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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 assignments.  Location was tracked by a chart which
080620 - I maintained on the wall in Bill's office.
080622 -  ..
080623 - Experience in the military during 1967 and 1968 exposed processes to
080624 - organize the record using a "suspense file" for time management.  A
080625 - list of keywords were written on the left side of lined paper for
080626 - background and pending tasks; each of these words was associated with
080627 - a keyword on objectives written along the right side.  Was told at the
080628 - time in 1967, that the FBI used this this method, but this was never
080629 - verfified.  Numbers were assigned for priorty.  Brief comments on
080630 - results were noted on the list during the day.  At the end of the day,
080631 - the current list was used to make another list for the next day, and
080632 - so on.  These commented lists of daily action items were saved in a
080633 - file folder for a cursory record of what had been planned and
080634 - accomplished.  This practice complemented how contractors prepare a
080635 - "diary" of daily work, and ship captains keep a daily log to record
080636 - events. ref SDS 0 LR5F
080638 -  ..
080639 - Skills to manage objectives were honed through experience over the
080640 - years making calls and conducting meetings.  Initial emphasis on
080641 - communication aimed for leadership and collaboration to obtain
080642 - agreement, commonly described as getting people to say "yes."  Writing
080643 - skills grew through experience preparing letters, contracts, reports,
080644 - specifications, etc.
080646 -  ..
080647 - Common practices to manage work flow and resource requirements with
080648 - cost and schedule control were used extensively.  Experience observing
080649 - mentors, and from trial and error over many years showed that
080650 - identifying structure to organize work, and reporting by keeping a
080651 - diary and scheduling the work, are closely related, and significantly
080652 - implact planning.  However, at that time there was no awareness,
080653 - scrutiny nor study of the management process, because there was not
080654 - enough time, and there is no evident need for improvement with money
080655 - coming in, other than to attend professional events from time to time,
080656 - which turned out to be marketing efforts for well established
080657 - practices that are useful, but also difficult to use on a regular
080658 - basis.
080660 -  ..
080661 - Traditional management practices worked well applied over long hours
080662 - to keep up with the pace of constant meetings, calls and documents for
080663 - managing a contracting business.
080665 -  ..
080666 - In 1975 a contract dispute with the State of California Department of
080667 - Transportation (Caltrans) exposed weaknesses that are not normally
080668 - evident to busy people on the job, because the press of handling
080669 - complex daily working information masks the actual state of affairs,
080670 - as Doug Engelbart discusses in his 1972 paper, reviewed many years
080671 - later on 000327. ref SDS 71 3971
080673 -  ..
080674 - The issue with the State of California was misrepresentation of tide
080675 - conditions for a project to clear debris from the bay floor and
080676 - construct a new concrete fender to protect pier 11 on the
080677 - Benecia-Martinez bridge in the Carquinez straits.  In January 1975 a
080678 - ship headed for the port of Stockton got slightly off course in the
080679 - fog and struck Pier 11.  The fender saved the bridge, but was
080680 - completely destroyed, and so had to be re-constructed.  An engineer
080681 - later questioned the wisdom of engineering that resulted in total
080682 - failure from performing the design function; however, this was not an
080683 - issue in the dispute between Welch and Caltrans.
080685 -  ..
080686 - Tide levels on the Pier 11 project plans came from plans for the
080687 - original construction of the Benecia-Martinez bridge built in the
080688 - 1960s by Murphy Pacific, which in turn appear to have been copied from
080689 - the plans for the Carquinez bridge constructed in the 1950s at the
080690 - other end of the strait, about 4 miles West.  The design and elevation
080691 - of protective fenders, and tide levels are shown in the project plans
080692 - for both bridges to be identical.  However, tide levels are actually
080693 - one (1) foot higher at the Pier 11 location, and this fact impacted
080694 - the cost of construction.  Higher tide levels caused work on fenders
080695 - for the Benecia-Martinez bridge to be flooded for a much longer period
080696 - of time each day than under the lower, incorrect figures shown in the
080697 - State's plans.
080699 -  ..
080700 - Error in the plans was discovered during construction, when the time
080701 - to perform the work exceeded the original estimate, and this increased
080702 - cost, causing loss of earnings.  Impending loss, led management to
080703 - inquire why progress was slower than estimated.  The project manager
080704 - reported that tide levels prevented and slowed progress during much of
080705 - the work day, which stretched out completion, thus increasing cost.
080706 - Investigating why tide levels obstructed the work, when the plans
080707 - showed clearance, led to discovering that the plans were incorrect.
080709 -  ..
080710 - When notified of the error during construction, the State corrected
080711 - the plans, but refused to pay the extra cost to perform the work on
080712 - the grounds that the contractor should not have relied on the plans to
080713 - bid the job.  State administrative review of the claim held that,
080714 - while the plans were erroneous, this was not a material
080715 - misrepresentation because, the State maintained, the contractor erred
080716 - by relying on the plans and should have, instead, relied on published
080717 - tide tables, because in that case the State would not be liable for
080718 - erroneous figures in tide tables.  After work was completed, the State
080719 - was sued for misrepresentation to recover extra cost for working under
080720 - actual conditions encountered on the job that were misrepresented in
080721 - the plans.
080723 -  ..
080724 - Another issue in the Welch case was failure to disclose information
080725 - about a similar project performed five (5) years earlier to repair the
080726 - Pier 10 fender destroyed by a prior shipping accident in 1969.  The
080727 - State gave the record of construction on Pier 10 repairs to one
080728 - bidder, who asked for the amount of time needed for debris removal and
080729 - reconstruction on the prior project.  After giving out supplemental
080730 - information on a prior identical project to one bidder, it was was not
080731 - still disclosed to the other bidders.
