THE WELCH COMPANY
440 Davis Court #1602
San Francisco, CA 94111-2496
415 781 5700
rodwelch@pacbell.net


S U M M A R Y


DIARY: February 27, 2000 01:43 AM Sunday; Rod Welch

Dick Karpinski notified Colloquium about SDS; Eric explains marketing.

1...Summary/Objective
2...SDS Supports Dynamic Knowledge Repository (DKR)
3...SDS Feedback Loops Reduce Information Entropy, Give People Control
4...Henry van Eyken Web Master for Bootstrap
5...Engelbart's Ideas Resisted by Dynamics of Organizational Culture
6...Cultural Resists Change to Avoid Risks of Unproven Methods
7...Sunshine Profits Mask Need for Continual Improvement
.....Doug's Strategy: Improvement Arises from Show-screen Technology
.....Ignorance, Fear, Denial Inhibit Improvement
.....Over-the-Shoulder Training, Learning Cannot Launch a Revolution
.......4...Pilot testing for more than 20 minutes is resisted because
.....Counter Proposal - Time is the Enemy of Improvement
.....Results Sell Improvement, Not Explanations of Process??
.....Deferred Rewards Require Leadership with a Broader Vision
.........Doug calls for pilot testing to demonstrate results, from
.........Pilot Testing Takes Courage and Faith of the Farmer
.....New Realities Force New Paradigm: Intelligence Grows Knowledge
.....Intelligence Requires Skills, Tools and Time
.....Individuals Connected to DKR on Internet Sells Improvement Model
.....Software Project Can Illustrate Better Productivity from KM
.....Core Capability Knowledge Management is Intelligence
.....Paradigm Shifts are "Tricky" - Takes Courage to Go First
.....Pilot Testing New Capability Solves Innovation Loop
.....Success Breeds Faith in a New Direction toward DKR???
.....Case Studies Organized According to Lessons Learned
.....Knowledge Management Lifts Collective IQ, Expands OHS Concept
.....Attribution (Credit) for Good Ideas, Success Breeds Support
.....Credit Accountability Powerful Binary Forces of Attribution
.....Binary Forces Enabled by Attribution for Credit Accountability
.....Organizing Information on the Internet, Books, Articles
.....Paradigm Shift is a Guerrilla War, Requires Warriors and Weapons


..............
Click here to comment!

CONTACTS 
0201 - Computer Generalist
020101 - Mr. Richard Karpinski

SUBJECTS
Core Capability, Engine of Knowledge
Planning Next Version
Karpinski Recommends SDS for Knowledge Management
Intelligence Connecting Chronology Cause Effect
Diligence Aided by SDS Work Quickly Boosts Span of Attention
Chronology Cause Effect Intelligence
SDS for DKR, D Karpinski, 000227
SDS Use for DKR Daily Business, 000414
Inspirational, 001116, Paul Fernhout
Excellent Design for KM, Cliff Joslyn, 000925
Usefulness Com Metrics DKR Illustrated by SDS on the Web, 000716
SDS Suports KM, Dick Karpinski

