Design by Action
ーSeeking fellows to weave a future together
In 2026, KMD will undergo four major transformations. For one of these changes, the “new research domains” will be under the charge of four newly-appointed faculty members, who have gathered to talk about the future of KMD together with an existing full-time faculty staff.
“Here at KMD, you can pursue your own challenges.” (Sandra)
Kouta: Could everyone please tell us about your area of expertise and why you chose KMD as a base to conduct your activities and new initiatives?
Sandra: I am conducting research in educational technology and the learning sciences using innovative technologies (robotics, virtual spaces) as a threshold to learning, instruction, and assessment. I am constantly thinking about how to maximize each person’s learning potential and I have come to realize the importance of maintaining curiosity. As adults, we tend to place too much emphasis on “answers” and stop asking questions. If we cease asking questions, so too will our spirit of inquiry, interest, and motivation. It is important to nurture curiosity in an environment where people can embark on challenges freely without fear of failure. I was looking for such a place, and my search brought me here to KMD.
Ryuma: I specialize in science and technology studies (STS). I am currently researching ways to prevent “social vulnerability” (social conditions that render people susceptible to disasters, economic crises, etc.) which can result unexpectedly from advancements in science and technology. As social structures change with the times, social disparities and friction can arise, but we aim to minimize such problems and create a society where more people can pursue happiness, particularly focusing on impacts of science and technology. But we cannot hope to achieve this by simply contemplating and mulling over it in laboratories. We need to put ourselves in a place of innovation and confront real challenges. In short, I came to KMD because I had been searching for a place where I could engage with society while cutting across different research fields in my work.
Shota: My area of expertise is in the quantum internet. As I continue my research into the practical application of quantum technology, I feel that while technological development is steadily advancing, there is still a lack of discussion on how it should be connected to society and how it should be utilized. Simply creating technology does not necessarily make it valuable to society. That is why we need a place where we can identify the intersection between technology and society through dialogue with professionals from different fields. And I felt that KMD is a place where we can achieve this.
Shutaro: I have pursued the commercialization of fusion energy as a trump card to the global energy crisis. Our world is facing many challenges, including clean energy supply, and I had always believed that such a conundrum could be overcome through pursuing academic activities, e.g. writing papers, and presenting our findings at academic conferences. Of course, there is nothing wrong with that approach, but I have had a change of heart and now seek more direct social change by combining both research and practice. The impetus for this change was the launch of my own startup several years ago. I actually felt that if you talk about your dreams and act, like-minded fellows will gather around you and society will likewise respond to your efforts. I was looking for an environment where I could do this to the best of my ability, and thus arrived here at KMD.
“We must be careful not to bind the wings of young talent.” (Shutaro)
Kouta: Since you are all professionals active at the forefront of your respective fields of expertise, what challenges do you hope to take on as KMD faculty members in this environment where you can go beyond the framework of graduate school and effect change through collaboration with society?
Shota: I would like to work with students, companies, and fellow colleagues at KMD to explore ways we can implement quantum information technology in society through specific projects. Because this is a field that is still in the midst of social implementation, we hope to realize a better society through trial and error while incorporating knowledge from other disciplines.
Shutaro: First of all, as a basic premise, we must be careful not to bind the wings of young talent and restrain them from taking on challenges. While critical thinking is essential for academic development, it can sometimes be paralyzing when people overly fixate on thoughts like “Why can’t I do it?” and it then becomes an excuse for not even trying. Startups, on the other hand, espouse a positive and proactive attitude of first giving it a shot, and young talent are given opportunities to play an active role there. More to the point, the startup culture is one that rightfully recognizes and appreciates new values. At KMD, I hope to create an environment where students can expand their own potential while connecting with society.
Ryuma: I hope to make knowledge “public property” and create an environment in which people can utilize it appropriately as needed. I believe that by doing so, I am contributing back to society through our innovation in a better way. There are three key factors that would make this ‘publicization’ of knowledge possible: “Open”—it must be accessible to everyone; “Common”—it must be widely circulated; and “Official”—it must be evidence-based. I think KMD provides a suitable environment to realize this, and I look forward to taking on this challenge.
Sandra: I have actually grown to realize that the education industry continues to be conservative and surprisingly rigorous to foster any change. Educators need to continue to learn, inquire, and explore to be able to engage learners in transformative experiences. Learning is hardly a one-way street; and more like an adventure in the wild. Exposure to the latest technology, art, and hands-on projects alone may not foster curiosity, but I believe providing an environment at KMD that has cross-cutting partnerships between academia, non-profits, industry, and government are invaluable to expose one to different concepts, provide opportunities to learn, apply, and develop working artifacts that have potential for societal scale and impact. This in turn can help develop the mentality to continue to stretch one’s imaginations, seek answers to questions that go beyond what is required, feed and nurture curiosity, and explore issues further.
