CONTACTS
SUBJECTS
History of SDS, POIMS, Communication Metrics
Welch History Background Leading to SDS and Com Metrics
0804 -
0804 - ..
0805 - Summary/Objective
0806 -
080601 - Follow up ref SDS A5 2583. ref SDS 28 0000.
080602 -
080603 - This record reflects prior reviews of SDS development, for example
080604 - reported on 930728 1130, ref SDS 17 3P3F, and meetings with the Corps
080605 - of Engineers on 961003 1606. ref SDS 43 6I64
080607 - ..
080608 - Beginning in 1965, a 15 year career in contracting led to management
080609 - practices using a conventional notebook to write a record on important
080610 - details of daily work, like Cliff Joslyn used today visiting from the
080611 - Los Alamos National Laboratory (LANL). ref SDS A5 5084
080613 - ..
080614 - One of my assignments at Lord Bros., in Portland, Oregon, during 1965
080615 - and 1966, was to handle daily "Diary" reports from project managers.
080616 - I collected the documents, and organized the record chronologically
080617 - for review by Bill Lord. I checked the diaries for movement of major
080618 - equipment between projects, and wrote reports for billings, and to
080619 - guide decisions on equipment availablity for assignments to other
080620 - projects. Location was tracked by a chart which I maintained on the
080621 - wall in Bill's office.
080623 - ..
080624 - Experience in the military during 1967 and 1968 exposed processes to
080625 - organize the record using a "suspense file" for time management. A
080626 - list of keywords were written on the left side of lined paper for
080627 - background and pending tasks; each of these words was associated with
080628 - a keyword on objectives written along the right side. Was told at the
080629 - time in 1967, that the FBI used this this method, but this was never
080630 - verfified. Numbers were assigned for priorty. Brief comments on
080631 - results were noted on the list during the day. At the end of the day,
080632 - the current list was used to make another list for the next day, and
080633 - so on. These commented lists of daily action items were saved in a
080634 - file folder for a cursory record of what had been planned and
080635 - accomplished. This practice complemented how contractors prepare a
080636 - "diary" of daily work, and how ship captains keep a daily log to
080637 - record events. ref SDS 0 LR5F
080639 - ..
080640 - Skills to manage objectives were honed through experience over the
080641 - years making calls and conducting meetings. Initial emphasis on
080642 - communication aimed for leadership and collaboration to obtain
080643 - agreement, commonly described as getting people to say "yes." Writing
080644 - skills grew through experience preparing letters, contracts, reports,
080645 - specifications, etc.
080647 - ..
080648 - Common practices to manage work flow and resource requirements with
080649 - cost and schedule control were used extensively. Experience observing
080650 - mentors, and from trial and error over many years showed that
080651 - understanding the organic structure of work including communication
080652 - evolves from both doing daily work and writing what work was done,
080653 - explaining problems and opportunities. Writing a daily diary
080654 - increased understanding of critical details for solving problems and
080655 - taking action in time to be effective. In other words, investing time
080656 - to write detailed reports guided planning and scheduling that reduced
080657 - the chance of mistakes, and so saved time and money. However, at that
080658 - time there was no awareness, scrutiny nor study of the management
080659 - process, because there was not enough time, and there is no evident
080660 - need for improvement with money coming in, other than to attend
080661 - professional events from time to time, which turned out to be
080662 - marketing efforts for well established practices that are useful, but
080663 - also difficult to use on a regular basis due to limited time.
080665 - ..
080666 - Traditional management practices worked well applied over long hours
080667 - to keep up with the pace of constant meetings, calls and documents for
080668 - managing a contracting business.
080670 - ..
080671 - In 1975 a contract dispute with the State of California Department of
080672 - Transportation (Caltrans) exposed weaknesses that are not normally
080673 - evident to busy people on the job, because the press of handling
080674 - complex daily working information masks the actual state of affairs,
080675 - as Doug Engelbart discusses in his 1972 paper, reviewed many years
080676 - later on 000327. ref SDS 71 3971
080678 - ..
080679 - The issue with the State of California was misrepresentation of tide
080680 - conditions for a project to clear debris from the bay floor and
080681 - construct a new concrete fender to protect pier 11 on the
080682 - Benecia-Martinez bridge in the Carquinez straits. In January 1975 a
080683 - ship headed for the port of Stockton got slightly off course in the
080684 - fog and struck Pier 11. The fender saved the bridge, but was
080685 - completely destroyed, and so had to be re-constructed. An engineer
080686 - later questioned the wisdom of engineering that resulted in total
080687 - failure from performing the design function; however, this was not an
080688 - issue in the dispute between Welch and Caltrans.
080690 - ..
080691 - Tide levels on the Pier 11 project plans came from plans for the
080692 - original construction of the Benecia-Martinez bridge built in the
080693 - 1960s by Murphy Pacific, which in turn appear to have been copied from
080694 - the plans for the Carquinez bridge constructed in the 1950s at the
080695 - other end of the strait, about 4 miles West. The design and elevation
080696 - of protective fenders, and tide levels are shown in the project plans
080697 - for both bridges to be identical. However, tide levels are actually
080698 - one (1) foot higher at the Pier 11 location, and this fact impacted
080699 - the cost of construction. Higher tide levels caused work on fenders
080700 - for the Benecia-Martinez bridge to be flooded for a much longer period
080701 - of time each day than under the lower, incorrect figures shown in the
080702 - State's plans.
080704 - ..
080705 - Error in the plans was discovered during construction, when the time
080706 - to perform the work exceeded the original estimate. This increased
080707 - cost caused severe loss of earnings. The project manager reported
080708 - that tide levels prevented and slowed progress during much of the work
080709 - day, which stretched out completion, thus increasing cost.
080710 - Investigating why tide levels obstructed the work, when the plans
080711 - showed clearance, led to discovering that the plans were incorrect.
080713 - ..
080714 - When notified of the error during construction, the State corrected
080715 - the plans, but refused to pay the extra cost to perform the work on
080716 - the grounds that the contractor should not have relied on the plans to
080717 - bid the job. State administrative review of the claim held that,
080718 - while the plans were erroneous, this was not a material
080719 - misrepresentation because, the State maintained, the contractor erred
080720 - by relying on the plans and should have, instead, relied on published
080721 - tide tables. The State ignored that reliance on erroneous tide tables
080722 - would have made the contractor liable for failure to rely on the
080723 - State's published plans. After work was completed, the State was sued
080724 - for misrepresentation to recover extra cost for working under actual
080725 - conditions encountered on the job that were misrepresented in the
080726 - plans.
080728 - ..
080729 - Another issue in the Welch case was failure to disclose information
080730 - about a similar project performed five (5) years earlier to repair the
080731 - Pier 10 fender destroyed by a prior shipping accident in 1969. The
080732 - State gave the record of construction on Pier 10 repairs to one
080733 - bidder, who asked for the amount of time needed for debris removal and
080734 - reconstruction on the prior project. After giving out supplemental
080735 - information on a prior identical project to one bidder, it was was
080736 - still not disclosed to the other bidders.
080738 - ..
080739 - Besides showing the level of effort for the work, Pier 10 information
080740 - also showed the contractor was paid on a force account basis to recoup
080741 - actual expenses for debris removal. The contractor who got this
080742 - information planned to request a change order for similar payment on
080743 - Pier 11, since estimating cost of debris removal on the bay floor that
080744 - could not be readily surveyed at the bottom of bay due to high
080745 - turbulence was difficult, and therefore required a very high risk
080746 - contingency premium, without disclosure of prior history on Pier 10.
080748 - ..
080749 - As a result of erroneous plans, failure to disclose, and failure to
080750 - provide equal treatment of bidders, the suit sought recovery of
080751 - approximately $400,000 to pay for extra work. The Welch company was
080752 - launched in 1974. The Pier 11 work bid in March of 1975 was the 3rd
080753 - or 4th project of the new firm. The Pier 10 project was performed in
080754 - 1969 by Murphy Pacific, which was long established and specialized in
080755 - marine construction, having built the original Benecia-Martinez bridge
080756 - in the early 1960s, and earlier worked on the San Francisco Bay Bridge
080757 - in the 30s, the Richmond-San Rafael Bridge in the 50s, and other major
080758 - projects throughout the country. A workman for Murphy Pacific on Pier
080759 - 10, was called to testify by the State. He had worked on all of the
080760 - major marine projects over a 30 year career, and testified that
080761 - because of tide levels being so close to where work was performed,
080762 - ref SDS 0 QZ66, Pier 10, was the most difficult job he had ever
080763 - experienced in the Bay Area. This evidence aligned with loss of life
080764 - on the Pier 10 project, when a diver working on Christmas eve got his
080765 - air lines caught attempting to remove the tangle of pilings on the bay
080766 - floor, and died.
080768 - ..
080769 - The State argued this evidence showed that the contractor erred by
080770 - bidding the identical Pier 11 in 1975 project with limited experience,
080771 - and that lack of experience attempting such a difficult, dangerous
080772 - project caused extra cost of $400,000 rather than misrepresentations
080773 - and withholding material information. Review of State records showed
080774 - that Pier 11 took 30% less labor and 20% less equipment than was
080775 - required by an expert doing identical work on Pier 10. This showed
080776 - that the actual cost of Pier 11 was reasonable under the actual
080777 - conditions of the work, which was completed within the six (6) months
080778 - time specified for the work in 1975.
080780 - ..