2614 -
2614 -    ..
2615 - Summary/Objective
2616 -
261601 - Follow up ref SDS 57 0000, ref SDS 56 0000.
261602 -
261603 - Dick Karpinski submits review of SDS to the Colloquium.  He feels SDS
261604 - is important work on knowledge management, and would be easy to
261605 - improve.  Henry van Eyken reports the SDS record on the Internet is
261606 - useful and thorough.  He is taking up the task of webmaster for the
261607 - Bootstrap Institute.  Eric Armstrong submits strategies on gaining
261608 - acceptance of knowledge management. ref SDS 0 0984  He recommends
261609 - attribution of contributors, ref SDS 0 0987, and cites advantages of
261610 - case studies, and asks in a second letter about how to organize the
261611 - record. ref SDS 0 0786
261613 -  ..
261614 - Submitted ref DIT 1 0001 linked to this record, thanking Dick for his
261615 - favorable review.  Asked about progress on the project plan for SDS,
261616 - cited in my letter on 000223. ref DIP 4 0180   Dick mentioned he might
261617 - get to this yesterday. ref DRP 1 0001
261618 -
261619 -     [On 000316 Dick is considering supporting Welch work product on
261620 -     marketing, frustrated about errors. ref SDS 69 9862
261622 -  ..
261623 - Submitted ref DIT 2 0001 thanking Henry for reviewing the SDS record,
261624 - see below. ref SDS 0 6097  Linked to the record on the Colloquium on
261625 - 000225, where Henry noticed the conflict between orality and literacy,
261626 - which is a key aspect of the knowledge management dilemma that is not
261627 - well recognized. ref SDS 58 2496   Cited thinking through writing, in
261628 - POIMS. ref OF 1 3742
261629 -
261630 -     [In another letter today, Eric asks about case studies.
261631 -     ref SDS 60 0001]
261633 -      ..
261634 -     [On 000306 Colloquium Reference Materials does not cite Dick's
261635 -     evaluation of SDS. ref SDS 65 2464
261636 -
261637 -
261638 -
261640 -  ..
2617 -
2618 -
2619 - Progress
2620 -
262001 - SDS Supports Dynamic Knowledge Repository (DKR)
262002 -
262003 - Received ref DRT 1 0001 from Dick Karpinski notifying the Colloquium
262004 - about SDS.  Dick calls it a "personal DKR," and relates encountering
262005 - POIMS on the web, then meeting on 000218 where he watched SDS being
262006 - used. ref SDS 49 0001
262008 -  ..
262009 - Dick concludes there is no better personal DKR in daily use than SDS.
262010 -
262011 -        [On 000405 Bill Beardon contributing to the OHS/DKR effort
262012 -        noted that nobody else has work product like SDS that creates a
262013 -        DKR. ref SDS 75 3877
262014 -
262015 -        [On 000425 evidence indicates that SDS is the only program that
262016 -        supports KM. ref SDS 82 0480
262018 -         ..
262019 -        [On 000924 Cliff Joslyn commented favorably on the SDS design
262020 -        from observing use on 000723. ref SDS A0 RK3I
262022 -      ..
262023 -     This aligns with report on 000116 that Intel uses a program that
262024 -     has some SDS capability for tracking manufacturing problems.
262025 -     ref SDS 43 0877
262027 -      ..
262028 -     Dick's evaluation of SDS aligns with Colloquium objectives to
262029 -     develop Knowledge Management for augmenting human "intelligence"
262030 -     that helps solve world problems, cited on 000120? ref SDS 44 2808
262032 -         ..
262033 -        [On 000405 Jack Park cites Welch SDS program that develops
262034 -        meaning from experience to support "Knowledge Representation."
262035 -        ref SDS 75 0924
262037 -         ..
262038 -        [On 000420 Eric Armstrong lists DKR projects. ref SDS 79 4877
262040 -         ..
262041 -        [On 000426 Jack Park cites SDS again. ref SDS 83 3315
262043 -         ..
262044 -        [On 000503 Jack wants Knowledge Space. ref SDS 85 6138
262046 -         ..
262047 -        [On 000504 Jack cites SDS again. ref SDS 87 6082
262048 -
262050 -  ..
262051 - On 000223 Dick set out various ways to explain SDS so that people can
262052 - understand this new opportunity. ref SDS 56 0003
262053 -
262054 -        [On 000302 Eugene Kim recommends starting with DKR capability
262055 -        that is available. ref SDS 63 0896]
262056 -
262057 -        [On 000306 Dick asks about how to explain SDS. ref SDS 64 9583]
262059 -         ..
262060 -        [On 000306 Colloquium Reference Materials does not cite Dick's
262061 -        evaluation of SDS. ref SDS 65 2464
262063 -  ..
262064 - He feels SDS can be easily replicated and improved. ref DRT 1 4020
262066 -  ..
262067 - On 000218 Eric Armstrong requested ideas for decision support tools,
262068 - ref SDS 48 4892; repeated on 000225. ref SDS 58 2109  On 000208 he
262069 - requested ideas for the core capability of Knowledge Management.
262070 - ref SDS 46 8960  On 000212 Eric proposed an "innovation" that aligns
262071 - with POIMS and SDS capability, ref SDS 47 9790, which was submitted on
262072 - 000208 in response to his request. ref SDS 46 4905
262074 -      ..
262075 -     Dick's assessment today seems to aligns with PG&E's report,
262076 -     ref DRP 2 8444, received on 940110. ref SDS 9 9482  On 970327 the
262077 -     US Army Corps of Engineers concurred. ref DRP 3 6172  On 971007
262078 -     the Corps of Engineers reported this capability saves money.
262079 -     ref DRP 4 0001
262080 - ..
262081 - Henry van Eyken wrote a letter, ref DRT 2 0001, on reviewing the
262082 - SDS record on 000225. ref SDS 58 2496  He wants to know how long it
262083 - takes to do the work, and feels an hour so would be time well spent.
262084 - ref DRT 2 5610
262085 - ..
262086 - Dick explains that SDS requires discipline to spend an hour or
262087 - more PER DAY turning a list of scheduled tasks into KNOWLEDGE, by
262088 - reporting what was actually accomplished about the stuff on the list.
262089 -
262090 -        [On 000307 Doug Engelbart directed attention to Bellinger's
262091 -        work, which cites the KnowledgeFarm as a basis for the meaning
262092 -        of "knowledge," which in turn discloses that Knowledge
262093 -        Management is hard work. ref SDS 66 5182  SDS reduces the
262094 -        burden of hard work and discipline needed to grow new
262095 -        knowledge.
262097 -  ..
262098 - On 980307 Andy Grove at Intel uses diligence for avoiding mistakes
262099 - caused by the ambiguity of mental maps. ref SDS 25 3101  Dick reports
262100 - today that "by quick means," new information in SDS is connected to
262101 - prior understandings, forming chronologies of cause and effect.  This
262102 - supports navigating through associated information with agility.  In
262103 - turn, SDS tools and design for using the record aid memory in deciding
262104 - what to do as events unfold. ref DRT 1 1056  Technology that enables
262105 - working faster reduces the level of diligence needed to be effective;
262106 - or, stated the other way, SDS technology does not require diligence,
262107 - because it provides "firepower" reported on 950204, ref SDS 10 4995,
262108 - that boosts diligence, reviewed with Morris on 990817. ref SDS 37 8663
262110 -     ..
262111 -    The only comment on Dick's excellent explanation is that a large
262112 -    part of "doing" the work, making a call, reviewing or writing a
262113 -    letter, writing software code, also creates the record, so that
262114 -    "doing," "reporting" and then "planning" follow up are integrated
262115 -    into a single process of "intelligence," ref OF 1 6649, rather than
262116 -    traditional practice of doing stuff, then trying to carve out a
262117 -    separate block of time to write about it, which mostly never
262118 -    happens, except in the most cursory fashion.
262120 -     ..
262121 -    To get intelligence, we have to more closely associate "doing"
262122 -    work, with the analysis required for effective work, as explained
262123 -    in POIMS. ref OF 1 8556
262125 -     ..
262126 -    On 911123 Morris reported that using SDS is a different kind of
262127 -    work practice. ref SDS 3 4930
262129 -  ..
262130 - Dick relates sending 12 letters on 000222. ref SDS 53 0001  He sent
262131 - another 7 letters on 000023. ref SDS 56 0001  These were reviewed and
262132 - a response was issued. ref SDS 56 3038  He explains the web is used
262133 - for clear, concise, complete communication, ref DRT 1 1131, and
262134 - provides a link on the web to my letter, ref DIP 4 0001, as an
262135 - example...
262136 -
262138 -          ..
262139 -         http://www.welchco.com/03/00050/61/00/02/2301.HTM#0001
262140 -
262142 -  ..
262143 - A direct link to the SDS schematic, ref OF 2 3385, is provided in
262144 - Dick's letter, ref DRT 1 1792, which was provided to him in the record
262145 - of our meeting on 000218, ref SDS 49 0405, by reference to the meeting
262146 - with PG&E and CDWR on 940901. ref SDS 8 2929
262147 -
262148 -        [On 000308 Tom Field reported this information was helpful.
262149 -        ref SDS 67 1960]
262151 -  ..
262152 - Dick believes a "viewing parameter idea" would enhance usability of
262153 - SDS.  Of course, Jef Raskin, in "The Humane Interface", shows how to
262154 - make systems like SDS very easy to learn and very comfortable and
262155 - convenient to use.  And Tom Gilb, in "Principles of Software
262156 - Engineering Management", shows how to design such systems so that the
262157 - project succeeds and a workable result is obtained. ref DRT 1 3472
262159 -  ..
262160 - Jef's site is at...
262161 -
262162 -            http://www.jefraskin.com
262164 -  ..
262165 - Tom's site is at...
262166 -
262167 -            http://www.result-planning.com/
262168 -
262169 -
262170 -
262171 -
2622 -

SUBJECTS
Entropy Empowerment Causes Disorder, needs SDS for Metrics
Feedback Provides Metric
Feedback Debugs Management Improves Listening

3105 -
310601 -  ..
310602 - SDS Feedback Loops Reduce Information Entropy, Give People Control
310603 -
310604 - Dick says SDS avoids information entropy that degrades management
310605 - systems and reduces performance of organizations and individuals.
310606 - ref DRT 1 5400  This reflects the paper published by AFIT, reviewed on
310607 - 970707. ref SDS 20 0108
310609 -  ..
310610 - Dick cites advantage of feedback loops in SDS over conventional
310611 - "flying blind" methods. ref DRT 1 4216
310613 -  ..
310614 - On 980307 review of Andy Grove's book "Only the Paranoid Survive"
310615 - discussed feedback to improve management and leadership. ref SDS 25
310616 - 7571
310617 - ..
310618 - Feedback is discussed in NWO... ref OF 4 0936
310620 -  ..
310621 - Restraints on feedback are also explained. ref OF 4 2670
310622 -
310623 -
310624 -
310625 -
310626 -
3107 -

SUBJECTS
Web Master, Henry van Eyken, 000225
Leadership
Webmaster BI Assignment
Web Master, Henry van Eykan, 000225
Webmaster BI, Henry van Eykan, 000225

