policy of raising prices and cutting employees is an orthodox restructuring. But the order was great. Even though each hit was mediocre, the order on the time axis was truly spectacular.
Good people value the depth of time. Depth is a logical connection. It means that there is logic between A and B, and there is also logic between B and C.
Those who have no sense list issues and consider priorities rather than logical connections. Perhaps they are looking at work in a parallel "parallel" fashion. On the other hand, a good person thinks about the order by inserting the time axis there. In other words, think in "permutation".
[Must read point!] Become a person with a sense
Knowledge of the first year of working people
This book provides three pieces of advice, assuming a business person who has just started to appear in society. This is the advice given by the author (Mr. Kusunoki) to daughters in society.
The first is that he is always in a good mood and never misses a greeting. Ask everyone to say "Good morning" and "Thank you" and reply "Yes". If you have done so far, you can say that you have 80 points as a business person who has just started to appear in society.
The second is to "see". Let's select one person who can work like "This is it!" The point is not to look at it aimlessly, but to see it consciously. And I always think, "Why does this person do this kind of thing in this phase, and why doesn't he do this kind of thing?" Even if you don't get an answer, keep thinking.
The third is "think from the customer's perspective." Not only the business partner, but also the boss and co-workers first think about what the other person wants them to do, and what that person wants, and then work toward it.
All three of these are deeply involved in taste. Excel and English naturally give feedback, so if you leave them alone, you'll be working on them. However, sense has no feedback, so there is no one without it.
Look at a person with a sense
Sense is acquired afterwards. The most classically adopted method is training. Because of its strength, training in the world of Japanese cooking may be an unavoidable and firmly established method. The same is true for Zen, "Shidan-taza".
The original nature of Sense is quite comprehensive. In other words, sense can be seen in every move of a person. Therefore, if a person with a sense is close, look closely at that person. This is the most accurate training method.
The important thing is to "see all". Everything, including how to take notes, ask questions to business partners, how to handle meetings, arrange desks, eat rice, and what is in the bag, has a sense. So if you are together, you can learn anything. It seems that systems such as "bag holder" and "calligrapher" made this a method. Even if only short contact is possible, if this antenna is standing, there should be something that can be learned from that person's "behavior" and "behavior."
In that case, it is desirable to have a relationship in which the person likes, respects, or is interesting, or is rewarded by being together. If not, continuing would be a pain.
Do "reciprocating movement between concrete and abstract"
Another clue to acquire a sense is to know that a sense is a reciprocating movement of concrete and abstract.
In each aspect, a business is always concrete, such as one product or one customer. However, a person with a sense always makes an abstraction "I think this is what it means" at that time, and puts the logic obtained there into a drawer in his head. This drawer is extraordinary and fulfilling.
When that person encounters a specific problem, he opens a drawer in his head and pulls out a solution from abstract logic. A good person does this "reciprocating movement of concrete and abstract" in an instant breathing manner.
Recommendation of reading
Sense is hard to tell. Therefore, it is easier for a person who has no sense to explain its characteristics. In fact, this book introduces many behaviors of people who have no sense. A person who says "I'm going to subscribe now!" For example, people who have said that they are "lowering their shoulders" or "a feeling of blockage". It is true that there is "Yes", and the summarizer also confessed several times that he was "satisfied!" This book is one that can be enjoyed in such a way.