080781 - Administrative claims, and the legal process of discovery, settlement
080782 - hearings, and just waiting for a court date delayed trial for five (5)
080783 - years. Counsel recommended a court trial, which allowed judgement to
080784 - rest solely with the judge, rather than a jury. The plaintiff
080785 - requested a jury trial, but eventually waived this on advice of
080786 - counsel, and strong recommendation by the pre-trial judge who said a
080787 - jury would have a difficult time understanding the complexity of the
080788 - case.
080790 - ..
080791 - At trial in 1980, witnesses for the government testified there was not
080792 - enough time to check the files and the contract, so they relied on
080793 - their notes, their memory and what everybody said at the time, because
080794 - nobody had time to prepare and maintain a useful record. Each witness
080795 - had a different story about what was said, done and intended in
080796 - relation to objectives, requirements and commitments. Most striking
080797 - was the amount of confusion and conflict in testimony by witnesses,
080798 - who criticized others for not being informed, for failing to do their
080799 - "homework," for not following established policy, procedure and
080800 - contract provisions.
080802 - ..
080803 - This experience revealed that good management practice, which people
080804 - commonly urge on others, is a lot harder to accomplish than is evident
080805 - during a busy day. People feel they are doing the best they can, and
080806 - so believe their problems are caused because others (boss,
080807 - subordinate, colleague, contractor, etc.) are not working hard enough
080808 - to use good management practice. Evidence at trial indicated that
080809 - nobody has time to create clear, concise, complete records nor to
080810 - check the files to verify accuracy of daily working information. The
080811 - busier people become, i.e., when time is short, the human mind
080812 - summarizes causing cursory understanding that conceals error, as
080813 - explained in POIMS, ref OF 5 R69H, see also NWO. ref OF 13 0637
080815 - ..
080816 - Though unrelated, the tenor of this case was very similar to a study
080817 - presented at a professional seminar 15 years later on 940612.
080818 - ref SDS 21 8239
080820 - ..
080821 - As in the case study, testimony in the Welch case revealed busy
080822 - engineers misplaced and lost files due to bumbling, and some files
080823 - were simply destroyed to avoid accountability.
080825 - ..
080826 - The judge noted that destroying the record places witnesses at the
080827 - mercy of the court to make all reasonable inferences against the
080828 - witness, including that a cover up is intended.
080830 - ..
080831 - Defense counsel objected that common practice is for lawyers to
080832 - counsel clients not to keep records on the theory that ignorance is a
080833 - better defense against accountability than knowledge, therefore, the
080834 - judge should not make inferences that a witness is covering up, just
080835 - because they lost some files, didn't have time to prepare records and
080836 - can't remember every small detail from many years ago.
080838 - ..
080839 - The judge sustained this objection, but noted the best defense against
080840 - accountability for mistakes is a record that enables people to get
080841 - things done correctly. Destroying records is tricky because you can
080842 - never destroy everything, and, when you try, the court is forced to
080843 - rely on the opponent's records, and must view with suspicion testimony
080844 - after-the-fact that events happened differently from people who say
080845 - they didn't have time to prepare the record, they lost it, or some
080846 - such excuse.
080848 - ..
080849 - Defense counsel pointed out that while keeping good records reduces
080850 - mistakes, lawyers have to defend clients against liability for the
080851 - small number of mistakes that still occur, since no system can ever be
080852 - perfect. Lawyers cannot totally control how juries will take writings
080853 - out of context, so lawyers prefer clients to have no records. Even
080854 - though this increases mistakes and damages, the lawyer uses
080855 - communication skills to persuade the jury that the client is ignorant,
080856 - but not guilty of having known, or reasonably should have known, by
080857 - virtue of a word or two in long forgotten documents, that
080858 - inconsequential details would cause great harm, as later reported on
080859 - 921127. ref SDS 16 0674
080861 - ..
080862 - The judge asked why can't something be done to keep an audit trail so
080863 - people can avoid forgetting documents that have important information,
080864 - and can understand the context of taking action before harm occurs?
080865 - Why wouldn't that work, the Judge asked?
080867 - ..
080868 - Counsel noted that executives are getting mixed signals. Experts on
080869 - efficiency and productivity teach executives to follow government
080870 - regulations (see review of FAR on 020504, ref SDS C9 XV7L), and
080871 - contract notice provisions that require good management by keeping an
080872 - audit trail to avoid mistakes, like the mistake in the plans on the
080873 - Pier 11 project in this case, per above, ref SDS 0 IE4L, (see, also,
080874 - review of industry standards requiring traceability to original
080875 - sources, similar to citations used in legal practice, reported on
080876 - 950721, ref SDS 33 1740). However, executive training, also, teaches
080877 - people to ignore good management, ignore regulations and ignore the
080878 - contract, as unnecessary overkill (cited on 890324, ref SDS 4 8R51,
080879 - because courts often don't enforce regulations and contracts. As a
080880 - result, executives are forced to use "feel good" management to
080881 - expedite getting things done by avoiding "paperwork." (explained years
080882 - later on 911123, ref SDS 11 1331)
080884 - ..
080885 - The judge asked why not look at the documents to align the work with
080886 - requirements and commitments so that context is clear in the record,
080887 - rather than forget, ignore and destroy the record?
080889 - ..
080890 - The lawyer explained big decisions are made by busy executives removed
080891 - from the scene, who like to work by conversation, rather than study
080892 - details in documents. As a result, they don't know the actual context
080893 - from experiencing events. Unlike the judge who hears days, weeks and
080894 - sometimes months of testimony, and documents are studied in great
080895 - detail through examination and cross examination of witnesses,
080896 - executives perform little if any study. Decisions are made based
080897 - primarily on "common sense" from past experience that seems applicable
080898 - in the moment, but may not actually apply to the current situation.
080900 - ..
080901 - Without study for understanding critical details, as occurs in court,
080902 - taking proactive corrective action seems like unnecessary overkill
080903 - that wastes time and money, because when people rely on common sense
080904 - without investing time to understand correlations, implications and
080905 - nuance, as occurs in court, there is no basis to believe there is any
080906 - urgency to correct problems, despite explanations from people who are
080907 - on the scene. Investing time to analyse small details is resisted
080908 - beyond the emotional feeling that spending more time doesn't make
080909 - common sense, because everybody is busy on big problems that were
080910 - ignored when they were small enough to be fixed at minimal cost. As a
080911 - result, executives commonly demand...
080913 - ..
080914 - "Tell me what I need to know in 25 words or 30 seconds!"
080916 - ..
080917 - Company policies call for writing up problems to make effective
080918 - analysis, but managers feel they don't have time, so it seems faster
080919 - and easier to use common sense within the 25 words to 30 seconds
080920 - allocated for understanding daily events. If mistakes occur, it is
080921 - cheaper to destroy documents and buy off damages than invest time to
080922 - understand and follow up small details, because nobody knows which
080923 - detail will balloon into a big problem without writing up the record
080924 - to analyse context, and nobody has time for study. (see the report on
080925 - 921127, ref SDS 16 0674) Complexity of daily management presents a lot
080926 - of scenarios (see ticking time bombs" in POIMS, ref OF 6 JQ7H) that
080927 - make good management to write up the record for effective analysis
080928 - seem risky, because the record is ignored by relying on common sense
080929 - to save time and money, until discovered during a lawsuit. As a
080930 - result, many resist good management, lose the records, and display
080931 - superhuman feats of amnesia. (see example on 890324. ref SDS 4 LZ5F)
080933 - ..
080934 - The judge said that is very interesting. He paraphrased saying our
080935 - jurisprudence seems to make people better off having no records and
080936 - causing a lot of damage, rather than having good records to reduce
080937 - mistakes so there is less damage, because fewer records make it easier
080938 - to pull the wool over the eyes of the court and the jury to avoid
080939 - accountability, in the same way that leaving everybody in the dark
080940 - increases mistakes and damages. So, the net advantage is to avoid
080941 - records and hire a good lawyer rather than invest the time for good
080942 - management.
080944 - ..
080945 - Defense counsel responded for the record that the court's comment is
080946 - not an accurate representation of counsel's advice to clients.
080948 - ..
080949 - The judge said I understand. Let's proceed with trial.
080951 - ..
080952 - Some witnesses offered handwritten notebooks, but could not read them
080953 - very well. They were full of illegible scribbles hurriedly written
080954 - with words omitted, arrows pointing in all directions that made sense
080955 - at the time. Testimony explained there wasn't enough time to write
080956 - everything down nor to prepare a legible draft; nobody thought anyone
080957 - would care at the time. (Years later on 961023, handwritten notes were
080958 - useful for an expert analyst to create a legible record based on near
080959 - term understanding and opportunity to obtain feedback to refine
080960 - accuracy. ref SDS 44 2079) The boss testified that he told everyone
080961 - to save time and money by expediting, so the record was never
080962 - completed nor corrected with feedback. It didn't seem necessary
080963 - because everybody in the meetings seemed to understand what was going
080964 - on at the time.
080966 - ..
080967 - The Judge asked the boss how it was determined that everybody
080968 - understood what was going on at the time?
080970 - ..
080971 - The boss testified that nobody ever asked any questions, so he assumed
080972 - everybody understood everything. He learned about avoiding questions
080973 - getting his MBA and attending executive seminars. Keep a low profile
080974 - and you'll be okay was the guidance from top management experts.
080976 - ..
080977 - The Judge asked why that practice doesn't place a burden on the boss
080978 - to be proactive to query people during meetings on understandings in
080979 - order to test for conflicts and potential problems? The Judge noted
080980 - that is the only way a judge can understand critical context and
080981 - connections of causation to decide who wins the lawsuit.
080983 - ..