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“As adults, we tend to shy away from failure and making mistakes” (Shota)
Kouta: Are there any new initiatives you are planning to start at KMD, since you are in this brand new environment?
Ryuma: I want to get into weight training and become buff. The reason being that I have been feeling somewhat uninterested in many initiatives lately. Because I can anticipate the results before I even embark on an initiative, I become disinterested and my excitement about taking on the challenge wanes. I have become accustomed to thinking that precisely because I have some idea of the path to success, I should just proceed accordingly. To get out of this rut, I could dare to “fail” on purpose, but I think even the act of failing requires not just mental resilience but physical fortitude as well. That’s why I have to get into weight training to build muscles first.
Shota: In my younger days, I experienced failure on many occasions but despite that I picked myself up and continued to embark on challenges. Recently, however, I realized I’ve nearly forgotten what that felt like. In large-scale research and projects, success tends to be the top priority because a great deal of resources has been allocated and there is pressure to produce definite results. In that sense, it is probably inevitable that as adults, we tend to shy away from failure and making mistakes, and we already envision the path towards our end goal. But we need to reflect on why we always only choose the well-trodden paths and challenge ourselves more instead.
Sandra: Even in the education field, there is a strong sense of fear towards failure. Learning is more about turning failures into meaningful learning experiences. Besides, we won’t really know if such mistakes can be considered “failures” until we progress much further down the road. Therefore, I hope that people keep an open mind about their potential failure as an opportunity.
Modern society demands too much efficiency, where students are increasingly adopting a “good enough” mentality in which they no longer stretch their imaginations, seek answers to questions that go beyond what is needed to trigger and nurture their curiosity and exploration. I hope that students will try multiple approaches to communicating, collaborating, and sharing their intellectual interests.
Shutaro: Considering that, I think it would be great if we, as faculty members of KMD, could foster a culture of “giving it a shot first” while valuing the process of learning through making mistakes together with our students. I’m going to take this opportunity to make more mistakes than anyone else here! (laughs)
“With KMD2.0, we will establish a new academic field” (Kouta)
Kouta: When KMD was first established, it was conceived as “a graduate school for creating innovation in collaboration with society,” a concept that had not yet existed in Japan. We have continued that mission till this day. We have endeavored to seek better forms of learning by being flexible and introducing improvements to our curriculum and systems while confronting new issues that arise in the management process. In AY2026, with all of you new faculty members here, we will embark on an unprecedented transformation—KMD2.0. (Sandra is scheduled to join us in AY2026).
Here, I would like to introduce the specific changes that KMD2.0 entails.
First of all, we will pioneer new research fields. The fields that you, the newly-appointed faculty, are specialists in are areas that have not been adequately covered at KMD but are pertinent topics that will be essential in the coming era. Here at KMD, we hope to pioneer new academic horizons ahead of other graduate schools so that ten or twenty years from now, we will be able to look back in hindsight and say, “I’m glad we started those initiatives back then.”
The second and third reforms are designed to promote further collaboration among a diverse student body. To begin with, for both April and September admissions, the language of instruction will be consolidated into a unified system-wide official language—English. This will facilitate an environment in which both Japanese and international students can study comfortably regardless of their matriculation period. Additionally, entrance examinations for both April and September admissions will also be held in English, and as a general rule, classes will be offered in English. While we generally expect candidates to possess CEFR (Common European Framework of Reference for Languages) B2 Level for English proficiency, even if you are not confident in your English ability, we hope that students will find the courage to take a leap of faith and join us without hesitation. The goal of this change is to provide the environment and opportunity to learn with people from different cultural backgrounds. As such, speaking English perfectly is not our primary objective.
The fourth reform is the “Joint Research Labs.” Previously, we have mostly conducted joint research at KMD between individual faculty members and companies in the form of “Real Projects.” However, going forward, we will introduce a new framework in which multiple faculty members bring different expertise to the project while collaborating with companies. This will enable research and social implementation from a broader perspective, and we look forward to the creation of new value through the integration of expertise across different fields.
Shutaro: I think the environment here at KMD has always comprised a mixture of Japanese and international students, but now that the languages used have been consolidated into a unified language, it is going to become an even more open learning environment. In the first place, notions of nationality, race, and language as borders and boundaries between people is a concept that is increasingly out of sync with reality in this day and age.