3507 -
350801 -  ..
350802 - Henry van Eyken Web Master for Bootstrap
350803 -
350804 - Follow up ref SDS 58 5893.
350805 -
350806 - Received ref DRT 3 0001 from Henry van Eyken citing Dick Karpinski's
350807 - comments about discovering SDS, per above, ref SDS 0 0897, as a
350808 - metric to illustrate important moments of discovery in life that
350809 - enrich and energize all of us to greater efforts.
350811 -  ..
350812 - In part Henry's comments reflect the benefit of strong leadership,
350813 - first through Doug Engelbart in conducting the Colloquium, and molding
350814 - an effective forum, and, also through Dick, who rightly or wrongly,
350815 - spoke out courageously about the potential of a new direction in
350816 - knowledge work. ref SDS 0 0897
350817 - ..
350818 - Henry reports that Dr. Engelbart has asked him to become
350819 - webmaster for the Bootstrap site.  Henry is retired, and has a lot to
350820 - learn about webmastering.  His experience with his website, and in
350821 - education will make it easier for him to support Bootstrap.
350822 - ref DRT 3 2744
350824 -  ..
350825 - Henry invites Colloquium contributors to support his new assignment,
350826 - perhaps taking on some specific editorial rolls. ref DRT 3 6075
350827 -
350828 -        [On 000229 Henry will focus on webmaster role for Bootstrap.
350829 -        ref SDS 61 0005]
350830 -
350831 -
350832 -
350833 -
350834 -
350835 -
3509 -

SUBJECTS
Improving Improvement, Continual Learning
Bootstrap Strategy, Over-Shoulder Training, 000227
Competence Challenged by Com Metrics
Accountability Caused by Writing Talking Gives Deniability Get Credit
Culture Resists Integrating Separate Functions
Customers Determine Demand Pilot Test Find Early Adopters, Morris
OHS/DKR Bootstrapping Not Compelling
Bootstrap Strategies, 000227