080984 - The boss said that sounds good in theory, but often there isn't enough
080985 - time to ask questions, like lawyers do in court, working day-to-day on
080986 - the job. When questions are asked, there isn't time to check the
080987 - record, nor is there time to write down what was asked and answered.
080988 - He said sometimes he works through lunch, comes in early and leaves
080989 - late, and there still isn't enough time to do everything the manuals
080990 - say to do in the way of tracking action items, commitments,
080991 - so-on-so-forth. (On 950721 management standards call for
080992 - "documentation" showing an audit trail, like accountants and lawyers
080993 - use, to original sources, ref SDS 33 1740)
080994 -
080995 - [On 020504 Federal Acquisition Regulations (FAR) require a record
080996 - of organizational memory to ensure accuracy of the work.
080997 - ref SDS C9 IY4I
080999 - ..
081000 - [On 020820 people giving up on accuracy; seems less important
081001 - than creativity. ref SDS D0 V66I
081003 - ..
081004 - The boss testified that even though records were indecipherable at
081005 - trial, this didn't hinder making decisions at the time. He saved time
081006 - working by conversation when everyone understood context, and he used
081007 - the 20 80 method that says 80% of decisions only need 20% of the
081008 - information. That means you can forget about 80% of the information
081009 - and still be okay. (Years later this method was endorsed by experts
081010 - for saving time, on 950426. ref SDS 30 4022)
081012 - ..
081013 - The Judge asked "Can't a lot go wrong if decisions are unsupported by
081014 - 80% of the record? Can't that cause a lot of harm? What happens to
081015 - the 80% of information? Does anyone ever take a look to see what if
081016 - anything "slipped through the cracks" - something that might save
081017 - time, money, lives?"
081019 - ..
081020 - The boss said they were very sensitive to TQM concerns about quality
081021 - and listening, and so everybody was required to attend seminars. When
081022 - problems arose they had a meeting and talked things out.
081024 - ..
081025 - At one point the judge asked "How can you say that? Your story does
081026 - not hold water! We've had witness after witness come in hear and tell
081027 - us about commitments you made, and we have the contract in evidence.
081028 - Here, I have it here in my hand; and your organizational policy and
081029 - procedures. Nothing you are telling me now aligns with requirements
081030 - and commitments that have been put into evidence under oath before
081031 - this court."
081033 - ..
081034 - The witness apologized and said "It's plain now that this is a very
081035 - complex story. But, day-to-day it didn't seem complicated at the
081036 - time. Everyone seemed to understand from the context of what was
081037 - going on at the time, so it seemed like overkill to write everything
081038 - down that was obvious during the meetings and out on the job. So, I
081039 - guess what I am saying is that our story doesn't "hold water" now
081040 - because we didn't understand as well as we thought we did at the time,
081041 - if that makes any sense. I'm awfully sorry. We didn't intend for
081042 - things to turn out this way. But we didn't know enough at the time,
081043 - even though we had lots of information every day."
081045 - ..
081046 - Years later on 950417 former Defense Secretary Robert MacNamera
081047 - reported that events moved too fast for even the best and
081048 - brightest to know what was going on during the build up of
081049 - forces in the Vietnam era, despite having lots of information;
081050 - this experience points to significant difference between
081051 - "knowledge" and "information." ref SDS 29 5872
081053 - ..
081054 - Piecing disparate information together during trial from testimony,
081055 - correspondence and requirements in contracts, regulations and policies
081056 - revealed conflicting meanings are unknowingly drawn by participants
081057 - from common instruments, i.e., meetings, calls and documents. These
081058 - conflicts led people to take conflicting, rather than complementary,
081059 - actions. Small deviations in alignment of communication were
081060 - concealed from everyone's awareness by inadequate records and the
081061 - press of a busy schedule (i.e., "information overload," also the "fog
081062 - of war"), and so were overlooked and forgotten at a time when the cost
081063 - of correction would have been minimal. Small problems escalated, but
081064 - were ignored then covered up rather than anyone bear responsibility
081065 - for accountability from having allowed little mistakes to escalate
081066 - then ignore growing problems. Eventually huge losses could no longer
081067 - be concealed because nobody could afford, and/or was willing, to
081068 - buy-off the consequences of bad management, leading to a lawsuit.
081070 - ..
081071 - On 970524 Morris reported on a seminar at Cal Tech that pieced
081072 - together communication showing failures that caused the Challenger
081073 - Space Shuttle to explode following launch in 1986. ref SDS 47 7298
081074 -
081075 - [On 030304 same problem caused loss of Columbia Space Shuttle
081076 - and her crew of 7. ref SDS D2 KV6K
081078 - ..
081079 - Experts from top management consultants, firms like Ernst & Young,
081080 - Booze Allen, Deloitte & Touche, etc., testified that daily work is
081081 - more complex than people realize when doing it. People are confused
081082 - by complexity from the constant blur of information, again sometimes
081083 - called the "fog of war." However, though confused, people do not feel
081084 - confused, because there is no immediate physical threat that forces
081085 - people to act in order to avoid the pain of physical combat, and so
081086 - the mind's ability to buffer complexity, enables people to put down
081087 - their pencil and shut off their computer to go home and tend to other
081088 - matters without worrying about many unresolved conflicts that will
081089 - surface in a few days, weeks, months or years to cause untold
081090 - calamity, and which will then be excused as "Murphy's Law." Even the
081091 - most high-payed, gifted executives and experts get easily confused and
081092 - make big mistakes by failing to align communication with requirements,
081093 - because they do not have the tools to discover conflicting stories,
081094 - nor to maintain a consistent record of alignment, following the basic
081095 - idea in Hansel and Gretle to construct an "audit trail" back to
081096 - original sources.
081098 - ..
081099 - This seemed startling, because people say it doesn't matter what we
081100 - say; it is only action that counts, leading to a feeling, we can say
081101 - anything in a meeting, but it doesn't matter as long as we do the
081102 - "right" thing. However, legal briefs showed that communications in
081103 - meetings, calls, discussions, letters and scribbled notes drive
081104 - decisions and precede actual work by hours, days, weeks, even years.
081105 - In other words, evidence at trial showed that communication is a
081106 - predicate to action under the common rule: so let it be written, so
081107 - let it be done, reviewed later on 941010. ref SDS 23 5R3I
081109 - ..
081110 - The cause of difficulty is easy to grasp in retrospect by discovering
081111 - communication that does not align with requirements, but it is very
081112 - hard to recognize at the time events occur using traditional methods
081113 - of relying on conversation and managing the dynamic complexity of
081114 - daily working information in meetings, calls, computers, filing
081115 - cabinets, notebooks, desk drawers, and personal memory, per Doug's
081116 - article reviewed on 000327. ref SDS 71 3971 Communication carefully
081117 - pieced together after-the-fact by high-priced, skilled experts in a
081118 - legal brief can show a clear and convincing story of causation. This
081119 - takes years of discovery and many drafts to make sense of complex
081120 - events that often seem disconnected and unrelated at the time work is
081121 - performed due to limited span of attention, reviewed later on 990303.
081122 - ref SDS 54 6120
081124 - ..
081125 - Lawyers and judges are paid to spend all of the time needed to unravel
081126 - and understand the chronology of complex scenarios that reveal the
081127 - root cause of mistakes. In depositions and during trial, they press
081128 - every witness to testify about...
081129 -
081130 - "Then what happened?"
081131 -
081132 - ...in order to "connect the dots" that enable everyone to easily trace
081133 - causation back to original sources.
081135 - ..
081136 - People performing work day-to-day on the job do not have the luxury of
081137 - a fixed record that is available to lawyers and judges. Performing
081138 - daily work to maintain progress always seems like there is not enough
081139 - time to understand dynamic, complex events in order to prepare clear,
081140 - concise and complete communications using available tools, per the
081141 - witness above. ref SDS A5 H44G Even lawyers and judges, who are great
081142 - at discovering and connecting details when paid $600 an hour to
081143 - present and hear a case at law on a record after-the-fact in the
081144 - calmness of a court room where the phone isn't ringing, there are no
081145 - other meetings to attend, and no emails to send and answer, don't in
081146 - fact themselves have enough time to discover and connect critical
081147 - details that show alignment of communication and conflicts that cause
081148 - continual mistakes, when they are at the office rather than in the
081149 - courtroom, as reported on 950605. ref SDS 31 0U3F The difference
081150 - between after-the-fact "study" by people being paid to discover how
081151 - communication should have been aligned years earlier for good
081152 - decisions that would have avoided mistakes, and limited time on the
081153 - job that causes a lot of hidden mistakes due to the "fog of war,"
081154 - later guided development of tools for deliberative analysis that
081155 - enable a practice of "concurrent discovery." ref SDS 0 JP5V
081157 - ..
081158 - After trial, everyone said that, since there wasn't enough time for
081159 - good management, mistakes were understandable under the circumstances,
081160 - and, since everyone did their best using methods taught at the top
081161 - management schools to expedite and save money there's nothing to worry
081162 - about.
081164 - ..
081165 - This experience indicated that "time" is the core driving force in
081166 - communication, understanding, thinking and getting things done.
081167 - Without ability to understand sequence, imparted by time and
081168 - chronology, the notion of "control" in daily management is an
081169 - oxymoron.
081171 - ..
081172 - A few years later the appellate court (Welch v State of California,
081173 - 139 Cal App 3rd, 546 1983) said that not having enough time to check
081174 - the files, the contract and the computer does not excuse mistakes that
081175 - cause harm. The actual litigation lasted 15 years, but the court
081176 - eventually held to the position that not having enough time to handle
081177 - daily working information is not excused.
081179 - ..