080733 -  ..
080734 - Besides showing the level of effort for the work, Pier 10 information
080735 - also showed the contractor was paid on a force account basis to recoup
080736 - actual expenses for debris removal.  The contractor who got this
080737 - information planned to request a change order for similar payment on
080738 - Pier 11, since estimating cost of debris removal on the bay floor that
080739 - could not be readily surveyed at ground level was difficult, and
080740 - therefore demanded a very high risk contingency premium, without
080741 - disclosure of prior history on Pier 10.
080743 -  ..
080744 - As a result of erroneous plans, failure to disclose, and failure to
080745 - provide equal treatment of bidders, the suit sought recovery of
080746 - approximately $400,000 to pay for extra work.  The Welch company was
080747 - launched in 1974.  The Pier 11 work bid in March of 1975 was the 3rd
080748 - or 4th project of the new firm.  The Pier 10 project was performed in
080749 - 1969 by Murphy Pacific, which was long established and specialized in
080750 - marine construction, having built the original Benecia-Martinez bridge
080751 - in the early 1960s, and earlier worked on the San Francisco Bay Bridge
080752 - in the 30s, the Richmond-San Rafael Bridge in the 50s, and other major
080753 - projects throughout the country.  A workman for Murphy Pacific on Pier
080754 - 10, was called to testify by the State.  He had worked on all of the
080755 - major marine projects over a 30 year career, and testified that
080756 - because of tide levels being so close to where work was performed,
080757 - ref SDS 0 QZ66, Pier 10, was the most difficult job he had ever
080758 - experienced in the Bay Area.  This evidence aligned with loss of life
080759 - on the Pier 10 project, when a diver working on Christmas eve got his
080760 - air lines caught attempting to remove the tangle of pilings on the bay
080761 - floor, and died.
080763 -  ..
080764 - The State argued this evidence showed that the contractor erred by
080765 - bidding the identical Pier 11 in 1975 project with limited experience,
080766 - and that lack of experience attempting such a difficult, dangerous
080767 - project caused extra cost of $400,000 rather than misrepresentations
080768 - and withholding material information.  Review of State records showed
080769 - that Pier 11 took 30% less labor and 20% less equipment than was
080770 - required by an expert doing identical work on Pier 10.  This showed
080771 - that the actual cost of Pier 11 was reasonable under the actual
080772 - conditions of the work, which was completed within the six (6) months
080773 - time specified for the work in 1975.
080775 -  ..
080776 - Administrative claims, and the legal process of discovery, settlement
080777 - hearings, and just waiting for a court date caused trial of the matter
080778 - to be delayed for five (5) years.  Counsel recommended a court trial,
080779 - which allowed judgement to rest with the judge, rather than a jury.
080780 - The plaintiff requested a jury trial, but eventually waived this on
080781 - advice of counsel, and strong recommendation by the pre-trial judge
080782 - who said a jury would have a difficult time analysing the complexity
080783 - of the case.
080785 -  ..
080786 - At trial in 1980, witnesses for the government testified that there
080787 - was not enough time to check the files and the contract, so they
080788 - relied on their notes, their memory and what everybody said at the
080789 - time, because nobody had time to prepare and maintain a useful record.
080790 - Each witness had a different story about what was said, done and
080791 - intended in relation to objectives, requirements and commitments.
080792 - Most striking was the amount of confusion and conflict in testimony by
080793 - witnesses, who criticized others for not being informed, for failing
080794 - to do their "homework," for not following established policy,
080795 - procedure and contract provisions.
080797 -  ..
080798 - This experience revealed that good management practice, which people
080799 - commonly urge on others, is a lot harder to accomplish than is evident
080800 - during a busy day.  People feel they are doing the best they can, and
080801 - so believe their problems are caused because others (boss,
080802 - subordinate, colleague, subcontractor, etc.) are not working hard
080803 - enough to use good management practice.  Evidence at trial indicated
080804 - that nobody has time to create clear, concise, complete records nor to
080805 - check the files to verify accuracy of daily working information.  The
080806 - busier people become, i.e., when time is short, the human mind
080807 - summarizes causing cursory understanding that conceals error, as
080808 - explained in POIMS, ref OF 5 R69H, see also NWO. ref OF 13 0637
080810 -  ..
080811 - Though unrelated, the tenor of this case was very similar to a study
080812 - presented at a professional seminar 15 years later on 940612.
080813 - ref SDS 21 8239
080815 -  ..
080816 - As in the case study, testimony in the Welch case revealed busy
080817 - engineers misplaced and lost files due to bumbling, and some files
080818 - were simply destroyed to avoid accountability.
080820 -  ..
080821 - The judge noted that destroying the record places witnesses at the
080822 - mercy of the court to make all reasonable inferences against the
080823 - witness, including that a cover up is intended.
080825 -  ..
080826 - Defense counsel objected that common practice is for lawyers to
080827 - counsel clients not to keep records on the theory that ignorance is a
080828 - better defense against accountability than knowledge, therefore, the
080829 - judge should not make inferences that a witness is covering up, just
080830 - because they lost some files, didn't have time to prepare records and
080831 - can't remember every small detail from many years ago.
080833 -  ..
080834 - The judge sustained this objection, but noted the best defense against
080835 - accountability for mistakes is a record that enables people to get
080836 - things done correctly.  Destroying records is tricky because you can
080837 - never destroy everything, and, when you try, the court is forced to
080838 - rely on the opponent's records, and must view with suspicion testimony
080839 - after-the-fact that events happened differently from people who say
080840 - they didn't have time to prepare the record, they lost it, or some
080841 - such excuse.