5810 -
581101 -  ..
581102 - Engelbart's Ideas Resisted by Dynamics of Organizational Culture
581103 - Cultural Resists Change to Avoid Risks of Unproven Methods
581104 - Sunshine Profits Mask Need for Continual Improvement
581105 -
581106 - Received ref DRT 4 0001 from Eric Armstrong reviewing Doug Engelbart's
581107 - assumptions and strategies for achieving Bootstrap Institute's
581108 - objectives to develop processes (e.g., POIMS and SDS) for continual
581109 - improvement.  He explains why Doug's ideas on the ABC improvement
581110 - process have been languishing, and how new realities of the Internet
581111 - support a paradigm shift, moving the culture into position to grasp
581112 - and implement Doug's ideas. ref DRT 4 4875
581114 -  ..
581115 - Where is the "paradigm" defined that is to be shifted?
581116 -
581117 -           How about from "informtion" to "knowledge"?
581118 -
581119 -        [On 000229 received letter citing difficulties implementing KM
581120 -        similar to Eric's analysis today. ref SDS 61 0984]
581122 -         ..
581123 -        [On 000301 provided this record to Eric for reference.
581124 -        ref SDS 62 5148]
581126 -         ..
581127 -        [On 000315 frustration about why Doug's ideas have not been
581128 -        accepted more quickly. ref SDS 68 4932
581130 -         ..
581131 -        [On 000407 listed agenda issue for project meetings.
581132 -        ref SDS 77 0300
581134 -         ..
581135 -        [On 001121 Eric objects to OHS Overview. ref SDS A1 M3PW
581137 -      ..
581138 -     Doug's Strategy: Improvement Arises from Show-screen Technology
581139 -
581140 -     Eric describes Doug's presentation in session 8 of the
581141 -     Colloquium...
581142 -
581143 -       1.  We need to improve an organization's capability for
581144 -           improving their capabilities, ref DRT 4 0318
581146 -            ..
581147 -           ABC improvement model was reviewed from Doug's 1992 paper on
581148 -           Groupware, ref SDS 41 1550, which Doug cited on 991222 as
581149 -           the basis for Colloquium. ref SDS 41 3360
581150 -
581151 -           "C" activity is the part that drives improvement, and this
581152 -           requires pilot testing. ref SDS 41 N65J  Doug discusses
581153 -           importance of pilot testing, ref SDS 41 5402, but analysis
581154 -           shows strong resistance. ref SDS 41 5S8H  An example, is
581155 -           Eric's letter a few days ago on 000225 suggesting that a
581156 -           reasonable standard for adopting engineering strategy is to
581157 -           reject ideas if you not completely sure. ref SDS 58 L5D9
581159 -            ..
581160 -       2.  Implementation of ABC can happen with good show-screen
581161 -           technology, so that others can "look over your shoulder" and
581162 -           see how you do things.
581163 -
581164 -             [On 000327 Doug seemed to cite this method as a means to
581165 -             solve problem of accelerating technology that is not
581166 -             productive for knowledge work. ref SDS 72 4420
581168 -      ..
581169 -     Ignorance, Fear, Denial Inhibit Improvement
581170 -     Over-the-Shoulder Training, Learning Cannot Launch a Revolution
581171 -
581172 -     Eric argues that Doug's strategy is incorrect, because...
581173 -
581174 -       1.  Organizations want to improve productivity and earnings but
581175 -           resist improving capability to improve. ref DRT 4 3784
581177 -            ..
581178 -           This point was raised on 000120 in a letter to the
581179 -           Colloquium. ref SDS 44 2546
581180 -
581181 -              [On 000302 Eugene Kim reports management improves its
581182 -              work practices based on cost/benefit. ref SDS 63 4864]
581183 -
581184 -              [On 000315 frustration about why Doug's ideas have not
581185 -              been accepted more quickly. ref SDS 68 4932
581187 -               ..
581188 -              [On 000509 discussed Bootstrap strategy with Eric.
581189 -              ref SDS 89 1900
581191 -               ..
581192 -              [...Paul Fernhout reviews Bootstrap. ref SDS 90 4514
581194 -               ..
581195 -              [On 010908 Jack Park says laziness encourages people who
581196 -              don't care about productvity and earnings to avoid
581197 -              improving the work. ref SDS A7 YF5O
581199 -            ..
581200 -           This aligns with the report on 990527 that cultural forces
581201 -           resist Com Metrics. ref SDS 32 1233  People want earnings to
581202 -           improve by using what they already know how to do.  They
581203 -           will get up earlier, work longer, fly to Japan, and
581204 -           everywhere, but they are not willing to learn something that
581205 -           will improve their work practice.  Grove's call to "study,"
581206 -           and "experiment" with new methods, on 980307, ref SDS 25
581207 -           3620, is overwhelmed by the dynamics of culture that avers
581208 -           risk, per Christensen. ref SDS 32 0703  Grove admits
581209 -           managers talk about change, but loathe improving their own
581210 -           work practice. ref SDS 25 1660
581212 -            ..
581213 -       2.  Paradigm shift cannot gradually evolve; it requires an
581214 -           abrupt transition as occurs only in the wake of catastrophe.
581215 -           ref DRT 4 2400
581217 -            ..
581218 -           War, failure, imminent failure, focus people on searching
581219 -           for new directions.
581221 -            ..
581222 -           Below, Eric expands on challenge of paradigm shift as
581223 -           "guerrilla war." ref SDS 0 4987
581224 -
581225 -              [On 001207 too many people having too many problems
581226 -              causes productivity, earnings and stock prices to fall;
581227 -              does not increase demand for intelligence to improve the
581228 -              work because people still working feel don't feel
581229 -              personal threat. ref SDS A2 V54M
581231 -               ..
581232 -              [On 010908 people don't care about productivity, earnings
581233 -              and stock prices. ref SDS A7 YF5O
581235 -               ..
581236 -              [On 010911 US attacked in New York, Pentagon, 6000 lives
581237 -              lost; people care about intelligence to strengthen
581238 -              national security. ref SDS A8 UP5K
581240 -            ..
581241 -           Alphabet technology gradually evolved.  Took 5000 years for
581242 -           people to realize benefits of investing in growing new
581243 -           knowledge machines, i.e., literate people.
581245 -            ..
581246 -       3.  Paradigm shifts require a "top down" commitment from
581247 -           management.  Eric holds paradigm shifts simply do not occur
581248 -           that way.  Rather, they come from the other direction.
581249 -           ref DRT 4 7584
581251 -            ..
581252 -           Grove recalls moving Intel from memory to a microprocessor
581253 -           manufacturer, was like traveling through the valley of
581254 -           death, reviewed on 980307. ref SDS 25 4674
581256 -            ..
581257 -       4.  Pilot testing for more than 20 minutes is resisted because
581258 -           the cost of failure seems too high for investing time to
581259 -           learn new methods.  Technology that takes more than 20
581260 -           minutes to learn in order to prove that new skills improve
581261 -           results, seems too frustrating compared to investing the
581262 -           same time using existing skills that produce known results,
581263 -           as reported by Ross Armstrong on 890809. ref SDS 2 5U6K
581264 -           Therefore, pilot testing beyond 20 minutes is resisted by
581265 -           lower echelons who perceive it as "interference" in ongoing
581266 -           activity that is fun and rewarding.  Promises of future
581267 -           rewards from incurring a current cost of change are
581268 -           uncertain, and even if the rewards accrue, the payback
581269 -           period is so long, and the results so far removed from the
581270 -           source, that there is a serious danger that the
581271 -           contributions will not even be recognized. ref DRT 4 5555
581272 -
581273 -              [...below, Eric proposes introducing OHS/DKR technology
581274 -              change to improve software programming. ref SDS 0 1248
581276 -               ..
581277 -              [On 000921 Eric explains time critical factor that
581278 -              hinders using technology for improving productivity, and