081180 - We checked with the Supreme Court, and they said that holding people
081181 - accountable encourages investing time and expense to align work with
081182 - requirements and commitments; they held that accountability for lack
081183 - of alignment is the only incentive the courts can provide for people
081184 - to avoid practices that cause mistakes and to improve practices that
081185 - reduce mistakes, which in combination save time and money in the long
081186 - run. Without accountability, a race to the bottom ensues, where
081187 - competition for business cuts cost by cutting capability for meeting
081188 - requirements and commitments.
081190 - ..
081191 - This experience from trial and appelate review indicated that better
081192 - time management and adding alignment to daily information save time
081193 - and money, which improves earnings and stock prices under the common
081194 - rule: time is money, see POIMS. ref OF 6 TP4N
081196 - ..
081197 - Sometime about 1977 and prior to the first trial in 1979, the practice
081198 - of scheduling tasks with cursory comments on results that began in
081199 - 1967, ref SDS 0 YE6J, evolved into a more robust diary effort. About
081200 - this same time work began on preparing for trial that included writing
081201 - legal briefs for the first trial and then later for appelate review.
081202 - Cursory comments on daily work expanded into a handwritten "diary" or
081203 - "journal" that reported work in progress with written analysis to
081204 - strengthen understanding for planning and scheduling follow up.
081206 - ..
081207 - Writing in a diary or journal to analyse daily work applies the power
081208 - of chronology for understanding causation based on the sequence of
081209 - events, which is a major factor during trial, and in preparing legal
081210 - briefs. ref SDS 0 TQ4H Exposure to the legal practice of linking for
081211 - adding alignment with precedent to writings, called "citations,"
081212 - expand common methods for footnotes and bibliography to amplify the
081213 - power of literacy for understanding causation. Better understanding
081214 - of why things occurred improves planning what needs to be done, i.e.,
081215 - scheduling. Religiously linking back to original sources in legal
081216 - briefs more closely applies methods observed in the Bible for
081217 - constructing a web of connections that refine and preserve memory of
081218 - important knowledge about cause and effect, called "causation" in the
081219 - law (see NWO, ref OF 13 4723). This experience beginning in 1977
081220 - focused on using writing for deeper understanding and better planning,
081221 - reinforced the correlation between diary and schedule begun in 1967.
081222 - ref SDS 0 HO4L
081223 -
081225 - ..
081226 - Paperless Office Enabled by Computers Efficient Records Management
081227 - SDS Development Started in 1983; Core Design Set in 1985
081228 - Organizational Memory Drives Intelligence Process Plan Perform Report
081229 -
081230 - Follow up ref SDS A5 0008.
081231 -
081232 - The goal of using computers to leverage human intelligence summarized
081233 - as integrating....
081235 - ..
081236 - People Process Time
081237 -
081238 - ...(see POIMS, ref OF 4 5884), was set in 1983 to solve weaknesses in
081239 - in management practice exposed at trial, per above. ref SDS 0 TV4J
081240 - POIMS evolved from experience using and developing SDS technology that
081241 - helps people think, remember, and communicate. POIMS was initially
081242 - prepared about 1989 to explain and understand what was discovered over
081243 - the prior six (6) years of trial and error developing SDS and using it
081244 - for daily work. ref OF 4 0001
081246 - ..
081247 - About six (6) years later, research showed that Vannevar Bush had
081248 - traveled a similar path, reported on 960304. ref SDS 37 J46H In the
081249 - early 1930s Bush invented the first large scale calculator, the
081250 - "Differential Analyzer" for solving complex mathematical problems,
081251 - (see NWO, ref OF 18 J65W) Bush was named Dean of Engineering at MIT.
081252 - He headed R&D for the military during WWII that included the Manhattan
081253 - project. ref OF 20 YY59 The Bush "Differential Analyzer" led others
081254 - to invent ten (10) years later the first digital computer, the ENIAC.
081255 - ref OF 19 GM4M Curiously, Bush opposed the ENIAC project as beyond
081256 - reach in 1943, reported 960304. ref SDS 37 YG3K After the war in 1945
081257 - Vannevar Bush published an article, "As we may think," in Atlantic
081258 - Monthly, reported on 960304. ref SDS 37 L47F Bush explained how
081259 - digital computers can be applied to think, remember, and communicate
081260 - that improves daily management. ref SDS 37 H68K His vision to use
081261 - computers for creating, storing, and retrieving documents
081262 - electronically to improve traditional records management has come to
081263 - be called a "paperless office." Years later, research on 991222
081264 - showed that in the 1960s Douglas Engelbart working at SRI advanced the
081265 - Bush vision proposing to use computers for augmenting intelligence.
081266 - ref SDS 65 7H5H SRI's 1962 proposal quoted verbatim a series of pages
081267 - from the Bush 1945 article. ref SDS 65 XS6N
081269 - ..
081270 - [On 001102 history developing SDS was reviewed showing challenge
081271 - of improving management with technology. ref SDS B6 B47L
081273 - ..
081274 - [On 041228 motivations for donating time to develop useful
081275 - products at Apple Computer reflect experience that motivated
081276 - SDS. ref SDS D6 CQ7J
081278 - ..
081279 - Recently, on 000324 Doug Engelbart assembled a team at SRI to continue
081280 - his mission. At that time, SRI reported that all projects to use
081281 - computers for what is popularly called Knowledge Management applying
081282 - the paperless office metaphor had failed, essentially for two (2)
081283 - reasons. ref SDS 70 4877
081284 -
081285 - 1. Desiging tools to aid the cognitive process that converts
081286 - information into "knowledge" is counterintuitive, and so
081287 - difficult, requiring a lucky insight from a confluence of
081288 - enabling forces, plus willingness to start over a few times in
081289 - order to discover a technology framework that can implement an
081290 - effective understanding of "knowledge."
081292 - ..
081293 - 2. Co-evolution of work and tools embodies willingness to start
081294 - over many times to finally hit on a critical mass of tools that
081295 - integrate smoothly in complementary ways that support each
081296 - other. The dynamics of software engineering have not been
081297 - conducive to this process, reported on 991222. ref SDS 65 MF4N
081298 - Review on 990517 shows that organizations have difficulty
081299 - supporting innovation that requires starting over. ref SDS 57
081300 - 4077
081302 - ..
081303 - However, in 1983 none of this history was known; there was no overt
081304 - goal to program anything.
081305 -
081307 - ..
081308 - Thinking Through Writing Advanced by Computer Technology
081309 -
081310 - Experience to this point had revealed that writing in the framework of
081311 - a journal or diary aided thinking and planning, i.e., scheduling.
081312 - ref SDS 0 LR5F Limited experience with computers showed advantages of
081313 - legibility and editing. Computers turn writing into a powerful tool
081314 - for refining human thought through fast, easy, and flexible editing,
081315 - summarized by the notion of "thinking through writing" (see POIMS,
081316 - ref OF 8 3742). Combining reporting with planning on a computer
081317 - seemed a natural extension.
081319 - ..
081320 - By lucky coincidence experience showing potential for computers to aid
081321 - thinking aligned with market forces that brought the cost of computers
081322 - within reach to test theories on improving management.
081324 - ..
081325 - A computer was purchased in 1983 to aid practices for planning and
081326 - reporting begun in 1969, ref SDS 0 YE6J, and which had evolved to
081327 - include an extensive diary by the 1980s, explained above. ref SDS 0
081328 - KU55 Therefore, in 1983 goals for getting a computer were to improve
081329 - this manual practice of combining schedule and diary for managing time
081330 - and information, which, it was later discovered, seem to leverage
081331 - "intelligence" that grows "knowledge" of cause and effect for
081332 - controlling the future, explained in POIMS. ref OF 4 0367
081334 - ..
081335 - However, daily "management," which innately integrates planning,
081336 - performing, and reporting, i.e., the intelligence process, is not
081337 - supported by computers. Software for schedules and diaries per se are
081338 - cannot track and research cause and effect in the dynamics of daily
081339 - work. People can write a lot with computers, but without organization
081340 - and timely access, writings soon become a pile of paper that is more a
081341 - threat from discovery in a law suit, than a useful asset for getting
081342 - things correctly, withing budget, and in time to be effective.
081344 - ..
081345 - When this was revealed through failed efforts to buy technology that
081346 - supports the manual schedule and diary system, ref SDS 0 YE6J, a
081347 - gradual process evolved to develop ways for computers to integrate
081348 - time and information, which eventually led to tools and practices that
081349 - leverage human thought and memory. Years later, it turned out that
081350 - using computers to improve management encounters significant cultural
081351 - resistance; see, for example, discussion on culture and style using
081352 - computers at IBM on 920402, ref SDS 14 0344, the meeting at Intel on
081353 - 950927, ref SDS 34 7732, the record on 890809 reporting that managers
081354 - do not use computers; even computer experts don't use computers for
081355 - management. ref SDS 7 6993 Powerful cultural forces that resist
081356 - improving the ability to think, remember and communicate present a
081357 - classic innovation dilemma, reviewed on 990527. ref SDS 57 1233
081358 -
081359 - [On 010924 Morris says SDS has evolved over many years to
081360 - integrate commands, so that good management takes less time.
081361 - ref SDS C6 GV6H Other software cannot be used like SDS to enable
081362 - consistent use of good management. ref SDS C6 XT5F
081364 - ..
081365 - [On 020130 Don Rumsfeld, Secretary of Defense, explained cultural
081366 - forces that resist improvement, ref SDS C8 G15V; suggested forming
081367 - circle of advocates to help busy people learn enough to approve
081368 - new ideas. ref SDS C8 6L5K
081370 - ..