080843 -  ..
080844 - Defense counsel pointed out that while keeping good records reduces
080845 - mistakes, lawyers have to defend clients against liability for the
080846 - small number of mistakes that still occur, since no system can ever be
080847 - perfect.  Lawyers cannot totally control how juries will take writings
080848 - out of context, so lawyers prefer clients to have no records.  Even
080849 - though this increases mistakes and damages, the lawyer uses
080850 - communication skills to persuade the jury that the client is ignorant,
080851 - but not guilty of having known, or reasonably should have known, by
080852 - virtue of a word or two in long forgotten documents, that
080853 - inconsequential details would cause great harm, as later reported on
080854 - 921127. ref SDS 16 0674
080856 -  ..
080857 - The judge asked why can't something be done to keep an audit trail so
080858 - people can avoid forgetting documents that have important information,
080859 - and can understand the context of taking action before harm occurs?
080860 - Why wouldn't that work, the Judge asked?
080862 -  ..
080863 - Counsel noted that executives are getting mixed signals.  Experts on
080864 - efficiency and productivity teach executives to follow government
080865 - regulations (see review of FAR on 020504, ref SDS C9 XV7L), and
080866 - contract notice provisions that require good management by keeping an
080867 - audit trail to avoid mistakes, like the mistake in the plans on the
080868 - Pier 11 project in this case, per above, ref SDS 0 IE4L, (see, also,
080869 - review of industry standards requiring traceability to original
080870 - sources, similar to citations used in legal practice, reported on
080871 - 950721, ref SDS 33 1740)  However, executive training, also, teaches
080872 - people to ignore good management, ignore regulations and ignore the
080873 - contract, as unnecessary overkill (cited on 890324, ref SDS 4 8R51,
080874 - because courts often don't enforce regulations and contracts.  As a
080875 - result, executives are forced to use "feel good" management to
080876 - expedite getting things done by avoiding "paperwork." (explained years
080877 - later on 911123, ref SDS 11 1331)
080879 -  ..
080880 - The judge asked why not look at the documents to align the work with
080881 - requirements and commitments so that context is clear in the record,
080882 - rather than forget, ignore and destroy the record?
080884 -  ..
080885 - The lawyer explained big decisions are made by busy executives removed
080886 - from the scene, who like to work by conversation, rather than study
080887 - details in documents.  As a result, they don't know the actual context
080888 - from experiencing events.  Unlike the judge who hears days, weeks and
080889 - sometimes months of testimony, and documents are studied in great
080890 - detail through examination and cross examination of witnesses,
080891 - executives perform little if any study.  Decisions are made based
080892 - primarily on "common sense" from past experience that seems
080893 - applicable, but may not actually apply to the current situation.
080895 -  ..
080896 - Without study for understanding critical details, as occurs in court,
080897 - taking proactive corrective action seems like unnecessary overkill
080898 - that wastes time and money, because when people rely on common sense
080899 - without investing time to understand correlations, implications and
080900 - nuance, as occurs in court, there is no basis to believe there is any
080901 - urgency to correct problems, despite explanations from people who are
080902 - on the scene.  Investing time to analyse small details is resisted
080903 - beyond the emotional feeling that spending more time doesn't make
080904 - common sense, because everybody is busy on big problems that were
080905 - ignored when they were small enough to be fixed at minimal cost.  As a
080906 - result, executives commonly demand...
080908 -        ..
080909 -       "Tell me what I need to know in 25 words or 30 seconds!"
080911 -  ..
080912 - Company policies call for writing up problems to make effective
080913 - analysis, but managers feel they don't have time, so it seems faster
080914 - and easier to use common sense within the 25 words to 30 seconds
080915 - allocated for understanding daily events.  If mistakes occur, it is
080916 - cheaper to destroy documents and buy off damages than invest time to
080917 - understand and follow up small details, because nobody knows which
080918 - detail will balloon into a big problem without writing up the record
080919 - to analyse context, and nobody has time for study. (see the report on
080920 - 921127, ref SDS 16 0674) Complexity of daily management presents a lot
080921 - of scenarios (see ticking time bombs" in POIMS, ref OF 6 JQ7H) that
080922 - make good management to write up the record for effective analysis
080923 - seem risky, because the record is ignored by relying on common sense
080924 - to save time and money, until discovered during a lawsuit.  As a
080925 - result, many resist good management, lose the records, and display
080926 - superhuman feats of amnesia. (see example on 890324. ref SDS 4 LZ5F)
080928 -  ..
080929 - The judge said that is very interesting.  He paraphrased saying our
080930 - jurisprudence seems to make people better off having no records and
080931 - causing a lot of damage, rather than having good records to reduce
080932 - mistakes so there is less damage, because fewer records make it easier
080933 - to pull the wool over the eyes of the court and the jury to avoid
080934 - accountability, in the same way that leaving everybody in the dark
080935 - increases mistakes and damages.  So, the net advantage is to avoid
080936 - records and hire a good lawyer rather than invest the time for good
080937 - management.
080939 -  ..
080940 - Defense counsel responded for the record that the court's comment is
080941 - not an accurate representation of counsel's advice to clients.
080943 -  ..
080944 - The judge said I understand.  Let's proceed with trial.
080946 -  ..
080947 - Some witnesses offered handwritten notebooks, but could not read them
080948 - very well.  They were full of illegible markings hurriedly written
080949 - with words omitted, arrows pointing in all directions that made sense
080950 - at the time.  Testimony explained there wasn't enough time to write
080951 - everything down nor to prepare a legible draft; nobody thought anyone
080952 - would care at the time. (Years later on 961023, handwritten notes were
080953 - useful for an expert analyst to create a legible record based on near
080954 - term understanding and opportunity to obtain feedback to refine
080955 - accuracy. ref SDS 44 2079)  The boss testified that he told everyone
080956 - to save time and money by expediting, so the record was never
080957 - completed nor corrected with feedback.  It didn't seem necessary
080958 - because everybody in the meetings seemed to understand what was going
080959 - on at the time.