581279 -              so reduces time for pilot testing to only 20 minutes,
581280 -              which prevents discovering useful improvements.
581281 -              ref SDS 99 AF3L
581283 -               ..
581284 -              [On 001207 too many people having too many problems
581285 -              causes productivity, earnings and stock prices to fall;
581286 -              does not increase demand for intelligence to improve the
581287 -              work because people still working feel don't feel
581288 -              personal threat. ref SDS A2 V54M
581290 -               ..
581291 -              [On 010908 people don't care about productivity, earnings
581292 -              and stock prices. ref SDS A7 YF5O
581294 -               ..
581295 -              [On 010911 US attacked in New York, Pentagon, 6000 lives
581296 -              lost; people care about intelligence to strengthen
581297 -              national security. ref SDS A8 UP5K
581299 -            ..
581300 -           Eric's analysis reflects cost of learning SDS relative to
581301 -           climbing Half-Dome, on 950915. ref SDS 13 4930
581303 -            ..
581304 -           On 000106 people feel threatened by advocating improvement
581305 -           because they are challenged for competency. ref SDS 42 0877
581307 -            ..
581308 -           When sending children to school was proposed, parents felt
581309 -           there wasn't enough time.  Kids have wood to chop, crops to
581310 -           harvest, water to fetch, cited by Jason Yuen on 990505 on
581311 -           why executives at the San Francisco International Airport
581312 -           are afraid to invest intellectual capital to grow
581313 -           organizational memory. ref SDS 30 8712  Growing intellectual
581314 -           capital that increases ability to chop wood, harvest crops
581315 -           and fetch water is rejected because cost savings have not
581316 -           been proven.  The farmer points out this is risky, because
581317 -           the reward is deferred, but the cost has to be paid now.
581318 -           Pointing out that the farmer takes the same risk planting
581319 -           seeds in the spring, hoping for a crop in the fall, the
581320 -           farmer replies, "Yeah, but I already know how to do that.
581321 -           Somebody else took the risk and discovered the value of
581322 -           investing time for doing my work a long time ago, so the
581323 -           risk is reduced.  Get somebody else with courage to go
581324 -           first."
581326 -            ..
581327 -           Thus, organizational and self-interest dynamics suppress
581328 -           literacy and encourage reliance on talking and listening in
581329 -           continual meetings, because there isn't enough time to grow
581330 -           intellectual capital, and cost savings are not established.
581331 -           People know that a fast talker is rewarded with getting
581332 -           credit for success, and conversation enables deniability to
581333 -           avoid accountability for problems, per analysis on 991108.
581334 -           ref SDS 40 7520
581336 -            ..
581337 -           Eric notes that managers from the CEO down have to think 20
581338 -           or 30 times before attempting to work on setting up an
581339 -           infrastructure that aims to improve the organization's
581340 -           ability to improve. ref DRT 4 3584
581342 -            ..
581343 -           On 990625 CEOs fail because they fail to execute sound
581344 -           management practice. ref SDS 33 7344
581345 -
581347 -      ..
581348 -     Counter Proposal - Time is the Enemy of Improvement
581349 -     Results Sell Improvement, Not Explanations of Process??
581350 -     Deferred Rewards Require Leadership with a Broader Vision
581351 -
581352 -     Eric argues that no one cares how people work until good results
581353 -     occur.  Even then, management is likely unconcerned about the
581354 -     process -- it is only results that count.  Coworkers are motivated
581355 -     only by proven success. ref DRT 4 4420
581356 -
581357 -              [On 000706 reviewed what people care about that forms new
581358 -              markets. ref SDS 96 RX3K
581360 -               ..
581361 -              [On 010908 people don't care about productivity, earnings
581362 -              and stock prices. ref SDS A7 YF5O
581364 -               ..
581365 -              [On 010911 people care about safety. ref SDS A8 UP5K
581367 -      ..
581368 -     Eric concludes DKR acceptance and use will occur, not by showing
581369 -     the process, but by showing spectacular results.  How can we show
581370 -     good results?  This requires opportunity to demonstrate use over a
581371 -     period of time. ref DRT 4 4420
581372 -
581373 -              [On 010916 Eric reports SDS demonstrates amazing memory
581374 -              that obviously shows SDS works. ref SDS A9 0001
581376 -          ..
581377 -         Doug calls for pilot testing to demonstrate results, from
581378 -         review on 991222. ref SDS 41 5402
581379 -
581380 -         Pilot testing is difficult because strong social and personal
581381 -         dynamics of competence prevent people and organizations from
581382 -         being helped. ref SDS 0 5810
581384 -          ..
581385 -         This point was cited on 000120 in a letter to the Colloquium.
581386 -         ref SDS 44 2546
581387 -
581388 -            [On 000302 Eugene Kim concurs need to show results on small
581389 -            scale initial efforts. ref SDS 63 0896]
581390 -
581391 -            [On 000307 seniors proposed to pilot test knowledge
581392 -            management capability. ref SDS 66 4377
581394 -             ..
581395 -            [On 000315 frustration about why Doug's ideas have not been
581396 -            accepted more quickly. ref SDS 68 4932
581398 -             ..
581399 -            [On 000317 letter to Colloquium on seniors to pilot test
581400 -            DKR capability. ref SDS 70 0005
581402 -          ..
581403 -         People fear efforts to improve will make them look foolish,
581404 -         incompetent, which threatens self-esteem and reputation,
581405 -         therefore marketability, as set out in analysis on the high
581406 -         cost of medical mistakes. ref DIP 5 6048 and ref DIP 5 3933
581407 -         Only leadership with a broader vision can help people focus on
581408 -         gaining credit for better results, rather than fear
581409 -         accountability for problems.
581411 -          ..
581412 -         Improving earnings starts with knowledge work.  This entails
581413 -         collaboration. So, improving knowledge work requires improving
581414 -         the work of a team, department, project. Better knowledge
581415 -         management reduces errors, but proactive exposure of error at
581416 -         a time when action can be taken to avoid future mistakes that
581417 -         cost money, causes embarrassment, fear, denial and resistance.
581418 -         People prefer the security of deniability over the prospects
581419 -         of more money if things succeed or accountability if things
581420 -         fail.
581422 -          ..
581423 -         Pilot Testing Takes Courage and Faith of the Farmer
581424 -
581425 -         Performing work to prove that everyone will be a hero by using
581426 -         SDS to identify future mistakes because information does not
581427 -         align with requirements, and then fixing them before the work
581428 -         is impacted, takes faith to take an action today, and
581429 -         consistently for some time, in order for rewards to role in
581430 -         later.  Deferred rewards require the courage of the farmer, to
581431 -         withstand the allure of the hunter/gatherer model of foraging
581432 -         for immediate gratification.  The farmer does not reap a
581433 -         reward until months after investing time to plant seeds for a
581434 -         new crop, as reviewed on 950426 discussing the challenge of
581435 -         investing intellectual capital. ref SDS 11 4404
581437 -          ..
581438 -         On 921205 faith moves mountains, but is overwhelmed by
581439 -         self-interest dynamics. ref SDS 5 8493
581441 -          ..
581442 -         Very few engineers, accountants, executives, bakers, and
581443 -         window washers have the courage and faith of the farmer, as
581444 -         reviewed on 950428. ref SDS 12 8564
581445 -
581446 -            [On 000315 Colloquium reviews frustration from time needed
581447 -            to promote change. ref SDS 68 7426
581448 -
581449 -
581450 -
581451 -
581452 -
581453 -
5815 -

