As introduced in "THINGS TO DO TODAY," the foundation of the Kato Spring method of developing human assets is to set annual targets but to break those down into monthly, weekly and daily targets. In this manner, actions are linked to the approach towards a current goal.
  However, as indicated in Fig. A, we are working to avoid instructions in which the involvement and instruction of superiors and the abilities of subordinates together equal 100. This is because if company member freedom is set at zero, the company members that have no freedom will become very dissatisfied. Therefore, at Kato Spring we take a management approach such that when the ability of a subordinate is AB, then the support of the superior is limited to CD so that the Katoite is left the freedom to challenge him or herself as shown with DB (Fig. B). Consequently, we set targets that are slightly high for the subordinates and have them challenge themselves as they wish. This is because we strongly anticipate the clearing of BD since the Katoites have cleared AB.

  However, the truth is that every company is usually involved with company members to a point greater than CB and tends to give too many instructions and orders. This naturally leads to company members losing their desire to work, and is a very important point to make note of. In regards to this point, I am sincerely thankful for being encouraged by the approach of my father/predecessor, who gave me the freedom to learn through failure, and in that gave me new chances.
  Management in a suitable scale, as I always emphasize, is essential for building a refined relationship between superiors and subordinates.
  In Fig. B, it is important to discern whether or not the subordinate has actually developed the ability of AB and what target level will motivate the company member. This is a subtle problem that is difficult to approach in a large organization where the distance between the parties becomes great.
  In truth, if as in Fig. A, the support provided by the superior is CB and the company member is given room to challenge himself, there would probably be almost no failure. However, this will definitely lead to a drop in the autonomy and challenging spirit of company members.
  Earlier I touched on my major theme of democratizing management. This is dependent on how far I create and cultivate the corporate culture of Kato Spring. The theme I believe in for this process is "Companies are people." I want Katoites to be people who want to challenge themselves. Targets cannot be achieved if superiors suppress company member proposals. Conversely, the freedom for company members to fail must be secured if a culture full of individuality is to be secured over the long run.

  Raising the level of freedom too much before sufficient company member individuality has been secured will create a situation that is full of laziness and inaction. As I mentioned earlier, Kato Spring also experienced such a period when I allowed freedom concerning Katoite discretion soon after becoming president. The difficult point is that the difference between this condition of laziness and inaction and an energetic and devoted workforce is a fine line.
  The question becomes, "Which way will I realize it?" To what extent should company members be managed considering their current state of mind or ability? To what level should they be supported, and what extent of freedom should they be given in order to achieve the desired direction? It is the management's sense of balance that can judge all of these things. And just because you give everybody freedom doesn't mean they will all develop individuality.
  So, is it better out of the fear of risk, to become a company absent of mistakes that exercises bureaucratic control? No, this is not the case. I believe what should be formed is a company in which it is fun for each company member to work, and that they do so full of individuality and energy. The key to this is the individuality of company members and creating a corporate culture in which the level of individuality is high.