081371 - As noted, initial efforts showed that a few key tasks must be
081372 - integrated smoothly and seamlessly so that each supports the other,
081373 - ref SDS 0 4T7J, in order to lift the capacity to think, rememeber, and
081374 - communicate, essential for better management productivity, explained
081375 - later in POIMS. ref OF 5 8559 and ref OF 6 2688
081377 - ..
081378 - Combining methods in legal and library practice that evolved over
081379 - centuries to organize information, with modern accounting and WBS
081380 - planning methods guided design of a logical contextual framework for
081381 - SDS. A composite design of flexible structure and common storage
081382 - positions everything in the right place at the right time. These
081383 - elements of common storage, flexible structure, and organic contextual
081384 - framework provide a fast way to find information, and a consistent way
081385 - to cite the record, as explained on 890523, ref SDS 5 P13O, and in
081386 - POIMS. ref OF 7 1232 Finding critical details makes connecting the
081387 - record fast and easy, and creates synergy between the plan, perform,
081388 - and report intelligence process, explained in POIMS. ref OF 7 6649 On
081389 - 911130 Justice Mosk of the California Supreme Court remarked that SDS
081390 - extends traditional practices of the court for lawyers to manage a
081391 - fixed case record by enabling everybody to quickly and easily organize
081392 - information from current and evolving events into an encyclopedia of
081393 - personal and organizational history. ref SDS 12 ST7G Knowledge Space
081394 - was later adopted on 960620 to summarize the design for organizing
081395 - information that draws on legal practices. ref SDS 39 3516
081396 -
081397 - [On 000812 need to maintain accurate history and rely on the
081398 - record cited as need for KM. ref SDS B2 GP3N
081400 - ..
081401 - [On 010425 Morris Jones noted using SDS is a utopia compared to
081402 - other methods because everything is in the right place at the right
081403 - time. ref SDS C1 EP7F
081405 - ..
081406 - Common practice of checking details in files, contracts and
081407 - correspondence in order to "conntect the dots" for understanding cause
081408 - and effect, shown by experience in the Welch case, ref SDS 0 KU75, can
081409 - be summarized as a process of "intelligence." People need tools and
081410 - processes to discover misunderstanding in time to take corrective
081411 - action before communication errors cause actual mistakes that cost
081412 - lives, time, and money. The same design reveals opportunities to
081413 - increase earnings, but are normally overlooked due to limited time.
081414 - ref SDS 0 TQ4H Thus, avoiding harm, and exploiting opportunity both
081415 - depend on time of discovery. This idea was later called "concurrent
081416 - discovery" to reflect a proactive, continual process performed daily,
081417 - rather than wait until opportunity is lost, or disaster strikes, and
081418 - then lawyers "discover" critical intelligence, years later, when it is
081419 - too late to take effective action, reported on 960620. ref SDS 39 1101
081420 -
081421 - [On 010916 SDS organizing mechanisms improve memory by consistently
081422 - drawing on the record to create links for alignment. ref SDS C5
081423 - PG6J
081425 - ..
081426 - Progress accomplishing SDS requirements was greatly aided by Morris
081427 - Jones. In 1981 Morris developed Medit using assembly language for a
081428 - full-screen line editor to write ordinary text electronically on a
081429 - computer screen, similar to writing text on paper with the structure
081430 - of lines and columns that organize content. The Medit macro language
081431 - enabled people to assign complex tasks for efficient execution with
081432 - function keys. This provided a platform to experiment, discover,
081433 - test, and apply a "new way of working" using the speed and efficiency
081434 - of electronics for thinking through writing while performing daily
081435 - work to make a living. Morris developed Medit using experience from
081436 - many years working with IBM full-screen text editors. Assembly
081437 - language optimized control of computer technology to work at the speed
081438 - of human thought.
081440 - ..
081441 - Medit was not sold commercially, so it was not widely distributed.
081442 - Morris licensed Medit to a manufacturer of a video circuit board that
081443 - displayed 132 columns and 40 or so lines on a computer monitor display
081444 - screen. This improved the 80 columns and 25 line display that was the
081445 - industry standard at the time. Medit provided an application for the
081446 - display capabilities of the video card. After purchasing the computer
081447 - in 1983, an advertisement in a computer industry magazine showed Medit
081448 - with both 80 and 132 column display. More importantly was the picture
081449 - in the magazine suggested full-screen editor capabilities which were
081450 - familiar from experience using computers on the job. The circuit
081451 - board was purchased to get Medit that seemed like a path for immediate
081452 - use of the computer using existing skills and training.
081454 - ..
081455 - Minimal experience in 1981 and 1982 working with IBM editors on
081456 - mainframe systems for scheduling (CPM) provided a bridge to make
081457 - immediate use of Medit with minimal time for learning. Since there
081458 - had been no experience using "wordprocessing," and since the structure
081459 - of text more closely aligns with requirements for structure needed for
081460 - daily management, wordprocessing software was ignored. The extensible
081461 - Medit text editor evolved into an effective platform for SDS.
081463 - ..
081464 - For many years beginning in 1983, and upon request, Morris created
081465 - commands in his editor that enabled trying ideas toward discovering an
081466 - effective design. This was very lucky, essential, and a powerful
081467 - enabling force, because it is rare that customers can guide developers
081468 - to improve computer programs. Software companies get feedback from
081469 - customers on improving programs for tasks everybody knows about, like
081470 - writing a letter, adding and multiplying numbers or showing a picture
081471 - in a Powerpoint presentation. However, the architecture of human
081472 - thought, commonly called "intelligence," that enables good management,
081473 - ref OF 4 0367, is difficult to grasp. (see New World Order...
081474 - ref OF 15 42HC)
081475 -
081476 - [On 041228 access to specialists and experts essential to develop
081477 - complex products, illustrated by Graphis Calculator shipped with
081478 - Apple computers. ref SDS D6 E74N
081480 - ..
081481 - More importantly, software companies feel they cannot afford to
081482 - provide tools requested by only one person, or by a few people, in
081483 - order to experiment. Companies do not allocate budgets for enabling
081484 - customers to test ideas about whether one function or another might
081485 - yield significant productivity gain, noted by Clay Christensen in his
081486 - book on disruptive technologies, reviewed on 990527. ref SDS 57 4720
081488 - ..
081489 - This overlooks the fact that imagination and creativity on productive
081490 - functionality is a different capacity than imagination and creativity
081491 - in engineering software and programming. The latter is focused on
081492 - solving complex, difficult engineering challenges of how to create a
081493 - particular result; there is not a lot time left over to focus on what
081494 - results are actually useful. Productivity of the "result" can only be
081495 - derived from the synergy between imagination and creativity using
081496 - technology in complex and difficult scenarios that occur on the job,
081497 - and continual refinement of the design that applies creativity and
081498 - imagination to program software tools. A software company may well
081499 - respond to requests from large companies in order to maintain good
081500 - will, however, people working in large companies are often in the same
081501 - position as the people in the software company -- they do not have
081502 - time to experiment, because they do not have enough time to think,
081503 - noted by Kissinger, years later in the record on 940609. ref SDS 20
081504 - 4238 and again a few years later on 970910. ref SDS 48 3479
081506 - ..
081507 - Ideas originate in the minds of individuals. Organizations commonly
081508 - require multiple approvals for implementation. New ideas often seem
081509 - "unreasonable," and "crummy," conflicting with accepted paradigms and
081510 - practice, noted by Lyn Conway, reviewed on 960612. ref SDS 38 1368
081511 - Earlier in 1943 all the experts said that plans to build the first
081512 - digital computer, was "for the birds" (see NWO, ref OF 20 X16Q). On
081513 - 990527 Clay Christensen's book, "Innovator's Dilemma" recommends
081514 - experimenting to discover value added by new methods, but notes that
081515 - getting approval to improve the work is difficult in established
081516 - organizations. ref SDS 57 5258 Improvement is resisted because people
081517 - who must approve do not have time nor desire to expend "cognitive
081518 - overhead" studying to learn new ideas, see NWO. ref OF 16 LH6K Andy
081519 - Grove, CEO of Intel, explains that experimenting with new ideas is
081520 - resisted in a big organization because "people just don't get it."
081521 - reviewed on 980307. ref SDS 52 GW7H
081522 -
081523 - [On 020130 Don Rumsfeld, Secretary of Defense, explained cultural
081524 - forces that resist improvement, ref SDS C8 G15V; suggested forming
081525 - circle of advocates to help busy people learn enough to approve
081526 - new ideas. ref SDS C8 6L5K
081528 - ..
081529 - As a result, since most functions impact productivity through complex
081530 - integration of complementary tasks, commercial software design and
081531 - support is largely cut off from the dynamics of investigation,
081532 - experimentation and multiple design iterations required to discover a
081533 - path to rapid productivity growth, noted by Morris years later on
081534 - 010924. ref SDS C6 NK4J
081536 - ..
081537 - For example, Morris pointed out on 890809 that communication is 80% of
081538 - management. ref SDS 7 8812 Some authorities say management is 90%
081539 - communication. Drucker points out that people have given up on
081540 - improving communication because it is too complicated, see review on
081541 - 931130. ref SDS 19 3851 On 000716 Professor Joseph Ransdell reported
081542 - that a general theory of management has eluded discovery since the
081543 - 17th century, making SDS an ambitious project. ref SDS 97 7838 This
081544 - explains why software engineers don't know what to program for
081545 - improving management, noted by Landauer on 950710, ref SDS 32 3387,
081546 - and later by Morris on 951011. ref SDS 35 1341 As a result,
081547 - technology for better management requires regular collaboration
081548 - between programming and managing in order to discover what to program.