SUBJECTS
Information Highway Brings New Reality Requires New Capabilities
Management Imploding - New Reality
CEOs Failing at Higher Rate
Intelligence Core Knowledge Enterprise Management
New Realities Require Front Investment to Be Prepared
Future will Not Wait
Human Mind Building World for Which it is Not Well Suited
Running Out of Gas on Information Highway Pandora's B
Pilot Test New Capabilities, 000227
Internet Demonstrates KM Benefits, 000227
Innovation Loop Solved Experiment
Software Programming Program Initial Produce, 000406
Software Programmers Resist Changing Programming Toosl, 000413
Pilot Test Helps Customers Discover Added Value with Low Risk
Pilot Test Com Manager Role, Letter to Morris

8317 -
831801 -      ..
831802 -     New Realities Force New Paradigm:  Intelligence Grows Knowledge
831803 -     Intelligence Requires Skills, Tools and Time
831804 -     Individuals Connected to DKR on Internet Sells Improvement Model
831805 -
831806 -     Eric expects knowledge management will gain acceptance when
831807 -     individuals become more productive.  He feels the Internet will
831808 -     make that scenario possible, because it will allow multiple
831809 -     professionals in a given discipline to share knowledge needed to
831810 -     succeed. ref DRT 4 0264
831811 -
831812 -        [On 000301 provided this record to Eric for reference.
831813 -        ref SDS 62 5148]
831815 -         ..
831816 -        [On 000302 Eugene Kim reports that computers have not yet
831817 -        developed the core capability that improves management.
831818 -        ref SDS 63 1248]
831820 -      ..
831821 -     Eric reports that the Internet has enabled him to reach out to a
831822 -     large number of people, with many ideas on a variety of topics. In
831823 -     this medium, no one asks "What are your credentials?" There are no
831824 -     reviewers to please, no peers to appease. The only questions
831825 -     anyone asks are "How good are the ideas?", "Do they make sense?",
831826 -     "Can they work?". ref DRT 4 4278
831827 -
831828 -         Merely sharing information is helpful, but passive, and so of
831829 -         marginal value with respect to improving productivity.  The
831830 -         real gain is using technology for proactive "intelligence"
831831 -         work, to convert inert information into useful knowledge and
831832 -         idea, see POIMS. ref OF 1 2049
831834 -          ..
831835 -         On 971021 strategy to use the Internet for delivering anytime,
831836 -         anywhere "intelligence," was applied. ref SDS 23 9999
831838 -          ..
831839 -         On 980307 Andy Grove at Intel concurred with Eric that the
831840 -         Internet is a new reality, i.e., a strategic inflection point.
831841 -         ref SDS 25 3495  Andy says it requires study and learning new
831842 -         skills.  However, he reported a year later on 990527,
831843 -         ref SDS 32 0682, that engineers don't want to read. On 990525
831844 -         engineers didn't want to write. ref SDS 31 0966  How is the
831845 -         Internet going to help people who don't want to read and
831846 -         write?  By making literacy faster, better and cheaper, shown
831847 -         on 950204. ref SDS 10 4995  No, on 960507 pictures on the web
831848 -         were going to replace reading and writing.  On 990713 anytime,
831849 -         anywhere intelligence on the Internet sounded funny and alien.
831850 -         ref SDS 34 1767
831852 -          ..
831853 -         So, we have work to do.
831854 -
831856 -      ..
831857 -     Software Project Can Illustrate Better Productivity from KM
831858 -     Core Capability Knowledge Management is Intelligence
831859 -
831860 -     Eric suggests experience using knowledge management will lead to
831861 -     widespread use of knowledge management, i.e., market penetration,
831862 -     ref SDS 0 0896, and poses a theoretical software project using a
831863 -     DKR that combines expertise of professionals all over the world.
831864 -     The authoring environment enables design in minutes, citing
831865 -     references to original sources, and becoming educated in new
831866 -     design patterns, all in real time. ref DRT 4 3952
831867 -
831868 -            [On 000302 Eugene Kim reports that computers have not yet
831869 -            developed the core capability that improves management.
831870 -            ref SDS 63 1248]
831872 -      ..
831873 -     Above, Dick Karpinski reports SDS supports DKR objectives.
831874 -     ref SDS 0 0897
831875 -
831876 -            [On 000405 Eric objects to saving time by linking, wants
831877 -            more "inline" material. ref SDS 75 4823
831878 -
831879 -            [On 000504 Eric feels "knowledge" is too hard to
831880 -            understand, ref SDS 85 5033, wants to focus on improving
831881 -            email. ref SDS 85 5187
831883 -      ..
831884 -     On 970107 Bob Johnston, President, Dutra Engineering, noted that
831885 -     SDS manages details better than other methods. ref SDS 16 4953  On
831886 -     970328 US Army Corps of Engineers issued a report, received, on
831887 -     970418, ref SDS 17 3368, that supported Bob's assessment, noting
831888 -     that Communication Metrics provides an "Intelligence" capability
831889 -     for daily management. ref DRP 3 6172
831890 -
831891 -            [On 000327 Doug Engelbart cited his paper in 1992 that
831892 -            explains need for knowledge tools that improve handling of
831893 -            daily working information. ref SDS 72 3971
831895 -             ..
831896 -            [On 000331 Jack Park submits article leading to analysis on
831897 -            how to identify and support a huge, new market based on
831898 -            knowledge management capability. ref SDS 73 6887
831900 -             ..
831901 -            [On 000406 DKR project "seed" team proposes first effort of
831902 -            team will a program to improve software programming, as
831903 -            Eric discusses today. ref SDS 76 5078
831905 -             ..
831906 -            [On 000420 CRTI team fell back to using personal recall and
831907 -            regular email because it seems fast and easy, rather than
831908 -            the connections available from the DKR program they
831909 -            created. ref SDS 80 4911
831911 -             ..
831912 -            [On 000423 Eric defines purpose of DKR project to provide
831913 -            connected environment for discussion and deliberation that
831914 -            records the decisions and their rationales that allows the
831915 -            knowledge gained in the process to be applied to future
831916 -            projects. ref SDS 81 5933
831918 -             ..
831919 -            [On 000427 Doug Engelbart proposed Guide to Running NICs
831920 -            that the DKR project caputre the record of daily working
831921 -            information. ref SDS 84 2867
831923 -             ..
831924 -            [On 000504 Eric prefers printed material to using the
831925 -            record online, which eliminates access to the benefit of
831926 -            the DKR he is trying to create. ref SDS 86 5092
831928 -             ..
831929 -            [On 000504 online links are confusing, even though Eric is
831930 -            creating a requirements spec that will produce a linked
831931 -            environment that "boggles the mind." ref SDS 86 1739
831933 -             ..
831934 -            [On 000517 Eric reviews objective to improve email to
831935 -            collaborate on software development. ref SDS 91 2150
831937 -             ..
831938 -            [On 000601 Doug Engelbart wants software programming
831939 -            program to support "multiple views." ref SDS 92 7238
831941 -             ..
831942 -            [On 000614 Eric explains software engineers resist using
831943 -            better tools, similar to doctors, mechanics, carpenters,
831944 -            lawn mowers, executives, and all of us. ref SDS 95 1938
831946 -             ..
831947 -            [On 000811 Eric objects to connected environment.
831948 -            ref SDS 97 0001
831950 -             ..
831951 -            [On 000824 Eric objects to daily working information being
831952 -            connected to project archives. ref SDS 98 7O9I
831954 -          ..
831955 -         On 000120 Eric asked what a DKR looks like? ref SDS 44 3002
831957 -          ..
831958 -         On 000125 Eric expects a DKR would "boggle" the mind.
831959 -         ref SDS 45 3975
831961 -          ..
831962 -         On 000208 Eric asks for ideas on core capability for DKR.
831963 -         ref SDS 46 8960
831965 -          ..
831966 -         Knowledge management requires an "intelligence" process in
831967 -         order to really improve productivity.  "Intelligence" avoids
831968 -         meaning drift by creating alignment between events at time
831969 -         now, Tn, later events at tn + x, and previously at Tn - y, so
831970 -         that action is consistent with objectives, requirements and
831971 -         commitments.  This is extremely complex work.
831973 -          ..
831974 -         A knowledge repository requires daily content.  Alignment
831975 -         showing conflict that provides early, proactive opportunity to
831976 -         avoid mistakes in the work, cause anger and withdrawal, as
831977 -         reported by the US Army Corps of Engineers on 961017,
831978 -         ref SDS 15 5832,  absent skillful development of content to
831979 -         avoid controversy, while also being constructive.
831981 -          ..
831982 -         Developing useful content, i.e., good "intelligence," requires
831983 -         special tools, skills and dedicated time.
831985 -          ..
831986 -         When executives, engineers, bankers and bakers, encounter
831987 -         knowledge management for the first time, there necessarily are
831988 -         a lot of problems to solve from not having used "intelligence"
831989 -         previously.  Exposing the complexity of the work and the
831990 -         number of errors that have occurred shocks people, and causes
831991 -         resistance, for example the Moscone project on 980929.
831992 -         ref SDS 27 0000  People don't realize that unanswered email is
831993 -         part of the DKR that needs to be reviewed to discover status,
831994 -         pending issues and overlooked opportunities.  DKR provides a
831995 -         structure for "intelligence" to improve, but people still have
831996 -         to go back and do the work.
831998 -          ..
831999 -         Intelligence work necessarily exposes a lot of mistakes in
832000 -         understanding and lack of alignment.  This requires a lot of
832001 -         emotional strength in organizing and analysing the record to
832002 -         confront continual error from looking at daily work under a
832003 -         microscope to discover problems and opportunities that
832004 -         normally are overlooked until crisis occurs.
832005 -
832006 -            [On 000420 CRTI team fell back to using personal recall and
832007 -            regular email because it seems fast and easy, rather than
832008 -            the connections available from the DKR program they
832009 -            created. ref SDS 80 4911
832010 -
832011 -
832013 -      ..
832014 -     Paradigm Shifts are "Tricky" - Takes Courage to Go First
832015 -     Pilot Testing New Capability Solves Innovation Loop
832016 -     Success Breeds Faith in a New Direction toward DKR???
832017 -
832018 -     Eric expects that good work using the DKR will be favorably
832019 -     rewarded.  He forecasts promotion to project leader. ref DRT 4
832020 -     0990
832021 -
832022 -         In order for "good work" to demonstrate benefit of a DKR, the
832023 -         DKR has to be used to perform some work. which requires
832024 -         overcoming objections of culture and cost, i.g., ignorance,
832025 -         fear and denial.  This is an innovation loop, cited by
832026 -         Christensen, reviewed on 990527 regarding disruptive
832027 -         technologies. ref SDS 32 7372  DKR is a disruptive technology.
832029 -          ..
832030 -         Doug Engelbart calls for pilot testing, see above. ref SDS 0
832031 -         0990  On 980307 Andy Grove urges managers to experiment with
832032 -         new methods, but managers do not feel comfortable
832033 -         experimenting, without support of management. ref SDS 24 4025
832034 -
832035 -           [On 000228 Hirohide supports pilot testing. ref SDS 61 2550]
832037 -          ..
832038 -         On 990505 "attitudes" have to change in order to add
832039 -         "intelligence" to management; people feel it is impossible,
832040 -         and so is off-the-wall. ref SDS 30 4732  On 990713
832042 -          ..
832043 -         The expectation in Eric's scenario that good results generate
832044 -         support, conflicts with history and culture, per above.
832045 -         ref SDS 0 5810  If people fear accountability, good results
832046 -         will be attributed to other factors in order to avoid use of
832047 -         tools that bring accountability.
832049 -          ..
832050 -         On 970624 leadership ignored evidence of cost savings to
832051 -         impose feel good management. ref SDS 19 7388
832053 -          ..
832054 -         Prometheus was rewarded by punishment, according to Hutch's
832055 -         essay reviewed on 991108. ref SDS 40 5810
832057 -          ..
832058 -         On 920128 calling out a change of course to avoid danger in
832059 -         the distance may result in throwing the "lookout" overboard,
832060 -         if it delays shore leave. ref SDS 4 1199
832062 -      ..
832063 -     Eric expects that continued success using DKR brings promotion to
832064 -     project management, and a chain reaction of inquiry that follows
832065 -     about benefits of the DKR forms a critical mass of support for
832066 -     expanding use. ref DRT 4 2891
832068 -          ..
832069 -         The scenario for adopting SDS uses Eric's strategy and
832070 -         planning. ref OF 3 0001  On 000223 Dick Karpinski reported
832071 -         this helped him understand SDS. ref SDS 53 0876  Dick reports
832072 -         above to the Colloquium on this opportunity to experience
832073 -         knowledge management capability. ref SDS 0 0897
832075 -          ..
832076 -         Dick, also, reported on 000221 that, despite benefits and
832077 -         success, it is "tricky" to gain acceptance of capability that
832078 -         provides future rewards, ref SDS 51 4722, concurring with
832079 -         Eric. ref SDS 0 5952
832080 -
832081 -
832082 -
832083 -
8321 -

