Chapter 3

ERATO PROGRAM ANALYSIS

Paul J. Herer

OVERVIEW

Established in 1981, the Exploratory Research for Advanced Technology (ERATO) program was one of several initiatives undertaken to counter criticism both at home and abroad that Japan was not contributing enough to the world's store of basic knowledge. ERATO's stated purpose is to foster "the creation of advanced technologies while stimulating future interdisciplinary scientific activities and searching for better systems by which to carry out basic research" (ERATO 1995a, 1). In many ways, ERATO is intended as a great social experiment which seeks to chart new ways of doing basic research and to breathe change into the rigid, bureaucratic structures which characterize many of Japan's formal research systems. Compared to many research systems worldwide, the ERATO model can be considered quite radical. Let's look at some of its most distinguishing features:

• Research projects are focused on high-risk/high-payoff, cross-disciplinary research topics which usually would not be supported within the university system. And since the research topics provide only starting points without goal-oriented restrictions, a broad spectra of disciplines can participate in any project.
• Projects are implemented by highly diverse groups comprised primarily of young researchers (around 25-35 years old) from Japanese industry, government, and academia, as well as from overseas. Unlike those in university and government laboratories, ERATO researchers work within a performance-based system in which there is a high degree of job mobility.
• There are no permanent research facilities and, without exception, every project is concluded and dispersed within five years. Compared to university research, ERATO projects are generously funded, with each project receiving about (¥ 1.8 billion ($17 million) over the five-year project life.
• Once the project is initiated, the project director has almost complete freedom over such aspects as research direction, staffing, and distribution of funds. There is minimal pressure from the sponsors for research results or evaluation, unusual anywhere in the world.
• Selection of projects is a total reversal of the typical proposal review process. The Research Development Corporation of Japan (JRDC) does not accept proposals or applications for projects. Armed with advice from select groups of public- and private-sector scientists, JRDC officials basically hunt down appropriate candidates whom they then invite to develop and lead research projects.

Perhaps the spirit of ERATO is best expressed by Genya Chiba, one of its founders and longtime director of the program. He sees basic research as an art form, perhaps most like the theater. Within the ERATO program JRDC acts as a producer in selecting innovative, scientifically-versed, key individuals -- directors -- each with an assortment of open-ended themes. These "motifs" are explored by heterogeneous teams of talented young sci-tech performers. The concept is that of an "individual-centered" research structure, where a highly capable project director is called upon to nurture and bring out the creative talents of these young researchers.