080961 -  ..
080962 - The Judge asked the boss how it was determined that everybody
080963 - understood what was going on at the time?
080965 -  ..
080966 - The boss testified that nobody ever asked any questions, he assumed
080967 - everybody understood everything.  He learned about avoiding questions
080968 - getting his MBA and attending executive seminars.  Keep a low profile
080969 - and you'll be okay was the guidance from top management experts.
080971 -  ..
080972 - The Judge asked why that practice doesn't place a burden on the boss
080973 - to be proactive to query people during meetings on understandings in
080974 - order to test for conflicts and potential problems?
080976 -  ..
080977 - The boss said that sounds good in theory, but there isn't enough time
080978 - working day-to-day on the job.  He said sometimes he works through
080979 - lunch, comes in early and leaves late, and there still isn't enough
080980 - time to do everything the manuals say to do in the way of tracking
080981 - action items, commitments, so-on-so-forth. (On 950721 management
080982 - standards call for "documentation" showing an audit trail, like
080983 - accountants and lawyers use, to original sources, ref SDS 33 1740)
080984 -
080985 -      [On 020504 Federal Acquisition Regulations (FAR) require a record
080986 -      of organizational memory to ensure accuracy of the work.
080987 -      ref SDS C9 IY4I
080989 -       ..
080990 -      [On 020820 people giving up on accuracy; seems less important
080991 -      than creativity. ref SDS D0 V66I
080993 -  ..
080994 - The boss testified that even though records were indecipherable at
080995 - trial, this didn't hinder making decisions at the time.  He saved time
080996 - working by conversation when everyone understood context, and he used
080997 - the 20 80 method that says 80% of decisions only need 20% of the
080998 - information. That means you can forget about 80% of the information
080999 - and still be okay. (Years later this method was endorsed by experts
081000 - for saving time, on 950426. ref SDS 30 4022)
081002 -  ..
081003 - The Judge asked "Can't a lot go wrong if decisions are unsupported by
081004 - 80% of the record?  Can't that cause a lot of harm?  What happens to
081005 - the 80% of information?  Does anyone ever take a look to see what if
081006 - anything slipped through the cracks - something that might save time,
081007 - money, lives?"
081009 -  ..
081010 - The boss said they were very sensitive to TQM concerns about quality
081011 - and listening, and so everybody was required to attend seminars.  When
081012 - problems arose they had a meeting and talked things out.
081014 -  ..
081015 - At one point the judge asked "How can you say that?  Your story does
081016 - not hold water!  We've had witness after witness come in hear and tell
081017 - us about commitments you made, and we have the contract in evidence.
081018 - Here, I have it here in my hand; and your organizational policy and
081019 - procedures.  Nothing you are telling me now aligns with requirements
081020 - and commitments that have been put into evidence under oath before
081021 - this court."
081023 -  ..
081024 - The witness apologized and said "It's plain now that this is a very
081025 - complex story.  But, day-to-day it didn't seem complicated at the
081026 - time.  Everyone seemed to understand from the context of what was
081027 - going on at the time, so it seemed like overkill to write everything
081028 - down that was obvious during the meetings and out on the job.  So, I
081029 - guess what I am saying is that our story doesn't hold water now
081030 - because we didn't understand as well as we thought we did at the time,
081031 - if that makes any sense.  I'm awfully sorry.  We didn't intend for
081032 - things to turn out this way.  But we didn't know enough at the time,
081033 - even though we had lots of information every day."
081035 -        ..
081036 -       Years later on 950417 former Defense Secretary Robert MacNamera
081037 -       reported that events moved too fast for even the best and
081038 -       brightest to know what was going on during the build up of
081039 -       forces in the Vietnam era, despite having lots of information;
081040 -       this experience points to significant difference between
081041 -       "knowledge" and "information." ref SDS 29 5872
081043 -  ..
081044 - Piecing disparate information together during trial from testimony,
081045 - correspondence and requirements in contracts, regulations and policies
081046 - revealed conflicting meanings are unknowingly drawn by participants
081047 - from common instruments, i.e., meetings, calls and documents.  These
081048 - conflicts led people to take conflicting, rather than complementary,
081049 - actions.  Small deviations in alignment of communication were
081050 - concealed from everyone's awareness by inadequate records and the
081051 - press of a busy schedule (i.e., information overload), and so were
081052 - overlooked and forgotten at a time when the cost of correction would
081053 - have been minimal.  Small problems escalated but were ignored then
081054 - covered up rather than anyone bear responsibility for accountability
081055 - from having allowed little mistakes to escalate then ignore growing
081056 - problems. Eventually huge losses could no longer be concealed because
081057 - nobody could afford, and/or was willing, to buy-off the consequences
081058 - of bad management, leading to a lawsuit.
081060 -      ..
081061 -     On 970524 Morris reported on a seminar at Cal Tech that pieced
081062 -     together communication showing failures that caused the Challenger
081063 -     Space Shuttle to explode following launch in 1986. ref SDS 47 7298
081064 -
081065 -        [On 030304 same problem caused loss of Columbia Space Shuttle
081066 -        and her crew of 7. ref SDS D2 KV6K
081068 -  ..