SUBJECTS
Case Studies, Causation, Root Causes Continual Learning
Root Causes Intelligence, Correlations
Case Studies, Traceability, Continual Learning
Lessons Learned, Avoiding Rework, Extra Cost, Delay
Repository of Experience, Knowledge
Lessons Learned, Case Studies Root Cause Analysis
Organic Structure Balance with Flexibility

9709 -
971001 -      ..
971002 -     Case Studies Organized According to Lessons Learned
971003 -     Knowledge Management Lifts Collective IQ, Expands OHS Concept
971004 -
971005 -     Eric recommends the Colloquium look beyond an Open HyperDocument
971006 -     System (OHS).  He expects that a dynamic knowledge repository
971007 -     includes principles and case studies, which provides "education on
971008 -     demand" to its users, and produces "collective IQ" by making
971009 -     available to all what is known to each. ref DRT 4 1888
971010 -
971011 -         POIMS technology explains synergy arising from the dynamics
971012 -         of individuals and organizations that lifts the capacity to
971013 -         think, remember and communicate. ref OF 1 6528
971015 -          ..
971016 -         [On 000306 updated Editor Spec proposes teaching and continual
971017 -         learning for DKR requirements; does not mention case study
971018 -         capability. ref SDS 65 0741
971020 -      ..
971021 -     This recommendation aligns with the innovation Eric proposed on
971022 -     000212 to move beyond the traditional notion of knowledge as
971023 -     "documents." ref SDS 47 9790
971024 -
971025 -         [Earlier today, Eric asks how a case study on an email problem
971026 -         can be organized. ref SDS 60 0001]
971028 -      ..
971029 -     Eric's second letter asks how to organize "case studies" for
971030 -     generic application to daily work. ref DRT 5 0001  He maintains
971031 -     that....
971032 -
971033 -           We mare almost certainly decades away from having the
971034 -           capacity to automatically index a story under all the many
971035 -           headings that might be appropriate. The story about
971036 -           improving cars, for example, might be about improving
971037 -           designs, overcoming management resistance, achieving worker
971038 -           acceptance, getting customers involved, moving to
971039 -           standardized interfaces, none of the above, all of the
971040 -           above, or any combination of the above and many more.
971041 -           ref DRT 5 9851
971043 -      ..
971044 -     Later in his letter, Eric noted that Colloquium session #8 helped
971045 -     people recognize how to use case studies to improve daily work,
971046 -     ref DRT 5 0192, and so he asks how to organize case studies into a
971047 -     useful record without being able to "automatically" index under
971048 -     all of the many headings that might be appropriate. ref DRT 5 009H
971049 -
971050 -            [On 010622 Jack Park asked for an explanation of SDS
971051 -            organic structures. ref SDS A6 S63L
971053 -          ..
971054 -         SDS uses organic subject structures to address the problem
971055 -         Eric cites, explained on 890523, ref SDS 1 SQ5L
971057 -          ..
971058 -         On 970528 case study on Columbia Space Shuttle crash in 1986
971059 -         showed that small mistakes in daily communication led to
971060 -         bigger problems. ref SDS 18 2168
971062 -          ..
971063 -         US Army Corps of Engineers reported that SDS improves Lessons
971064 -         Learned program by providing case studies. ref DRP 3 3156
971066 -          ..
971067 -         On 990426 SDS record provides training and teaching aid for
971068 -         JPS on computer systems support. ref SDS 28 2856  JPS manager
971069 -         endorsed SDS effectiveness. ref SDS 28 9400
971070 -
971071 -
971072 -
971073 -
971074 -
971075 -
9711 -

SUBJECTS
Attribution Comment Praise Credit Recognition Knowledge Management T

AL03 -
AL0401 -      ..
AL0402 -     Attribution (Credit) for Good Ideas, Success Breeds Support
AL0403 -     Credit Accountability Powerful Binary Forces of Attribution
AL0404 -     Binary Forces Enabled by Attribution for Credit Accountability
AL0405 -
AL0406 -     Eric relates Jim Spohrer presentation on Education Object Economy,
AL0407 -     for citing attribution of individual contributions to the DKR, as
AL0408 -     the "coin of the realm" as in academic societies. With a DKR that
AL0409 -     preserves attributions, therefore, one can expect the volume of
AL0410 -     contributions to be high. ref DRT 4 3190
AL0411 -
AL0412 -         On 990716 NSF project proposes network bookkeeping for
AL0413 -         tracking attribution, credit and recognition and allocating
AL0414 -         payments based on added value of contributors on the Internet.
AL0415 -         ref SDS 35 LV4K  This effort was not successful. ref SDS 35
AL0416 -         3840
AL0418 -          ..
AL0419 -         On 990802 SDS supports allocation of time and attribution
AL0420 -         using organic subject structure. ref SDS 36 2226
AL0422 -          ..
AL0423 -         Organizational memory enables timely, accurate, fair
AL0424 -         attribution that drives binary forces allocating credit and
AL0425 -         accountability that is the essence of good management,
AL0426 -         reported on 970829. ref SDS 21 6666
AL0428 -          ..
AL0429 -         Communication analyst attributes others with credit for
AL0430 -         getting things done correctly, on time and within budget using
AL0431 -         good ideas to avoid and solve problems; helps people overcome
AL0432 -         fear of accountability that prevents working intelligently
AL0433 -         under binary forces of Theory X and Theory Y that motivate
AL0434 -         people, noticed by Peter Drucker, reviewed on 931130.
AL0435 -         ref SDS 7 9677  On 980405 concept of adding intelligence to
AL0436 -         management empowers people to get credit for improved
AL0437 -         earnings. ref SDS 26 1491
AL0439 -        ..
AL0440 -       [On 000324 Jim is cited for discussing WBI transcoding during
AL0441 -       his presentation for the Colloquium. ref SDS 71 7568
AL0443 -        ..
AL0444 -       [On 000414 Eric reports that Traction supports attribution.
AL0445 -       ref SDS 78 6744
AL0447 -        ..
AL0448 -       [On 000423 Eric submits atomic data structures for editor that
AL0449 -       supports attribution. ref SDS 81 2597
AL0451 -        ..
AL0452 -       [On 000505 v0.5 requirements spec includes section to support
AL0453 -       attribution fucntion. ref SDS 88 2079
AL0455 -        ..
AL0456 -       [On 000505 v0.5 does not attribute contributions. ref SDS 88
AL0457 -       0375
AL0459 -        ..
AL0460 -       [On 000601 v0.7 attributes contributions. ref SDS 93 1462
AL0462 -        ..
AL0463 -       [On 000602 Bill Bearden attributes contributions for glossary to
AL0464 -       define "knowledge," and other project terms. ref SDS 94 0195
AL0466 -        ..
AL0467 -       [On 001224 Gary Johnson says attribution increases progress on
AL0468 -       open source projects, encourages participation. ref SDS A3 0001
AL0470 -        ..
AL0471 -       [On 001224 Xanadu developed method to track attribution to
AL0472 -       support payments for contributions on the Internet. ref SDS A3
AL0473 -       6I7K
AL0475 -        ..
AL0476 -       [On 010211 Jim Spohrer's background cites presentation cited
AL0477 -       today that explains importance of attribution. ref SDS A4 04YW
AL0479 -        ..
AL0480 -       [On 010217 attribution omitted on POIMS due to limited time and
AL0481 -       slow tools. ref SDS A5 FC6L
AL0483 -        ..
AL0484 -       [On 020822 John Maloney advocates technology that puts people
AL0485 -       first; attribution of credit and accountability binary forces of
AL0486 -       good management. ref SDS B0 N59O
AL0488 -        ..
AL0489 -       [On 030115 Eric discusses attribution in relation to CDS work he
AL0490 -       did that later supported Lee Iverson's submission of CDR.
AL0491 -       ref SDS B1 GU9N
AL0493 -        ..
AL0494 -       [On 041027 attribution to Doug Engelbart for ideas on augmenting
AL0495 -       intelligence cited in ASB at aerospace company for standard on
AL0496 -       organizational memory. ref SDS B2 L18O
AL0498 -        ..
AL0499 -       [On 060907 attribution commend Jack's work and commitment to
AL0500 -       advance knowledge management using topic maps. ref SDS B3 IH6O
AL0501 -
AL0502 -
AL0503 -
AL0504 -
AL06 -

