Preparing to Respond to Problems Without Correct Answers

Today is April 2nd. The new fiscal year (Reiwa 5) begins tomorrow. It has been about 15 years since I entered the workforce as a company employee, but I still remember the feelings of anticipation I had back then. My entrance ceremony was memorable in its own way because some shocking things happened, too (laughs).

Now, today, I saw a collaborative project between Nikkei and note calling for submissions on the theme of work and working styles, and it reminded me of those days as a new employee, so I would like to write about one thing I have been conscious of since I joined the company. I hope it will be of some help.

The difference between a student and a working professional

When you become a working professional, people often tell you that students and working professionals are different. The focus is often on the shift in mindset from paying to learn to being paid to provide something, but the biggest difference I feel after actually entering the workforce is that you need to respond to problems that have no correct answer. In your student days, especially from compulsory education through undergraduate studies, you are often evaluated by tests where a correct answer always exists. However, when you are working, there are more cases where there is no single right answer.

When I first started working, I felt anxious because I couldn't be confident in anything I did. I wondered if this was really okay. The ability to push forward even when facing problems without clear answers is something necessary for a working professional, and I think it might be your strongest weapon.

I feel that what I have been conscious of since joining the company is one path to obtaining that weapon.

Always think about what you would do

Now, to the main point. Today, I want to talk about words I received from a professor in my laboratory before I entered the workforce.

Responding to problems without correct answers is not just for new employees; it is the same for seniors and bosses. In fact, they should encounter those situations more frequently than new employees. The important thing is not to just watch, but to imagine, If I were in my senior's position, I would respond like this. By being conscious of this, you can gain experience far beyond what you could get on your own.

When a senior or boss comes up with the same answer as you, you can simply accumulate experience and improve the accuracy of your answers. However, the biggest benefit is gaining a different answer. Knowing what happens when a senior or boss chooses an answer you didn't think of, or one you thought of but didn't adopt, is an experience you cannot get on your own. In reality, I feel that encountering the exact same answer is rare. Most of the time, they make different decisions than I would, but all of that becomes my own experience.

Also, to do this continuously, you need to gather information. This is because to respond like a senior or boss, you need to have the same information. When that happens, you first become interested in things and start asking about various issues and situations. In other words, it leads to making it your own business. It is something I have been feeling recently, but when you make something your own business, the scenery you see changes, and I feel the depth of your response to the issue changes as well. On the other hand, since you are involved in more things, it is undeniable that it takes time and you become busy. Personally, I feel I am gaining something that outweighs that, so it hasn't been a burden, but a certain amount of prioritization is necessary.

Until now, I have been working with the intention of simply accumulating experience to provide good answers. On the other hand, I am currently reading a book by Audrey Tang, and the term "deep listening from multiple perspectives" appeared in it. To stand on everyone's side, it is important to listen from multiple perspectives. I was struck by this. Until now, I had been very self-centered. However, I don't think a good answer can be found from just one viewpoint. Moving forward, I would like to work while being conscious of multiple perspectives so that I can provide better answers. At that time, when I turn what is currently someone else's business into my own, I think I should be conscious of looking at it from other people's perspectives as well. Regarding this point, I aim to level up my experience from here on out!

So, I have summarized what I have been conscious of since joining the company. It was a good opportunity because I had new discoveries myself by organizing it this way.

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This is a slight digression, but I would like to write down something the professor who gave me today's words said that I thought was very insightful. I mentioned that in student days, you are often evaluated by tests. The professor said that regarding research, as you go from undergraduate to master's to doctoral, the problem setting changes as follows.

• Undergraduate: The problem and the approach to the solution are given, and you execute them.

• Master's: The problem is given, and you think of the approach to the solution yourself.

• Doctoral: You find the problem yourself and carry out the solution yourself.

While this problem setting may not be used in every laboratory and may vary from person to person, I felt this step was very ideal. In fact, I have been using this as a reference since entering the workforce, becoming a senior employee, and taking on a mentoring role.

I am realizing once again that many things I heard casually during my student days were actually scattered with useful insights.