Shota: While borders certainly do serve as barriers that separate different things, I think they are also a starting point for mutual understanding. Rather than getting rid of borders to make everything uniform and homogenous, I think it is important to search for ways to coexist while accepting that differences exist. In some aspects, it is precisely because boundaries exist that each culture and way of thinking has been refined and unique value systems have been nurtured.
Kouta: At KMD, we have created an environment where people of different nationalities, languages, and specializations can freely interact and collaborate with each other. That’s why we have students from diverse backgrounds, from those who have just completed their undergraduate studies, to those who are enrolling after gaining working experience, and even those who have retired from the corporate world and are ready to take on the challenge of learning new things. We hope to continue to provide an environment that fosters a variety of collaborations, while further expanding KMD’s potential as a place for hands-on learning through this round of reforms.
In considering KMD2.0, we have reexamined what kind of presence we should have in society, and have established a credo (an organization’s guiding principle or belief; creed). It is defined in three components—”Be a prototype,” “Be flexible,” “Be the change.” This credo posits ourselves as a laboratory for change, adapting with flexibility and creating new transformations.
To “be a prototype” is to continue to evolve. It means that KMD, together with its faculty and students, will continue to grow while embracing change. To “be flexible” means to accept diverse values and adapting flexibly according to circumstances. To “be the change” is to be an instigator of change, not a passive participant. We as faculty members share the same beliefs. These are the guiding principles that KMD intends to follow in order to continue to be a source of change.
“We want to foster Dejima-jin (inhabitants of Dejima)” (Kouta)
Kouta: When KMD was founded in 2008, the founding members strongly believed in creating a global learning environment. They believed that if we could bring together people from all over the world, we could create an ideal learning environment. However, looking at subsequent global developments, we realize that “globalization” was not always the right answer. Although we have been trying to create global connections, the current standard emphasizes the importance of respecting diversity. If we look at the natural world, we realize that there is so much to learn from the sea and land, the plains and forests, and the boundaries between them where biodiverse lifeforms gather and rich ecosystems are created.
Shutaro: I used to work at the United Nations, where people from 200 different countries coexisted and worked alongside one another, each holding their own set of values, rather than everyone sharing one specific set of values. I think that was precisely what gave the UN its dynamism and vitality.
Sandra: It would be wonderful if KMD could be a place where people can explore new ways of learning and communication, and challenge existing frameworks. KMD can be a place to implement a wide variety of communication methods. Not just language, but communicating through science, technology, art, music, sports, etc.
How we position ourselves in an environment with different values may be a challenge, but an opportunity to grow and evolve one’s perspectives. At KMD we want students to think about how to co-create with others while respecting one another’s priorities, approaches, and methodologies. The first step may be to understand the self, one’s own cultural values, and acknowledging your own interests..
Kouta: That is reminiscent of Dejima in Nagasaki, where cultures coexist, each with its own identity, giving rise to budding new ideas as their values intersect with each other. At KMD, I believe that we will foster a kind of Dejima-jin of the future.
“Japan’s weakness in knowledge production lies in its failure to become a rule maker” (Ryuma)
Kouta: Being in a “Dejima”-like environment gives us a good opportunity to reset conventional wisdom. Rules, laws, and regulatory compliance can sometimes hinder change. I think it will be important in the future how we reconstruct rules with an awareness of ethical, legal and social implications (ELSI). I would like to hear everyone’s thoughts on this.
Ryuma: I think one of the reasons why the production of knowledge in Japan has not progressed well is that we have not been able to get involved in rule-making. Even if we possess superior technology and knowledge, if we do not design our own rules to leverage those assets, we will eventually have no choice but to work within frameworks that other parties have set. I believe that even though we possess excellent technology and advanced knowledge, we are now paying the price for not having created rules to fully utilize them. If we can’t get involved in rule-making, we will always remain a ‘player.’
Kouta: KMD previously implemented a project called “Superhuman Sports.” This project was related to the Tokyo Olympics and Paralympics, and dozens of competitions resulted from the effort to create new sports. What was particularly valuable about this project, more than the technology itself, was the experience of creating rules. I think it was a truly valuable experience to have children, designers, and engineers coming together to brainstorm ideas for new sports and setting its rules. This process was key in bringing home the point that rules are not something set by someone else, but can be changed by ourselves.