SUBJECTS
Organic Subject Structure, MBO
Subject Indexing, General
Organic Subject Structure Manages Complexity, Like WBS
Ontology Organization Method

AU06 -
AU0701 -      ..
AU0702 -     Organizing Information on the Internet, Books, Articles
AU0703 -
AU0704 -     Eric expects that knowledge management capability for information
AU0705 -     in books, magazines, journals, papers, and Web articles, would
AU0706 -     improve daily work enough to establish eventual supremacy of
AU0707 -     knowledge management in a "survival of the fittest" business
AU0708 -     climate. ref DRT 4 7656
AU0709 -
AU0710 -         First, you have to define "knowledge" and how it differs from
AU0711 -         "information," that is already being done.
AU0713 -      ..
AU0714 -     Eric's second letter asks how to organize "case studies" for
AU0715 -     generic application to daily work. ref DRT 5 0001
AU0716 -
AU0717 -        [On 000403 Eric reviewed opportunities for knowledge management
AU0718 -        to become a profitable business. ref SDS 74 0004 and expresses
AU0719 -        frustration about difficulty of task. ref SDS 74 5956
AU0721 -         ..
AU0722 -        [On 000405 Jack Park proposes that ontology is crtical part of
AU0723 -        knowledge representation. ref SDS 75 1548
AU0725 -         ..
AU0726 -        [On 010916 Eric reports SDS mechanism for memory obviously
AU0727 -        works and is amazing. ref SDS A9 0001
AU0729 -      ..
AU0730 -     Recognizing "case studies" are important for analyis understanding
AU0731 -     and solving problems presents objectives for Knowledge Management
AU0732 -     technology that align with discussion on...
AU0733 -
AU0734 -        960304 Vannevar Bush proposed in 1945 that computer technology
AU0735 -        for paperless office should make capturing and assembling the
AU0736 -        record for case studies fast and easy. ref SDS 14 368K
AU0738 -         ..
AU0739 -        000219 need for tools to help distinguish subjects that seem
AU0740 -        closely related. ref SDS 50 0765
AU0742 -         ..
AU0743 -        000221 develop ontology for Internet, ref SDS 52 8044
AU0744 -        complexity of project is Pandora's Box. ref SDS 52 7455
AU0746 -         ..
AU0747 -        000223 showed how Henry van Eyken's analysis of education can
AU0748 -        be organized. ref SDS 55 1254
AU0750 -         ..
AU0751 -        000225 Henry van Eyken asks about level of effort to maintain
AU0752 -        organization of information over a period of years. ref SDS 58
AU0753 -        2496
AU0755 -      ..
AU0756 -     Organizing the record is key part of "intelligence" defined in
AU0757 -     POIMS. ref OF 1 0561 and ref OF 1 1110  On 000120 analysis of
AU0758 -     Colloquium indicates that organization helps knowledge management.
AU0759 -     ref SDS 44 6916
AU0761 -      ..
AU0762 -     Reviewing and organizing source material is a huge job.  It can
AU0763 -     only be done incrementally in the course of working on an actual
AU0764 -     project that provides a record for associating subjects with
AU0765 -     context.  Eric has started an initial DKR for the DKR project, but
AU0766 -     so far there is no context for anything, just some rough
AU0767 -     categories.
AU0769 -      ..
AU0770 -     In the same way that the human body gives meaning to information
AU0771 -     the body encounters, a set of needs must be identified from which
AU0772 -     organic subjects are continuously extrapolated.
AU0773 -
AU0774 -
AU0775 -
AU0776 -
AU0777 -
AU08 -

SUBJECTS
Paradigm Shift from Documents to Continuous Knowledge Stream
Uncommon Sense
Buy-in
Paradigm Shifts

AY06 -
AY0701 -      ..
AY0702 -     Paradigm Shift is a Guerrilla War, Requires Warriors and Weapons
AY0703 -
AY0704 -     Eric explains PARADIGM SHIFT IS A GUERRILLA WAR. The words
AY0705 -     "paradigm shift" imply a widely-held model of things are or should
AY0706 -     be changed, that is being held in place by large, collective
AY0707 -     forces.  This change cannot happen "from the top down".
AY0708 -     ref DRT 4 5313
AY0709 -
AY0710 -            [On 000302 Eugene Kim feels computers have not developed a
AY0711 -            core capability that improves management. ref SDS 63 1248
AY0713 -             ..
AY0714 -            [On 000327 Doug Engelbart explains tasks computers must
AY0715 -            support in order to improve management. ref SDS 72 3971
AY0717 -          ..
AY0718 -         First, it is not clear that Eric has defined a "paradigm" that
AY0719 -         has shifted or needs to shift. ref SDS 0 0984
AY0721 -          ..
AY0722 -         Second, a rational needs to be advanced for making a change.
AY0723 -         Okay, the Internet is out there.  How does this change the
AY0724 -         status quo ante?
AY0725 -
AY0726 -             How about "information overload"?
AY0728 -          ..
AY0729 -         A succinctly stated change is needed.  It needs to be easy to
AY0730 -         say and remember.  It needs to challenge a strongly held
AY0731 -         belief.
AY0732 -
AY0733 -             An example is the letter to Dave Vannier at Intel,
AY0734 -             ref DIP 6 0001, on 991007, ref SDS 39 7920, citing prior
AY0735 -             analysis on the high cost of medical mistakes, ref DIP 5
AY0736 -             1680, issued on 990924. ref SDS 38 3922
AY0738 -          ..
AY0739 -         Then you need warriors, also, disciples, who "believe" in a
AY0740 -         new system or method because they use it, and will spread the
AY0741 -         word.  An example is the report by a few stalwarts at USACE.
AY0742 -         ref DRP 3 6172
AY0744 -          ..
AY0745 -         You need tools to actually create a big improvement; an
AY0746 -         example is SDS, reported on 971008, also, by USACE.
AY0747 -         ref SDS 22 0001
AY0749 -          ..
AY0750 -         You need a philosophy or management science to support
AY0751 -         application with training and new skills, an example is
AY0752 -         Communication Metrics. ref OF 4 2864
AY0754 -          ..
AY0755 -         You need leadership with a broader vision; an example is Andy
AY0756 -         Grove according to his book, reviewed on 980307. ref SDS 25
AY0757 -         3668 but there is not a lot of evidence at Intel.
AY0759 -          ..
AY0760 -         You need persistence to stay the course until circumstances
AY0761 -         (e.g., luck) presents a confluence of forces conducive to
AY0762 -         shift a paradigm. Then progress can be very rapid.
AY0763 -
AY0764 -
AY0765 -
AY0766 -
AY0767 -
AY0768 -
AY0769 -
AY0770 -
AY0771 -
AY0772 -
AY0773 -
AY0774 -
AY08 -
Distribution. . . . See "CONTACTS"