Athlete Brains: Dai Tamesue's "Fluid Pacing" Vol. 3

A serial interview column where Mr. Dai Tamesue freely discusses "things on his mind right now." The only set theme is "What is autonomy? What is tolerance?" Faced with unreasonable demands from a mysterious "interviewer," Mr. Tamesue shares his thoughts on various "things on his mind." Well then. What kind of stories will emerge this time...? Stay tuned.

──This column explores the theme of "autonomy and tolerance" from various angles. This time, we'll discuss human weaknesses, or rather, negative aspects like "careless mistakes," "stress," and "complexes." I believe these are things humans, especially athletes, must overcome. What do you think?

Tametsu: Well, yes. First, regarding mistakes: the clearer it is that "this is a good thing," the clearer it becomes "what exactly is the mistake." In other words, if your goals or purpose aren't clear, you can't tell whether you're making a mistake right now or not.

──That's a profound point right off the bat. It's true. Whether at work or in private life, when you're just coasting along, you don't even feel like you're making mistakes. Then, before you know it, you find yourself in a "midlife divorce" (laughs).

Tametsu: The reason AI never makes mistakes is because it excels at algorithmic "optimization." In other words, AI without a purpose doesn't exist. How to run a factory efficiently. Elevate that layer, and it becomes where in the world to build factories. Elevate it further, and eventually, we might reach an era where AI manages even the "optimization" of the Earth's population.

──We've already drifted into AI talk, haven't we? I was actually planning to bring up that theme eventually...

Tamura: AI is a "good" entity as long as it stays within a certain layer. It constantly calculates the optimal solution. But take baseball, for example. If you ask, "What is good batting?" Would AI have deemed Ichiro's batting style when he first joined the league as good? I suspect it probably would have excluded it. In the world of athletes, mistakes are what show us "exceptions." We deliberately don't fix them. Sometimes, by embracing something like "fluctuation," the performance of individuals or teams actually improves.

──"Fluctuations," huh? That's interesting.

Tamura: Take hammer thrower Murofushi, for example. I heard he started hanging hammers from the barbells he used in training at one point. Introducing something unpredictable can sometimes lead to unpredictable results.

──Earlier, you mentioned that a certain kind of "fluctuation" is needed to boost individual and team performance. Could you elaborate on that?

Tametsu: Order is necessary to prevent careless mistakes, right? On the other hand, invention and innovation don't lie along the same path as planning or order.

──Spontaneous ideas and diversity are what drive innovation.

Tamesue: Diversity has suddenly gained attention, but organizations inherently possessing diversity are resilient in both crises and opportunities. Since there isn't just one answer, they can respond flexibly and innovatively to whatever happens. However, once "diversity is important" becomes the mantra, both companies and society immediately start moving toward predetermined solutions like "women's empowerment" or "promoting employment for people with disabilities." I wonder if that truly captures the essence of the matter.

──Like, "By 20XX, achieve at least X% female managers."

Tamura: Exactly. The moment you set a numerical target, it feels like you're doing something highly intelligent, almost AI-like. Achieving that number becomes the goal itself. You charge toward it without any wavering.
Changing the subject a bit...

──There it is, that phrase. I'm looking forward to this.

Tamura: In synchronized swimming, one crucial judging criterion is "synchronization," right? Apparently, even if AI managed it, it wouldn't produce a moving performance. It's the subtle fluctuations, and then at a certain moment, the performance clicks perfectly. That instant is when people feel emotions like "beautiful" or "pleasant," they say.

──I understand that. Even at work, when a team clicks with that unspoken understanding, the feeling isn't about efficiency improving—it's simply "pleasant."

Tamura: In America, there's the concept of "affirmative action," which asks: To what extent does an individual's ability depend on the person themselves, versus their environment? Even with the same potential, children raised in low-income households often can't access high-quality education. That's unfair and represents a significant loss for society as a whole. On the other hand, strong organizations and strong societies require diversity to be safeguarded.

──So a comfortable "fluctuation" is necessary.

Tamura: This "fluctuation" also changes over time. For example, many startups begin with "homogeneity." Like-minded individuals with similar abilities and goals come together to launch a business, building a new order from scratch. However, after a certain period, "diversity" becomes necessary. The organization fluctuates between order and chaos. That's where "design thinking" emerges.

──I see.

Tametsu: Returning to the topic of "mistakes," I think the fundamental excitement we feel watching sports matches comes from that palpable sense of anticipation—the thrill of wondering if a mistake might happen.

(Interviewer: Web Dentsu Inc. Editorial Department)

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From Hibi, Athlete Brains Production Team

This time, the keyword is "fluctuation." Athletes deliberately practice breaking down their own routines to enhance their performance. Perhaps they possess both the hunger for growth that recognizes fluctuation as a path to improvement and the creativity to design practices that foster that growth. While it was mentioned that invention and innovation don't lie beyond planning and order, I felt that intentionally creating fluctuation is crucial for breakthroughs.
We often seek perfection, yearning for something like AI that never fails, but perhaps there is no comfort in that. We live within nature's rhythm, alongside "fluctuation."
Incorporating that "fluctuation" into corporate activities is difficult. That's precisely why athletes, existing far removed from everyday corporate life as entities capable of creating such "fluctuation," might be the right fit.

Athlete Brains Produced by Dentsu Inc. / Akinori Hibi (3CRP) · Kohei Shiraishi (CDC)

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For details on "Athlete Brains," a team centered around Dai Tamesue that leverages athletes' cultivated knowledge to solve societal (corporate/social) challenges, click here.