The following is a continuation of the previous chapter.
Sources of damage caused by harmful rumors or misinformation　
According to the investigation report by the National Nuclear Accident Independent Investigation Commission, Kan also acted in a bizarre manner when the diesel generator, the emergency power source for the Daiichi plant, broke down and it discovered that it needed a replacement battery.  
He used his cell phone to ask the person in charge directly questions such as “How big, is it?” “height and width meters,” “weight,” etc.
According to a government official, an ordinary politician would think about what to do about the situation. Still, Mr. Kan was unusually interested in why it damaged the diesel generator, and the discussion did not progress very far.　 
At the time, an official of the National Police Agency (NPA) listed four patterns of supreme commanders: (1) competent and effective, (2) incompetent and ineffective, (3) competent and ineffective, (4) incompetent and effective.
You can already see which one Prime Minister Kan fits into. The worst pattern is to try to do something that cannot be done even though you are incompetent. He is an unqualified and practical type. It is the worst of all.
He is a typical example of bad “micromanagement,” in which a person is incompetent but wants to over-manage and intervene in the work of subordinates.
A man who did not know his limitations or shortcomings tried to take charge of everything and inevitably committed many blunders.
It was probably the essence of the Prime Minister’s Office’s response to the accident.
It was a manufactured disaster caused by Kan.
This article continues.