081069 - Experts from top management consultants, firms like Ernst & Young,
081070 - Booze Allen, Deloitte & Touche, etc., testified that daily work is
081071 - more complex than people realize when doing it.  People are confused
081072 - by complexity from the constant blur of information, sometimes called
081073 - the "fog of war."  However, though confused, people do not feel
081074 - confused, because there is no immediate physical threat that forces
081075 - people to act in order to avoid the pain of physical combat, and so
081076 - the mind's ability to buffer complexity, enables people to put down
081077 - their pencil and shut off their computer to go home and attend to
081078 - other matters without worrying about many unresolved conflicts that
081079 - will surface in a few days, weeks, months or years to cause untold
081080 - calamity, and which will then be excused as "Murphy's Law."   Even the
081081 - most high-payed, gifted executives and experts get easily confused and
081082 - make big mistakes by failing to align communication with requirements,
081083 - because they do not have the tools to discover conflicting stories,
081084 - nor to maintain a consistent record of alignment, following the basic
081085 - idea in Hansel and Gretle to construct an "audit trail" back to
081086 - original sources.
081088 -  ..
081089 - This seemed startling, because people say it doesn't matter what we
081090 - say; it is only action that counts, leading to a feeling, we can say
081091 - anything in a meeting, but it doesn't matter as long as we do the
081092 - "right" thing.  However, legal briefs showed that communications in
081093 - meetings, calls, discussions, letters and scribbled notes drive
081094 - decisions and precede actual work by hours, days, weeks, even years.
081095 - In other words, evidence at trial showed that communication is a
081096 - predicate to action under the common rule:  so let it be written, so
081097 - let it be done, reviewed later on 941010. ref SDS 23 5R3I
081099 -  ..
081100 - The cause of difficulty is easy to grasp in retrospect by discovering
081101 - communication that does not align with requirements, but it is very
081102 - hard to understand at the time events occur using traditional methods
081103 - of relying on conversation and managing the dynamic complexity of
081104 - daily working information in meetings, calls, computers, filing
081105 - cabinets, notebooks, desk drawers, and personal memory, per Doug's
081106 - article reviewed on 000327. ref SDS 71 3971  Communication carefully
081107 - pieced together after-the-fact by high-priced, skilled experts in a
081108 - legal brief can show a clear and convincing story of causation.  This
081109 - takes years of discovery and many drafts to make sense of complex
081110 - events that often seem disconnected and unrelated at the time work is
081111 - performed due to limited span of attention, reviewed later on 990303.
081112 - ref SDS 54 6120
081114 -  ..
081115 - Lawyers and judges are paid to spend all of the time needed to unravel
081116 - and understand the chronology of complex scenarios that reveal the
081117 - root cause of mistakes.  In depositions and during trial, they press
081118 - every witness to testify about...
081119 -
081120 -                     "Then what happened?"
081121 -
081122 - ...in order to "connect the dots" that enable everyone to easily trace
081123 - causation back to original sources.
081125 -  ..
081126 - People performing work day-to-day on the job do not have the luxury of
081127 - a fixed record that is available to lawyers and judges.  Performing
081128 - daily work to maintain progress always seems like there is not enough
081129 - time to understand dynamic, complex events in order to prepare clear,
081130 - concise and complete communications using available tools, per the
081131 - witness above. ref SDS A5 H44G  Even lawyers and judges, who are great
081132 - at discovering and connecting details when paid $400 an hour to
081133 - present and hear a case at law on a record after-the-fact in the
081134 - calmness of a court room where the phone isn't ringing, there are no
081135 - other meetings to attend, and no emails to send and answer, don't in
081136 - fact themselves have enough time to discover and connect critical
081137 - details that show alignment of communication and conflicts that cause
081138 - continual mistakes, when they are at the office rather than in the
081139 - courtroom, as reported on 950605. ref SDS 31 0U3F  The difference
081140 - between after-the-fact "study" by people being paid to discover how
081141 - communication should have been aligned years earlier for good
081142 - decisions that would have avoided conflict, and limited time on the
081143 - job that causes a lot of hidden mistakes due to the "fog of war,"
081144 - later guided development of tools for deliberative analysis that
081145 - enable a practice of "concurrent discovery." ref SDS 0 JP5V
081147 -  ..
081148 - After trial, everyone said that, since there wasn't enough time for
081149 - good management, mistakes were understandable under the circumstances,
081150 - and, since everyone did their best using methods taught at the top
081151 - management schools to expedite and save money there's nothing to worry
081152 - about.
081154 -  ..
081155 - This experience indicated that "time" is the core driving force in
081156 - communication, understanding, thinking and getting things done.
081157 - Without ability to understand sequence, imparted by time and
081158 - chronology, the notion of "control" in daily management is an
081159 - oxymoron.
081161 -  ..
081162 - A few years later the appellate court (Welch v State of California,
081163 - 139 Cal App 3rd, 546 1983) said that not having enough time to check
081164 - the files, the contract and the computer does not excuse mistakes that
081165 - cause harm.  The actual litigation lasted 15 years, but the court
081166 - eventually held to the position that not having enough time to handle
081167 - daily working information is not excused.
081169 -  ..
081170 - We checked with the Supreme Court, and they said that holding people
081171 - accountable encourages investing time and expense to align work with
081172 - requirements and commitments; they held that accountability for lack
081173 - of alignment is the only incentive the courts can provide for people
081174 - to avoid practices that cause mistakes and to improve practices that
081175 - reduce mistakes, which in combination save time and money in the long
081176 - run.  Without accountability, a race to the bottom ensues, where
081177 - competition for business cuts cost by cutting capability for meeting
081178 - requirements and commitments.
081180 -  ..
