The perspective of 'what if the employees were fools'.

You must not treat employees like fools. The 'need for self-importance' is a deep-rooted desire. If you hurt that and treat them like fools, the trust you have with your employees will vanish.

You must not even think that your employees are fools. That attitude will manifest itself in unexpected moments. If your perspectives differ or you are looking at different landscapes, your conversations will not align. Often, the reason communication fails is not because they are fools.

'What if the employees were fools?'
Previously, one of the reasons cited for why DX (Digital Transformation) is not progressing in Japan is that 'the employees are excellent.' Because employees are excellent and diligent, they try to fulfill the instructions they are given. They become multi-skilled workers, and productivity improves through on-site efforts. Because they are excellent, they manage to get by 'for now' without DX. Perhaps the reason the importance of manualization and systematization is low, even outside of DX, is because things are managing to work out 'for now.' In that respect, it seems the United States is different. The U.S. military, which was cited as an example, assumes 'fools' and has established thorough manualization and systematization to make them function effectively; it is the idea that 'fools and scissors are useful depending on how they are used.' Even if they are weak as individuals, they are strong as an organization; that is what it means.

Even if manuals and systems are not in place, the excellence of the employees manages to make things work. That is both a strength and a weakness. Partial optimization is an improvement when viewed up close, but when you take a step back, it can sometimes be a hindrance. Now, even if you say 'it is overall optimization,' the basis is still thinking as an extension of the current situation. It will certainly improve compared to our own company's past. However, compared to the outside world, a gap may have opened up that makes it impossible to compete. Even if you work hard on partial or overall optimization, if you only focus internally, there is a possibility of decline.

It is a sad thing to decline while relying on the excellence of the front lines.
Adopt a perspective that assumes employees are 'fools' and verbalize the 'obvious.' Create systems that can make use of fools. Build an organization that is strong as a whole, even if it is weak as individuals.
What if the employees were fools? Isn't that a valid perspective to have? Finally, I will quote the words of Peter F. Drucker.

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