Sandra: Rules are usually put in place in hope of making things better. For example, in sports, rules are designed to prevent injuries and to facilitate healthy engagement and competition. If rules become too strict, it can hinder the physical learning experience. Not being afraid of taking moderate risks can be a learning opportunity or a time for self-reflection. So I would like to invite you to think, “what kind of rules would facilitate a creative environment?”
Kouta: If we know how to mitigate risks, we can take on challenges more freely. It’s fine to follow our curiosity, as long as we exercise self-restraint. To gain this freedom, it’s important for us to be independent. The more people are able to make their own rules, the more freely they are able to act.
“The world of science fiction is not merely a fantasy, but is something that could be realized” (Shutaro)
Kouta: Rules define norms, but in order to become a rule-maker who changes those norms, we need to think in terms of “What Ifs.” In other words, “What if we did this? What would the world be like?” We want KMD to be a major turning point for students. That’s why I think it is very important for us faculty to keep throwing out “What Ifs” to encourage and stimulate further thinking in students. Have you given thought to your own “What Ifs”?
Shota: The “What If” I’ve been thinking about is, “What if we had infinite computing power, what would the world be like?” AI is going to become more advanced and may even be able to predict the future. But I also feel that a world where everything is predetermined is boring.
Kouta: We already live our lives predicting what will happen next. Weather forecasts have become quite accurate, and we can even calculate the estimated time of arrival when traveling to unfamiliar destinations. That’s very convenient but at the same time, a world where every outcome is predictable could certainly be a lot less exciting. If such a future were to arrive, it may seem counterintuitive, but incorporating unpredictable elements into our lives could actually become important instead.
Sandra: “What will happen if you spend all your time doing only what you are passionate about for five days? How would this change your life?” I wonder how such behavior may lead to new possibilities.
Ryuma: My “What If” is “What if I could choose the environment in which I was born?” I might have lived a completely different life than I do now, and my values might be different too. This may sound outlandish, but in reality, many of life’s choices are often limited according to their economic situation, social stratum, and so on. Given this, I think it is important for those who create knowledge and wisdom to also hold perspectives related to ‘capabilities.’ We should make efforts to improve people’s capabilities.
Shutaro: My “What If” is “What if people’s utterances such as ‘Things should be this way’ have an actual physical impact on the world?” Many young people nowadays seem to be convinced that they cannot directly influence the world no matter what opinion they hold or what thoughts they share. But in reality, their words and ideas are moving the world, little by little. I was very into science fiction as a youth, but as I learned more about science, I realized that many things are not mere fantasies or pipe dreams, but had the potential to affect reality. If our statements could change the world in definite ways, what change would you hope for and what kind of society would you want to achieve? I would like to pose such questions to students.
“Jump into things with nothing but the clothes you happen to be wearing” (Sandra)
Kouta: Now that you have officially become a part of KMD, what message would you like to pass on to your future students?
Ryuma: What I want to tell students is that you should not be satisfied with just gaining knowledge. I want students to not just gain knowledge, but to also be able to transform knowledge into wisdom.
Sandra: While student’s past accomplishments are undoubtedly a source of one’s strength and makes the KMD student cohort unique, being overly concerned about their prior experiences or titles earned, can also be a chain that binds them to established practices, and hesitance toward new methods and challenges. Therefore, while students continue to explore their initial interests, I hope students will continue to entertain new ideas when focusing on creative problem solving and problem finding, and respect their peer’s interests and approaches.
Shutaro: I am a Japanese member of the Sovereign Order of Malta, also known as the Knights of Malta, headquartered in Rome, Italy. I was knighted in 2022. The Sovereign Order of Malta was born out of the philosophy of saving people and providing medical care regardless of race, gender, or religion in Europe during the 11th century, a period known as the Dark Ages when violence was widespread. In a world rife with contradictions, it is precisely because of the spirit of upholding ideals that the Order has persisted for a thousand years. I believe this same spirit is required of today’s youths. This world is full of inequity and contradictions, but I would love to learn with people who understand these complexities and are still able to uphold their own ideals. And so I hope students will have the courage to take action to make their ideals a reality, and not just leave them as dreams.
Shota: I believe KMD is a community that develops by being actively used. That is why I want students to come here with the intention of using KMD to the fullest and getting the most out of their time here. Being proactive is of utmost importance, so why not dive into the unknown and see how far you can go? Because there are people from diverse fields at KMD, you will be inspired and motivated in ways you never thought possible. As a result, you may discover unique talents and things that only you are capable of. I welcome students to explore those possibilities here at KMD.