081181 - This experience from trial and appelate review indicated that better
081182 - time management, and adding alignment to daily information save time
081183 - and money, which improves earnings and stock prices under the common
081184 - rule: time is money, see POIMS. ref OF 6 TP4N
081186 -  ..
081187 - Sometime about 1977 and prior to the first trial in 1979, the practice
081188 - of scheduling tasks with cursory comments on results that began in
081189 - 1967, ref SDS 0 YE6J, evolved into a more robust diary effort.  About
081190 - this same time work began on preparing for trial that included writing
081191 - legal briefs for the first trial and then later for appelate review.
081192 - Cursory comments on daily work expanded into a handwritten "diary" or
081193 - "journal" that reported work in progress with written analysis to
081194 - strengthen understanding for planning and scheduling follow up.
081196 -  ..
081197 - Writing in a diary or journal to analyse daily work applies the power
081198 - of chronology for understanding causation based on the sequence of
081199 - events, which is a major factor during trial, and in preparing legal
081200 - briefs. ref SDS 0 TQ4H  Exposure to the legal practice of linking for
081201 - adding alignment with precedent to writings, called "citations,"
081202 - expand common methods for footnotes and bibliography to amplify the
081203 - power of literacy for understanding causation.  Better understanding
081204 - of why things occurred improves planning what needs to be done, i.e.,
081205 - scheduling.  Religiously linking back to original sources in legal
081206 - briefs more closely applies methods observed in the Bible for
081207 - constructing a web of connections that refine and preserve memory of
081208 - important knowledge about cause and effect, called "causation" in the
081209 - law (see NWO, ref OF 13 4723).  This experience beginning in 1977
081210 - focused on using writing for deeper understanding and better planning,
081211 - reinforced the correlation between diary and schedule begun in 1967.
081212 - ref SDS 0 HO4L
081213 -
081215 -  ..
081216 - Paperless Office Enabled by Computers Efficient Records Management
081217 - SDS Development Started in 1983; Core Design Set in 1985
081218 - Organizational Memory Drives Intelligence Process Plan Perform Report
081219 -
081220 - Follow up ref SDS A5 0008.
081221 -
081222 - The goal of using computers to leverage human intelligence summarized
081223 - as integrating....
081225 -                ..
081226 -               People          Process          Time
081227 -
081228 - ...(see POIMS, ref OF 4 5884), was set in 1983 to solve weaknesses in
081229 - in management practice exposed at trial, per above. ref SDS 0 TV4J
081230 - POIMS evolved from experience using and developing SDS technology that
081231 - helps people think, remember, and communicate.  POIMS was initially
081232 - prepared about 1989 to explain and understand what was discovered over
081233 - the prior six (6) years of trial and error developing SDS and using it
081234 - for daily work. ref OF 4 0001
081236 -  ..
081237 - About six (6) years later, research showed that Vannevar Bush had
081238 - traveled a similar path, reported on 960304. ref SDS 37 J46H  In the
081239 - early 1930s Bush invented the first large scale calculator, the
081240 - "Differential Analyzer" for solving complex mathematical problems,
081241 - (see NWO, ref OF 18 J65W)  Bush was named Dean of Engineering at MIT.
081242 - He headed R&D for the military during WWII that included the Manhattan
081243 - project. ref OF 20 YY59  The Bush "Differential Analyzer" led others
081244 - to invent ten (10) years later the first digital computer, the ENIAC.
081245 - ref OF 19 GM4M  Curiously, Bush opposed the ENIAC project as beyond
081246 - reach in 1943, reported 960304. ref SDS 37 YG3K  After the war in 1945
081247 - Vannevar Bush published an article, "As we may think," in Atlantic
081248 - Monthly, reported on 960304. ref SDS 37 L47F  Bush explained how
081249 - digital computers can be applied to think, remember, and communicate
081250 - that improves daily management. ref SDS 37 H68K  His vision to use
081251 - computers for creating, storing, and retrieving documents
081252 - electronically to improve traditional records management has come to
081253 - be called a "paperless office."  Years later, research on 991222
081254 - showed that in the 1960s Douglas Engelbart working at SRI advanced the
081255 - Bush vision proposing to use computers for augmenting intelligence.
081256 - ref SDS 65 7H5H  SRI's 1962 proposal quoted verbatim a series of pages
081257 - from the Bush 1945 article. ref SDS 65 XS6N
081259 -        ..
081260 -       [On 001102 history developing SDS was reviewed showing challenge
081261 -       of improving management with technology. ref SDS B6 B47L
081263 -        ..
081264 -       [On 041228 motivations for donating time to develop useful
081265 -       products at Apple Computer reflect experience that motivated
081266 -       SDS. ref SDS D6 CQ7J
081268 -  ..
081269 - Recently, on 000324 Doug assembled a team at SRI to continue his
081270 - mission.  At that time, SRI reported that all projects to use
081271 - computers for what is popularly called Knowledge Management applying
081272 - the paperless office metaphor had failed, essentially for two (2)
081273 - reasons. ref SDS 70 4877
081274 -
081275 -    1.  Desiging tools to aid the cognitive process that converts
081276 -        information into "knowledge" is counterintuitive, and so
081277 -        difficult, requiring a lucky insight from a confluence of
081278 -        enabling forces, plus willingness to start over a few times in
081279 -        order to discover a technology framework that can implement an
081280 -        effective understanding of "knowledge."
081282 -         ..
081283 -    2.  Co-evolution of work and tools embodies willingness to start
081284 -        over many times to finally hit on a critical mass of tools that
081285 -        integrate smoothly in complementary ways that support each
081286 -        other.  The dynamics of software engineering have not been
081287 -        conducive to this process, reported on 991222. ref SDS 65 MF4N
081288 -        Review on 990517 shows that organizations have difficulty
081289 -        supporting innovation that requires starting over. ref SDS 57
081290 -        4077
081292 -  ..
