Problem of Decision

I heard a great story from Mr. Fukatsu. There are two types of decision-making: those that require personal will and those that are automatically determined. For example, deciding whether to eat sushi or curry is a matter of personal will, but the proper way to make delicious curry follows a set of principles, so it shouldn't be done haphazardly. It was very enlightening!

Phyllis's model was not the truth. The truth was something that no one could have known at that time. That's why the engineers strategically chose near goals that would allow them to move the project forward. It would have been risky if they had conducted detailed analyses covering all possibilities regarding the lunar conditions, as it would have jeopardized not only the design of the spacecraft but also the lunar landing plan itself. Alan Nix, who wrote the report on the Surveyor program, stated, "The lunar model used in the design of Surveyor was created after considering the available theories and information. Fortunately, the person who created this model was not an engineer who was fixated on scientific theories. As a result, the conditions required for the landing system were very precise." Phyllis's lunar model resolved most of the ambiguity and simplified the problems faced by the design team. It doesn't mean that the problems became easily solvable, but at least they became solvable.

Even though the situation may change along the way, it is important to plant a flag for now.

Have Backbone; Disagree and Commit

As a leader, when you cannot agree, you must respectfully voice your objections. Even if it is inconvenient and requires effort, there are no exceptions. Leaders have convictions and do not easily give up. They do not compromise and conform easily. However, once a decision is made, they fully commit and take action.

After making a decision, it is important to follow through.