081549 -
081551 - ..
081552 - Lucky Confluence Enabling Forces Yields Design Initial Platform
081553 - Miracle Critical Mass Enabling Forces Evolved into Alignment
081554 -
081555 - Accomplishing a workable initial design without skills or training in
081556 - computer science, cognitive science, and management science suggests
081557 - that a miracle occurred in 1985 when a critical mass of enabling
081558 - forces came into alignment that yielded better technology from a lucky
081559 - confluence of experience in the military, in construction, and in the
081560 - law, per above, ref SDS 0 0001, and expertise applied by willing hands
081561 - over a long time. see Edison on 950710, ref SDS 32 0582, and Morris on
081562 - faith needed to gain experience using SDS, reported on 950223.
081563 - ref SDS 27 3003
081564 -
081565 - [On 010924 a long history explains why knowledge technology is
081566 - difficult to discover in market place. ref SDS C6 JS6G
081568 - ..
081569 - Morris further noted on 951011 that SDS needs to be taught in schools,
081570 - as an extension of basic literacy, at a time when learning can be
081571 - acquired with less faith and fewer demands that compete for limited
081572 - time in order to focus attention on gaining experience with knowledge
081573 - tools that complement traditional alphabet technology. ref SDS 35 0990
081574 - Teaching SDS in school would help remedy difficulty learning SDS on
081575 - the job, reported earlier on 920215. ref SDS 13 5820
081576 -
081577 - [On 010924 Morris explains nobody uses other software the way SDS
081578 - is used for intelligence support. ref SDS C6 XT5F
081579 -
081580 -
081582 - ..
081583 - SDS Version 1 Developed from 1985 to 1988
081584 - 1985 SDS Technology Integrated Time Information People Context
081585 -
081586 - Applying computers for management evolved slowly.
081588 - ..
081589 - By 1985 the plan, perform, report "intelligence" process emerged for
081590 - personal and organizational memory and management. ref OF 7 6649 The
081591 - design combined listing pending tasks begun in 1967, ref SDS 0 YE6J,
081592 - as a Schedule, with writing history of results, per above, ref SDS 0
081593 - LR5F, as a complementary Diary. The original practice of "keyword
081594 - associations with objectives" became pointers into the diary using
081595 - Control Fields. Adding control to narrative provides a "filing"
081596 - mechanism to find information showing chronology based on context.
081598 - ..
081599 - Functions evolved with support from Morris in the Medit editor macro
081600 - language, which eventually Morris converted into a compiled language
081601 - for SDS. This permitted continual refinement for doing tasks
081602 - efficiently and for combining major elements into a single new kind of
081603 - integrated work product, per analysis above. ref SDS 0 VV5L Continued
081604 - use led one day in 1985 to a lucky guess or hunch (see, also, "lucky"
081605 - reported on 950204, ref SDS 26 4365) that combining planning and
081606 - reporting is more effective than using discrete methods, by making it
081607 - faster and easier to use good management practice consistently for
081608 - relying on experience from the record of actual work history, rather
081609 - than remembering only the gist of the story, based on what people say
081610 - during meetings and calls.
081612 - ..
081613 - In addition to luck that computers became affordable for many people
081614 - to experiment, ref SDS 0 DW4I, Morris was willing to support
081615 - development, ref SDS 0 JP4J, and a lucky hunch that schedule and diary
081616 - could be combined, ref SDS 0 EO8K, the computer keyboard provided
081617 - another lucky condition for efficient usability. Over many years
081618 - assignment of tasks evolved to execute commands with left and right
081619 - hands, e.g., on 990530, ref SDS 58 EE6R, so that performing work
081620 - optimizes left and right brain, reviewed on 990121, ref SDS 53 CO6I,
081621 - with the harmony of playing a piano, explained in POIMS. ref OF 7 6M5H
081623 - ..
081624 - [On 001206 reviewed hands on keyboard and advantage of function
081625 - keys on left end. ref SDS B8 PK4H
081627 - ..
081628 - The hunch, that the SDS design to improve human memory, also, augments
081629 - intelligence, was later confirmed from research on 900319 showing that
081630 - memory is a big part of human reasoning. ref SDS 9 0005 Similar
081631 - research on 900303 showed from review of Jeremy Campbell's book, "The
081632 - Improbable Machine" that people pay a price for relying on remembering
081633 - the gist of things and using common sense to fill in the gaps.
081634 - ref SDS 8 4456 In a modern, complex environment where the impact of
081635 - communication is delayed by days, weeks, months, and years, and is
081636 - transferred to others. reliance on the innate architecture of human
081637 - thought that can only remember about 5% of the gist of things creates
081638 - a daily milieu where nobody knows why things happen, noted by Henry
081639 - Kissinger in his book reviewed on 940609. ref SDS 20 4238 This
081640 - setting makes communication the biggest risk in enterprise and this
081641 - risk is mostly hidden from participants at the time it is possible to
081642 - take action that avoids harm, as indicated by the trial in 1980, per
081643 - above. ref SDS 0 4W9L
081645 - ..
081646 - Therefore, the ability to maintain accuracy over time is crucial to
081647 - avoid the compounding effect of meaning drift, that causes continual
081648 - bumbling, later explained in POIMS. ref OF 5 8774 and NWO, ref OF 12
081649 - 4077
081651 - ..
081652 - Making good management faster and easier enables consistent use of
081653 - good practices, because it takes less diligence to do things that are
081654 - fast and easy. Since Drucker points out that good management is the
081655 - only source of productivity, and earnings, reviewed on 931130,
081656 - ref SDS 18 E94F, SDS seems like a simple, direct way to lift
081657 - civilization by enabling a large mass of people to use good work
081658 - practices consistently, rather than struggle with changing habits,
081659 - which is very hard to do, as set out in reviewing Stephen Covey's work
081660 - on 921205.
081662 - ..
081663 - [On 010908 evidence shows laziness makes bad management seem more
081664 - attractive than using good management to save time and money.
081665 - ref SDS C4 YF5O
081667 - ..
081668 - Initial implementation to test the hunch was crude, but supported the
081669 - idea, so "Schedule Diary System" (SDS) was adopted to describe
081670 - integrating time and information, as a new software program.
081672 - ..
081673 - In 1985 making it faster and easier to prepare analysis and planning
081674 - linked to history began a long process of discovering that connected
081675 - chronologies of cause and effect, organized according to context, aid
081676 - human intelligence for understanding and following up, commonly called
081677 - "listening." This led to the concept of thinking through writing set
081678 - out in POIMS, ref OF 8 3742, which further led to a counterintuitive
081679 - idea that more analysis, commonly called "paperwork," increases
081680 - productivity, when done in a paperless work practice (see review on
081681 - 880628, ref SDS 1 WU49) using the SDS "intelligence cycle" (see POIMS,
081682 - ref OF 7 6649), better than traditional reliance on conversation to
081683 - "expedite" using spontaneous, stream-of-conscious reaction to
081684 - information in meetings, calls and email. see POIMS, ref OF 5 CZ6K
081685 - Experience over many years using SDS showed that "intelligence"
081686 - converts "paperwork," that delays getting things done, into
081687 - "knowledge" that improves listening for better understanding and
081688 - following up to get things done correctly, on time and within budget.
081689 - This means the SDS "intelligence" process is a significant advance for
081690 - "expediting" daily work.
081692 - ..
081693 - Adding "intelligence" to information greatly increases the store of
081694 - "knowledge" for saving time and money (some authorities refer to a
081695 - "knowledge repository" and to "organizational memory") and so requires
081696 - technology for organization. Sometime in 1985 and 1986 the rudiments
081697 - of organic subject structure that apply library science, accounting,
081698 - epistomology, work breakdown structure, CPM and cost control were
081699 - worked out to manage information on everything in existence by
081700 - providing multiple paths to assemble chronologies of cause and effect
081701 - according to context. The ability to manage context at lower levels
081702 - of organic structure is another technology advance, explained later on
081703 - 890523, ref SDS 5 SQ5L, and discussed at Intel on 950927. ref SDS 34
081704 - 5412
081705 -
081707 - ..
081708 - Experience Revealed Powerful Architecture of Human Thought
081709 -
081710 - Follow up ref SDS A5 TF4H.
081711 -
081712 - In 1986 an assignment to support a developer for the Plumbtree
081713 - Apartments in Martinez, CA, permitted experimenting to use SDS for the
081714 - first time in an ordinary work setting. Though awkward and crude in
081715 - 1986, the plan, perform, report process was workable on the Plumbtree
081716 - project by investing extra time for experimenting to test a new way of
081717 - working that uses a computer to improve management. A stunning
081718 - discovery in the first 2 - 4 weeks was that SDS work product was
081719 - recognized by contractors, engineers, executives, lawyers, indeed
081720 - everyone at all levels, as a unique and powerful new way of working
081721 - that helps everyone get things done correctly, on time and within
081722 - budget. This initial experience indicated SDS provided a fruitful new
081723 - development path for software that improves management. Over the next
081724 - 4 years or so the structure of SDS records was revised many times for
081725 - efficiently integrating data bases on planning, people, subjects,
081726 - documents and diary records, so that by about 1990 a design where each
081727 - component smoothly supports the others was established, see POIMS.
081728 - ref OF 5 8559 and ref OF 6 1368
081729 -
081730 -
081732 - ..