081293 - However, in 1983 none of this history was known; there was no overt
081294 - goal to program anything.
081295 -
081297 -  ..
081298 - Thinking Through Writing Advanced by Computer Technology
081299 -
081300 - Experience to this point had revealed that writing in the framework of
081301 - a journal or diary aided thinking and planning, i.e., scheduling.
081302 - ref SDS 0 LR5F  Limited experience with computers showed advantages of
081303 - legibility and editing.  Computers turn writing into a powerful tool
081304 - for refining human thought through fast, easy, and flexible editing,
081305 - summarized by the notion of "thinking through writing" (see POIMS,
081306 - ref OF 8 3742).  Combining reporting with planning on a computer
081307 - seemed a natural extension.
081309 -  ..
081310 - By lucky coincidence experience showing potential for computers to aid
081311 - thinking aligned with market forces that brought the cost of computers
081312 - within reach to test theories on improving management.
081314 -  ..
081315 - A computer was purchased in 1983 to aid practices for planning and
081316 - reporting begun in 1969, ref SDS 0 YE6J, and which had evolved to
081317 - include an extensive diary by the 1980s, explained above. ref SDS 0
081318 - KU55 Therefore, in 1983 goals for getting a computer were to improve
081319 - this manual practice of combining schedule and diary for managing time
081320 - and information, which, it was later discovered, seem to leverage
081321 - "intelligence" that grows "knowledge" of cause and effect for
081322 - controlling the future, explained in POIMS. ref OF 4 0367
081324 -  ..
081325 - However, daily "management," which innately integrates planning,
081326 - performing, and reporting, i.e., the intelligence process, is not
081327 - supported by computers.  Software for schedules and diaries per se are
081328 - cannot track and research cause and effect in the dynamics of daily
081329 - work.  People can write a lot with computers, but without organization
081330 - and timely access, writings soon become a pile of paper that is more a
081331 - threat from discovery in a law suit, than a useful asset for getting
081332 - things correctly, withing budget, and in time to be effective.
081334 -  ..
081335 - When this was revealed through failed efforts to buy technology that
081336 - supports the manual schedule and diary system, ref SDS 0 YE6J, a
081337 - gradual process evolved to develop ways for computers to integrate
081338 - time and information, which eventually led to tools and practices that
081339 - leverage human thought and memory.  Years later, it turned out that
081340 - using computers to improve management encounters significant cultural
081341 - resistance; see, for example, discussion on culture and style using
081342 - computers at IBM on 920402, ref SDS 14 0344, the meeting at Intel on
081343 - 950927, ref SDS 34 7732, the record on 890809 reporting that managers
081344 - do not use computers; even computer experts don't use computers for
081345 - management. ref SDS 7 6993  Powerful cultural forces that resist
081346 - improving the ability to think, remember and communicate present a
081347 - classic innovation dilemma, reviewed on 990527. ref SDS 57 1233
081348 -
081349 -     [On 010924 Morris says SDS has evolved over many years to
081350 -     integrate commands, so that good management takes less time.
081351 -     ref SDS C6 GV6H  Other software cannot be used like SDS to enable
081352 -     consistent use of good management. ref SDS C6 XT5F
081354 -      ..
081355 -     [On 020130 Don Rumsfeld, Secretary of Defense, explained cultural
081356 -     forces that resist improvement, ref SDS C8 G15V; suggested forming
081357 -     circle of advocates to help busy people learn enough to approve
081358 -     new ideas. ref SDS C8 6L5K
081360 -  ..
081361 - As noted, initial efforts showed that a few key tasks must be
081362 - integrated smoothly and seamlessly so that each supports the other,
081363 - ref SDS 0 4T7J, in order to lift the capacity to think, rememeber, and
081364 - communicate, essential for better management productivity, explained
081365 - later in POIMS. ref OF 5 8559 and ref OF 6 2688
081367 -  ..
081368 - Combining methods in legal and library practice that evolved over
081369 - centuries to organize information, with modern accounting and WBS
081370 - planning methods guided design of a logical contextual framework for
081371 - SDS.  A composite design of flexible structure and common storage
081372 - positions everything in the right place at the right time.  These
081373 - elements of common storage, flexible structure, and organic contextual
081374 - framework provide a fast way to find information, and a consistent way
081375 - to cite the record, as explained on 890523, ref SDS 5 P13O, and in
081376 - POIMS. ref OF 7 1232  Finding critical details makes connecting the
081377 - record fast and easy, and creates synergy between the plan, perform,
081378 - and report intelligence process, explained in POIMS. ref OF 7 6649  On
081379 - 911130 Justice Mosk of the California Supreme Court remarked that SDS
081380 - extends traditional practices of the court for lawyers to manage a
081381 - fixed case record by enabling everybody to quickly and easily organize
081382 - information from current and evolving events into an encyclopedia of
081383 - personal and organizational history. ref SDS 12 ST7G  Knowledge Space
081384 - was later adopted on 960620 to summarize the design for organizing
081385 - information that draws on legal practices. ref SDS 39 3516
081386 -
081387 -    [On 000812 need to maintain accurate history and rely on the
081388 -    record cited as need for KM. ref SDS B2 GP3N
081390 -     ..
081391 -    [On 010425 Morris Jones noted using SDS is a utopia compared to
081392 -    other methods because everything is in the right place at the right
081393 -    time. ref SDS C1 EP7F
081395 -  ..
