sonoko#4

Sonoko #4

最初、なんと言うんだけ？
How do you do?　かな？
_____________なんだけでいいかな？
それとも、I’m… I’m glad to meet you.かな？
あう、わからなくなちゃう。
最初、一つだけでいいや。
How do you do?　How do you do?　
うあ、、アメリカ人がたくさんいる。
しかし、重いな。このトランク。
苑子！
あれ？　私かな？　呼ばれている。
わあ、、フランカードに私の名前が書いてある。
行かなくちゃ。
まあ、あなた、苑子ね？　
写真どおりなのですぐわかったわ。うれしいわ。
すみなせん。もうすこしゆっくり話をしてください。
あら、こめんなさい。あなた、苑子ね？写真どおりなのですぐわかったわ。
よく来たわね。飛行機はどうだった？　疲れているんじゃないの？
あっ、はい、はい。
苑子、ザネトよ。　それから、デイヴとゴニ。
へえ？　ザネトなの？　写真とぜんぜんちがう。
あ、そうか？　わかった。髪をきたんでしょう？
うん。
ステキ、かわいい。
ありがとう。
このスーツケース、君の？
そう。
じゃ、いこう。
ま、まま、お家に帰りたい。
やっぱり英語うまいな。
でも、アメリカ人だもん、当たり前だよね。

sonoko #5

みんな乗った？
じゃ、出発。
苑子、お腹すいてる？
は、はい、ちょっぴり。
うあ、アメリカだな。何でも大きいや。
あの大きな会社。
あら、車が道の反対側を走っている。
右が左で左が右で、あれ？
何？苑子、どうしたの？
ううん、日本では車が左なんだもん。
ああ、本当？
そうよ。
ねね、苑子、あそこが私のいっている中学校よ。
それで、あそこが私たちの教会。
あは、マクドナルドがある。
日本にもあるよ。うあー
家はどこかな？
あれかな？
あ、違う。
どんな家かな？

Quiz time!

Here are two quizzes.
Write the answers within one minute.

1. The first one.

Two friends went to a mountain.
They met a polar bear.
The two men were so frightened and lost their words.

That very moment, one of the two men started putting off his backpack,and changing his shoes.
Apparently, he was trying to run away from the bear.

The other man, who was watching his friend's action, said to him,
"What are you doing now? You cannot run faster than a bear.

'What did the other guy say?



2. The second one.

There are cards with letters on one of it's two sides and figures on the other side.
Here is an assumption that if a card has "D" on one side, the other side would be "3".

You have four cards as below.
And you can see just two cards to prove the assumption.

4 cards are "A", "D", "3", "7"


Which cards will you pick up?

Tool contents

It was great experience!

I reviewed hundreds of innovative tools in a couple month.
I've gotten valuable implications like how it works, when it can be used best,
the differences between similar tools, etc.

How do you think about this concept?

tool vs tool.

Wanna read this book..

Review - from Amazon

“Too many families and schools discourage creativity. I left home because I was determined to do what I wanted to do.”- Edward Albee, Pulitzer Prize-winning Playwright “It’s my belief that an artist should give people new glasses and a new cubistic approach to looking at themselves."-Julie Taymor, Theater and Film Director “I’m always trying to do things that no one has ever seen before.”- James Rosenquist, Artist “I think to be creative you have to resist taking the easy path."- Daniel Libeskind, Architect “If you think “I want to be famous,” or “I want to make a lot of money,” my sense is that you don’t go into most creative jobs.”- David Halberstam, Pulitzer Prize-wiining author “The motivation for creativity is most often the need to express your ideas to other people.”- Spike Lee, Film Director “We knew we had something so huge that Steve (Jobs) and I couldn’t do it by ourselves.”- Steve Wozniak, Co-founder of Apple Computer “I have always felt that, for me, creativity was really using excess energy.”- Dale Chihuly, Renowned Glass Sculptor “People get enraged at me because they think women should not write about the things I write about, because the things that I write about, in some way, break with their notion of what a woman should be.”- Erica Jong, Best-selling Author“There’s a conflict between professionalism that calls for minimizing risk, while creativity encourages risk.”- Milton Glaser, Designer

Product Description
This fascinating book is about creativity in business and management. The authors have interviewed well know creative people in a number of fields to identify how creative methods work, including the drivers and influences upon creativity, creative inspiration, creative problem solving and creative influences. Their analysis shows that while there are common themese and methods, creativity will also solve problems with uncommon results and deliver the unexpected. This book will be of interest to anybody trying to better understand creativity.

Innovation paradigm

We want to get another level of the innovation, which can be defined like this.
Solving all the daily works through running innovation projects.

The Critical-To-Quality of this concept can be set up as the projects activity coverage,
which is calculated by the time of project activity out of the total working time.

知恵

トヨダの誰は、こう言った。

知恵は必ず出てくる。
但し、困らない限りは出てこない。

切望はいらない、答えはどこでもあるから、、


ＧＥの元会長 Jack Welchはこういった。

自身感と自慢心との間には剃刀の刃の差がある。

自身感のある人は何でもやる。
自慢心のある人はもう学ぶことがだめ。