I believe that it is important not to let young people make "painful mistakes".

In the past, there was a department head who believed that the program loading method was no good, no matter how much I explained, and the research unit's R&D was stalled.

Of course, JavaScript, one of the program loading methods, is now capable of displaying the results of complex physical calculations in a web browser, showing them in action.

This is because the speed of networks and the performance of computers have improved to a degree that is unparalleled in those days.

However, the head of the department had made a painful mistake in his research of the "program loading method" when he was young, and had been imbued with negative memories that he could not recover from (or so I was told by others).

Naturally, the department's research took a back seat to the program loading method.

This is true not only for R&D, but also for patents.

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The boss's assumptions are reinforced when paired with memories of failure, and the boss's power to influence his subordinates.

And to be honest, it is also unpleasant to hear that "my failure" was made successful by a subordinate.

What's worse, the boss can "logically explain to the subordinate why it won't work.

After all, they did it and failed, so it's easy.

Thus, pre-born technology will be systematically and fatally crushed without malice.

And I'm pretty sure I'm repeating the same foolishness -- I'm absolutely confident that I'm crushing the ideas of young people.

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The lesson to take from this is, like,

(1)The boss must have the courage of, "I will overlook a subordinate's outburst". And, by letting it go, they must accept the unreasonable results that the responsibility will come back to them.

(2)Subordinates should not report their research to their bosses. Until they succeed in doing so, they need to continue their research under-table in silence and in solitude.

is the antithesis against reporting, communication, and consultation

Bosses must be prepared to forgive their subordinates' arbitrary preoccupations with a wry smile, and subordinates must be prepared to do the research they believe in on their own time (sleep time, holidays).

Communication is important.

However, non-communication is just as important.

If you read this book, you will understand that.