081733 - SDS Version 2 Refined Original Concepts in 1988
081734 - Subject Index Control Fields Implement Paperless Office
081735 - Paperless Office Requires Flexible Structure Precision Access
081736 -
081737 - Trial and error experimentation applying experience from the Plumbtree
081738 - project led to a complete re-write of all the code to create record
081739 - formats, data structures, functions and integration. The original
081740 - design required a lot of hard work to implement the plan, perform,
081741 - report "intelligence" cycle. Therefore, in order to make management
081742 - faster and easier everything had to be done over.
081744 - ..
081745 - Many formats were tried for bridging the gap between a task scheduled
081746 - for the future that has not yet occurred, but requires planning, a
081747 - place to perform work, like reading a book, making a call, reviewing a
081748 - dispute, writing a letter, creating software or designing a product,
081749 - etc., that all occur in the present moment-to-moment, and are guided
081750 - by both prior planning and the history of past experience, and a diary
081751 - to report on what actually occurred, so that there is a history
081752 - available to plan future tasks in a way that applies relevant
081753 - experience accuratly and comprehensively. Part of this process
081754 - yielded a design for precision access using Control Fields for a
081755 - concept of flexible structure to segment information along a continuum
081756 - of evolving context, as occurs in narrative. (see review on 890523,
081757 - ref SDS 5 P13O) This came to be called organic subject structure that
081758 - makes finding information fast and easy so that people can assemble
081759 - multiple views of chronology to discover emerging patterns of cause
081760 - and effect based on context. (see again review on 880628, ref SDS 1
081761 - BI3G) Traditionally, these instruments used different formats, but
081762 - experience indicated that a common method was needed to represent the
081763 - past, present and future. The solution enables using computers for a
081764 - "paperless office" that saves time and money filing and retrieving
081765 - information electronically.
081767 - ..
081768 - Two years later in 1988 and 1989 an assignment to work on Broadwater
081769 - Dam in the State of Montana, enabled live testing of SDS improvements,
081770 - noted in the project launch meeting on 880815. ref SDS 2 7388 This
081771 - work applied SDS version 2 over an extended period and exposed a wider
081772 - group of people to the power of knowledge relative to traditional
081773 - information technology.
081775 - ..
081776 - Results reinforced the record on the Plumbtree project showing SDS is
081777 - a powerful new management method, as reported on 890324. ref SDS 5
081778 - LZ5F On 911123 Morris identified SDS as the Welch Management method,
081779 - because it is different from the way other people do things.
081780 - ref SDS 8 4930 After the Broadwater Dam project, the last major
081781 - re-design was done that settled on program elements reviewed with
081782 - Cliff Joslyn at LANL earlier today. ref SDS A5 3780
081784 - ..
081785 - Work on Broadwater Dam demonstrated that the version 2 design was
081786 - still inadequate for consistently using good management practices, and
081787 - ideas emerged from project management to improve a broad range of SDS
081788 - features and functions. While onsite, during off hours, system
081789 - improvements were developed and experiements were tried to revise SDS
081790 - code, e.g., on 881203. ref SDS 3 0001 These records created with SDS
081791 - version 2 are remarkable for showing the basic SDS design using record
081792 - segments, but with different structure, format and less functionality,
081793 - that was solidified, refined and expanded for version 3.
081795 - ..
081796 - During this time in Montana, Morris Jones continued to assist by
081797 - creating new programming tools. Major improvements Morris developed
081798 - were a compiler for Medit macros and support for a mouse and other
081799 - things needed for menus that strengthen user interface.
081800 -
081801 -
081803 - ..
081804 - SDS Version 3 Evolved Technology to Leverage Intelligence
081805 -
081806 - When the assignment in Montana ended in March of 1989, a development
081807 - effort was undertaken to apply lessons learned from that experience
081808 - and on subsequent small projects.
081810 - ..
081811 - In 1990 and 1991 the code for the entire program was re-written again
081812 - based on another design for SDS version 3, which substantially
081813 - improved the Schedule, the diary and expecially SDS records to create
081814 - a common format that supports the plan, perform, report intelligence
081815 - cycle within a flexible structure of time that links past, present and
081816 - future. (see, for example, background on 890523, ref SDS 5 P13O) The
081817 - new design eliminated record identification on every line of a record
081818 - by providing one line for identification at the top of the record and
081819 - then capture and use that data where needed for linking and archiving
081820 - reference data bases to find information quickly when needed. All
081821 - reporting mechanisms had to be updated to support the new scheme. A
081822 - user interface that applies mouse (point and click or double click)
081823 - and menus to execute functions was developed using tools Morris
081824 - developed for SDS during this period, per above. ref SDS 0 QY9J These
081825 - changes in code structure, appearance and usability were largely
081826 - completed in 1991 to apply ideas from work in 1988 - 1990, and
081827 - constituted a new program and so became SDS version 3.
081829 - ..
081830 - Version 3 added functions that formalized practices for a Document Log
081831 - system to integrate external sources into the SDS record.
081833 - ..
081834 - Versions 1 and 2 listed external documents, but did not provide access
081835 - through a consistent format. This made document management very time
081836 - consuming which reduced the amount of actual management to only a few
081837 - documents that were recognized as "important" in the moment.
081838 - Experience using SDS versions 1 and 2 showed that often importance is
081839 - not fully evident at the time a document is issued or received.
081840 - Technology that enables capturing a greater share of daily working
081841 - information increases the chance of managing critical information that
081842 - seems inconsequential in the moment, noted on 921127. ref SDS 16 0674
081843 - Version 3 developed concepts and designs for distinguishing and
081844 - managing formal correspondence that imparts duties and rights based on
081845 - the legal practice of notice that occurs in documents issued and
081846 - received, and which do not arise from other files. The document log
081847 - system integrated management of all external information, including
081848 - instruments like a book or a magazine article.
081850 - ..
081851 - SDS evolved in version 3 support for integrating information from all
081852 - sources into a common work space to leverage human thinking by
081853 - emulating the model of human cognition that receives external data
081854 - through the senses and then integrates and connects what is received
081855 - with prior experience to grow a more powerful resource commonly called
081856 - "knowledge." SDS aids the intelligence process that uses information
081857 - from the present to predict future consequences based on understanding
081858 - and remembering cause and effect for comparable context from past
081859 - experience.
081861 - ..
081862 - Four forms of linking were implemented to aid "intelligence," reviewed
081863 - on 890523. ref SDS 5 T14T
081864 -
081865 - 1. SDS design permenantly positions information in a structure
081866 - for understanding context that innately imparts knowledge
081867 - of the link between cause and effect to leverage human
081868 - reasoning that relies on sequence derived from chronology.
081870 - ..
081871 - 2. Organic structure and record segments link information on a
081872 - common subject that occurs at different times but can be
081873 - assembled into a sequence that reveals cause and effect
081874 - based on the chronology of a particular context.
081876 - ..
081877 - 3. Linking enabled people to create citations used in the law
081878 - and in the Bible to set and maintain associations going
081879 - forward or backward in time that impart important
081880 - understanding of details about cause and effect based on
081881 - context. Backward and forward links enable to people to
081882 - understand why things happened and subsequent consequences.
081884 - ..
081885 - 4. Automatic linking was added to provide consistent use of an
081886 - audit trail showing traceability to original sources called
081887 - out in published standards for good management. Two
081888 - baseline levels of links occur at the headline level within
081889 - a record segment to make finding relevant information fast
081890 - and easy.
081892 - ..
081893 - Along with rewriting SDS for the 3rd time beginning in 1989, in 1990
081894 - work was begun to develop a formal explanation of SDS technology.
081895 - Research showed two broad classes of technology were recognized in the
081896 - liturature....
081897 -
081898 - 1. Organizational management to aid memory and understanding
081899 -
081900 - Data base programs in this category capture, organize and
081901 - report data from daily work. Examples include payroll,
081902 - sales and inventory data, engineering, accounting, health
081903 - and economic data, production, crime, weather data, and so
081904 - on.
081906 - ..
081907 - The basic idea of softare for organizational or enterprise
081908 - management is for a group of people to use software in
081909 - collecting data and then "process" the data to provide
081910 - another group of people with a report, input, etc., on data
081911 - that helped the second group, typically called managers,
081912 - leaders, authors and the like to make decisions that guided
081913 - actions that affect everybody. An example of how data base
081914 - programs help organizational management is reported on
081915 - 960627. ref SDS 40 5002
081917 - ..
081918 - 2. Personal management to aid memory and understanding
081919 -
081920 - People evolve work habits or practices to remember
081921 - contacts, appointments, important results of calls and
081922 - meetings, to write letters, reports, laws, rulings,
081923 - articles and books, and prepare outlines and graphical
081924 - diagrams and pictures that aid verbal presentations in
081925 - persuading people, i.e., talking people into saying yes
081926 - and telling people what to do, i.e., giving orders.
081928 - ..
081929 - Work in 1988 and 1989 on Broadwater Dam showed that SDS supports both
081930 - popular technology schemes by integrating personal and organizational
081931 - memory to improve management productivity. During 1989 a formal
081932 - explanation of the SDS design was begun in POIMS. ref OF 4 0001 On
081933 - 910810 Morris described an SDS design "breakthrough" as integrating
081934 - relational and hierarchial software architecture. ref SDS 10 0001
081936 - ..
081937 - In 1992 linking was enhanced by making construction and opening links
081938 - fast and easy, reported on 920813. ref SDS 15 0001
081940 - ..
081941 - In late 1994, we lost an order at PG&E for extending SDS support. At
081942 - that time on 941228 the sponsor for SDS with the PG&E company reported
081943 - that one reason management reversed an earlier commitment was
081944 - difficulty explaining the meaning of POIMS. ref SDS 24 2126 This led
081945 - to a search for something that sounds new and useful without a lot of
081946 - explanation.
