Event log on Tuesday September 18 2018

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I get up at 0450.
Eat breakfast at a Pront coffee shop at the back of The Denki (electricity) building. Eat a piece of mentaiko toast and coffee.
Buy newspaper at a kiosk on the platform in monorail hamamatsucho station.
I cut out two articles in the paper for in depth reading, and they are:
The suburbs, where madness meet cat murder (London)
and
Cardiologists should care about our love life

Walk into an art exhibition at the enterance hall of Tennozu Central Tower Building.

Go to customs house (pictured) to file two documents.
On its way to it, go to a sushi bar near Kyobashi tube station for lunch. Wish to take a picture of very nice Kaisen don. But it is not wise to do that, because the Taisho(owner-chef) seems to be an old guard of sushi culture and he may not approve. So I take the pictures of ad board outside the bar, instead.

Call on two offices (customs brokerage inspector and valuation) and return to the office in one piece at 1510.
Eat a sweet roll, a gift which Daltanian bought in Nikko, at desk.

Leave the office at 1545 precisely.

Go to Maruzen book shop and buy The Economist. The cover says the 175 anniversary edition.

Finish reading

When teamwork works (The Economist September 8 2018)
 
The author’s conclusions seem:

Close teamwork may be vital in the lower reaches of a hierarchy, but at the top someone has to make a decision. At this stage, intense collaboration may be less helpful. In their book, “Friend and Foe”, Adam Galinsky of Columbia Business School and Maurice Schweitzer of the Wharton School of the University of Pennsylvania found that fashion houses with co-creative directors were rated as less creative by industry experts over a decade (from 2000 to 2010) than brands that were individually led. They add that co-led teams of Himalayan climbers are more likely suffer death than those with single leaders.
As the authors note, co-leadership “creates uncertainty over who is really in charge”. The battles between Sandy Weill and John Reed when they were co-chief executives of Citigroup in the late 1990s were infamous; the arrangement lasted just two years. Less than 5% of companies in the Fortune 500 have used a CO-CEO structure since 1989. In short, collaboration may be a useful tool but it doesn't work in every situation. Except at The Economist, of course.

Go to bed at 2245