081948 - ..
081949 - In 1995 experience using SDS indicated that lifting the capacity to
081950 - think, remember and communicate, explained in POIMS, ref OF 8 3742,
081951 - provides a powerful new business metric that complements traditional
081952 - cost and schedule control. On 950202 a lecture on integrating these
081953 - traditional methods, ref SDS 25 5093, revealed a gap in popular
081954 - management theory and practice that overlooks the opportunity to
081955 - improve productivity and earnings, as well as save lives, by
081956 - integrating controls for communication together with cost and schedule
081957 - control. ref SDS 25 8402 A few days later on 920204 this idea was
081958 - discussed with Morris. ref SDS 26 J67M
081960 - ..
081961 - The concept of "metrics" for communication centers on tasks, tools and
081962 - tests to improve accuracy. ref SDS 26 8A4G A few weeks later on
081963 - 950307 Communication Metrics was defined as a formal solution enabled
081964 - by SDS. ref SDS 28 0001 POIMS summarizes how Communication Metrics
081965 - accomplishes popular calls for better "listening." ref OF 7 1106
081966 - Since communication comprises 80% - 90% of daily time on the job,
081967 - shown on 890809, ref SDS 7 8812, and further since communication is a
081968 - predicate to doing the actual work, controls to make communication
081969 - useful and productive by accurate understanding improves earnings much
081970 - more than cost and schedule control, noted in NWO. ref OF 13 8577
081972 - ..
081973 - SDS version 3 was used on work at PG&E in 1994, and at USACE in 1996 -
081974 - 1997. Experience on these assignments, illustrated by the record on
081975 - 961126, ref SDS 45 0001, appeared to validate earlier experience in
081976 - 1986 - 1989 that indicated SDS is a new way of working "intelligently"
081977 - that saves time and money. These results encouraged further
081978 - development work to improve SDS....
081979 -
081980 - PG&E found SDS best system to improve
081981 - management................................. ref DRP 7 0001
081983 - ..
081984 - USACE found SDS supports an
081985 - intelligence role for daily
081986 - management................................. ref DRP 8 6172
081988 - ..
081989 - USACE found Com Metrics saves
081990 - time and money at the rate of
081991 - 10 to 1.................................... ref DRP 9 0001
081992 -
081993 -
081995 - ..
081996 - Version 4 Internet Support Better Integration More Memory
081997 -
081998 - Results using SDS on the job showed Communication Metrics helps people
081999 - work "intelligently" to save lives, time, and money, and further that
082000 - people resist SDS because working "intelligently" is a foreign
082001 - practice in management, as noted at Intel on 990713, ref SDS 60 2150,
082002 - and explained in POIMS. ref OF 5 5820 On 890324 a top executive of a
082003 - prominent engineering firm explained good management is unnecessary
082004 - overkill. ref SDS 4 X74I Later on 950426 a management consultant
082005 - disclosed top executives like to work through conversation, rather
082006 - than invest time for accuracy. ref SDS 30 4392 On 951026 another
082007 - expert disclosed that industry standards and government regulations
082008 - requiring traceability to original sources for accurate communication
082009 - are ignored because there is not enough time for good management
082010 - practice using technologies everybody likes. ref SDS 36 3245
082012 - ..
082013 - Like alphabet technology, 3,000 years ago, people tend to resist tools
082014 - that entail investing time for thinking. The 4th version of SDS
082015 - strives to reduce the time required for good management to work
082016 - intelligently, so that people can discover advantages of
082017 - transformation from information to a culture of knowledge.
082018 -
082019 - [On 020504 Federal Acquisition Regulations (FAR) that require an
082020 - audit trail showing daily work aligns with requirements are
082021 - ignored, because people don't have enough time. ref SDS C9 NS6F
082023 - ..
082024 - Linking to automatically construct an audit trail for record segments
082025 - and headlines was developed beginning on 970216. ref SDS 46 3157
082027 - ..
082028 - Internet support was added to accomplish Intel's goal for anytime,
082029 - anywhere intelligence by making it fast and easy to produce useful
082030 - content, reported on 971021. ref SDS 49 9999
082032 - ..
082033 - On 971125 changed from linking by line numbers to using anchors, which
082034 - added a new form of punctuation that identifies a unit of information
082035 - in SDS.
082037 - ..
082038 - A few years later on 990530 commands were integrated to make
082039 - converting information into knowledge faster and easier and more
082040 - intuitive by making Enter and double clicking "intelligent."
082041 - ref SDS 58 0001
082042 -
082043 - [On 010907 people who encounter SDS records on the Internet
082044 - report "intelligence" provides self-evident benefits that save
082045 - time and money. ref SDS C3 KX3L
082047 - ..
082048 - Since then, improvements continued to evolve SDS version 3 toward a
082049 - version 4, and are listed in the record on 000824. ref SDS B3 0001
082050 -
082051 - [On 031207 final change to implement version 4 of SDS.
082052 - ref SDS D5 0001
082053 -
082054 - [On 031208 full scope of SDS version 4 listed. ref SDS D5 0001
082056 - ..
082057 - Another discovery was that ergonomic use of computer aided functions
082058 - augment "intelligence" through efficient use of hands and eyes, as
082059 - later explained in reviewing Andy Grove's book on 980307. ref SDS 52
082060 - 4810
082062 - ..
082063 - Thus, not only the express functionality, but the way functions are
082064 - applied greatly impacts whether technology actually improves daily
082065 - work, and this extends to the physical location of the computer screen
082066 - and keyboard relative to the layout of the desk and other elements of
082067 - a work station. Awkward design diminishes intelligence, and so
082068 - reduces productivity, earnings and stock prices.
082070 - ..
082071 - In the year 2000 tried to help Doug Engelbart, and an ad hoc group of
082072 - engineers meeting at SRI in Menlo Park develop technology, based on
082073 - Doug's work in the 1960s, for an open hyperdocument computer sytstem
082074 - that supports a dynamic knowledge repository, summarized as OHS/DKR.
082075 - This was nominally a group that could grasp objectives and benefits of
082076 - SDS for Communication Metrics, shown by a telecon with Doug Engelbart
082077 - on 991222. ref SDS 65 3977 On 000120 the engineering group working on
082078 - Doug's ideas in an open source business model considered studying the
082079 - human intelligence process to learn about converting information into
082080 - knowledge, as a predicate to develope tools for knowledge. ref SDS 66
082081 - 5063 On 000327 Doug discussed the issue. ref SDS 71 MO4G Later on
082082 - 000615 the entire team of engineers gave up because there was not
082083 - enough knowledge to develop technology for a knowledge repository.
082084 - ref SDS 85 6271
082086 - ..
082087 - On 000425 experience with OHS/DKR and other research indicated SDS is
082088 - a unique solution, ref SDS 75 0480, that is hard for people to grasp
082089 - without experience using the work product. A report on 010426 that,
082090 - DARPA, the research group in the Department of Defense, gave up on
082091 - knowledge management, shows the gap between efforts to advance
082092 - information technology, and SDS that has advanced to a knowledge based
082093 - technology. ref SDS C2 657O
082095 - ..
082096 - [On 001126 the OHS/DKR group was offered the opportunity to use
082097 - SDS for learning about knowledge technology; the group decided to
082098 - apply greater diligence using information technology to study,
082099 - learn and create tools for knowledge. ref SDS B7 4E3X The group
082100 - later migrated to another sponsor and continues to conduct
082101 - important discussions, illustrated by a letter on 010908.
082102 - ref SDS C4 0001 On 010916 there was feedback from the group that
082103 - SDS is more effective for finding information than popular IT
082104 - search methods. ref SDS C5 0001 On 011003 the OHS/DKR group was
082105 - frustrated by slow progress advancing beyond the paradigm of
082106 - information technology. ref SDS C7 O74L
082108 - ..
082109 - [On 001219 identified eight (8) steps using the SDS program for
082110 - Communication Metrics. ref SDS B9 4W4L
082112 - ..
082113 - [On 020924 Gary began learning SDS, ref SDS D1 0001, and on
082114 - 030413 reported progress using SDS at aerospace company.
082115 - ref SDS D3 0001
082117 - ..
082118 - [On 030724 entered into agreement for pilot testing SDS at a
082119 - technology firm. ref SDS D4 0001
082121 - ..
082122 - The history of SDS over the past 20 years or so led to research in
082123 - management science, engineering, management, law, computer science,
082124 - cognitive science and philosophy that supplement training and
082125 - experience in construction and project management. On 991108 research
082126 - indicates the alphabet is an explosive technology that enabled modern
082127 - civilization by leveraging innate biological cognition to think,
082128 - remember and communicate. ref SDS 63 5628 Another powerful advance
082129 - from traditional literacy, enabled by information technology, to a
082130 - culture of knowledge, enabled by SDS, may once again lift civilization
082131 - to a new plateau. see POIMS, ref OF 6 JE6L
082133 - ..
082134 - [On 010924 Morris explained SDS improves management better than
082135 - other methods because of synergy between use and development.
082136 - ref SDS C6 NK4J
082138 - ..
082139 - [On 010924 Morris disclosed that nobody uses software the way SDS
082140 - is used to leverage human intelligence. ref SDS C6 XT5F
082142 - ..
082143 - [On 010924 eight (8) reasons identified that make SDS a unique
082144 - solution that is difficult for others to develop. ref SDS C6 JS6G
082145 -
082146 -
082147 -
082148 -
082149 -
082150 -
0822 -
0823 -