081396 - Common practice of checking details in files, contracts and
081397 - correspondence in order to "conntect the dots" for understanding cause
081398 - and effect, shown by experience in the Welch case, ref SDS 0 KU75, can
081399 - be summarized as a process of "intelligence."  People need tools and
081400 - processes to discover misunderstanding in time to take corrective
081401 - action before communication errors cause actual mistakes that cost
081402 - lives, time, and money.  The same design reveals opportunities to
081403 - increase earnings, but are normally overlooked due to limited time.
081404 - ref SDS 0 TQ4H  Thus, avoiding harm, and exploiting opportunity both
081405 - depend on time of discovery.  This idea was later called "concurrent
081406 - discovery" to reflect a proactive, continual process performed daily,
081407 - rather than wait until opportunity is lost, or disaster strikes, and
081408 - then lawyers "discover" critical intelligence, years later, when it is
081409 - too late to take effective action, reported on 960620. ref SDS 39 1101
081410 -
081411 -    [On 010916 SDS organizing mechanisms improve memory by consistently
081412 -    drawing on the record to create links for alignment. ref SDS C5
081413 -    PG6J
081415 -  ..
081416 - Progress accomplishing SDS requirements was greatly aided by Morris
081417 - Jones.  In 1981 Morris developed Medit using assembly language for a
081418 - full-screen line editor to write ordinary text electronically on a
081419 - computer screen, similar to writing text on paper with the structure
081420 - of lines and columns that organize content.  The Medit macro language
081421 - enabled people to assign complex tasks for efficient execution with
081422 - function keys.  This provided a platform to experiment, discover,
081423 - test, and apply a "new way of working" using the speed and efficiency
081424 - of electronics for thinking through writing while performing daily
081425 - work to make a living.  Morris developed Medit using experience from
081426 - many years working with IBM full-screen text editors.  Assembly
081427 - language optimized control of computer technology to work at the speed
081428 - of human thought.
081430 -  ..
081431 - Medit was not sold commercially, so it was not widely distributed.
081432 - Morris licensed Medit to a manufacturer of a video circuit board that
081433 - displayed 132 columns and 40 or so lines on a computer monitor display
081434 - screen.  This improved the 80 columns and 25 line display that was the
081435 - industry standard at the time.  Medit provided an application for the
081436 - display capabilities of the video card.  After purchasing the computer
081437 - in 1983, an advertisement in a computer industry magazine showed Medit
081438 - with both 80 and 132 column display.  More importantly was the picture
081439 - in the magazine suggested full-screen editor capabilities which were
081440 - familiar from experience using computers on the job.  The circuit
081441 - board was purchased to get Medit that seemed like a path for immediate
081442 - use of the computer using existing skills and training.
081444 -  ..
081445 - Minimal experience in 1981 and 1982 working with IBM editors on
081446 - mainframe systems for scheduling (CPM) provided a bridge to make
081447 - immediate use of Medit with minimal time for learning.  Since there
081448 - had been no experience using "wordprocessing," and since the structure
081449 - of text more closely aligns with requirements for structure needed for
081450 - daily management, wordprocessing software was ignored.  The extensible
081451 - Medit text editor evolved into an effective platform for SDS.
081453 -  ..
081454 - For many years beginning in 1983, and upon request, Morris created
081455 - commands in his editor that enabled trying ideas toward discovering an
081456 - effective design.  This was very lucky, essential, and a powerful
081457 - enabling force, because it is rare that customers can guide developers
081458 - to improve computer programs.  Software companies get feedback from
081459 - customers on improving programs for tasks everybody knows about, like
081460 - writing a letter, adding and multiplying numbers or showing a picture
081461 - in a Powerpoint presentation.  However, the architecture of human
081462 - thought, commonly called "intelligence," that enables good management,
081463 - ref OF 4 0367, is difficult to grasp. (see New World Order...
081464 - ref OF 15 42HC)
081465 -
081466 -     [On 041228 access to specialists and experts essential to develop
081467 -     complex products, illustrated by Graphis Calculator shipped with
081468 -     Apple computers. ref SDS D6 E74N
081470 -  ..
081471 - More importantly, software companies feel they cannot afford to
081472 - provide tools requested by only one person, or by a few people, in
081473 - order to experiment.  Companies do not allocate budgets for enabling
081474 - customers to test ideas about whether one function or another might
081475 - yield significant productivity gain, noted by Clay Christensen in his
081476 - book on disruptive technologies, reviewed on 990527. ref SDS 57 4720
081478 -  ..
081479 - This overlooks the fact that imagination and creativity on productive
081480 - functionality is a different capacity than imagination and creativity
081481 - in engineering software and programming.  The latter is focused on
081482 - solving complex, difficult engineering challenges of how to create a
081483 - particular result; there is not a lot time left over to focus on what
081484 - results are actually useful.  Productivity of the "result" can only be
081485 - derived from the synergy between imagination and creativity using
081486 - technology in complex and difficult scenarios that occur on the job,
081487 - and continual refinement of the design that applies creativity and
081488 - imagination to program software tools.  A software company may well
081489 - respond to requests from large companies in order to maintain good
081490 - will, however, people working in large companies are often in the same
081491 - position as the people in the software company -- they do not have
081492 - time to experiment, because they do not have enough time to think,
081493 - noted by Kissinger, years later in the record on 940609. ref SDS 20
081494 - 4238 and again a few years later on 970910. ref SDS 48 3479
081496 -  ..
081497 - Ideas originate in the minds of individuals.  Organizations commonly
081498 - require multiple approvals for implementation.  New ideas often seem
081499 - "unreasonable," and "crummy," conflicting with accepted paradigms and
081500 - practice, noted by Lyn Conway, reviewed on 960612. ref SDS 38 1368
081501 - Earlier in 1943 all the experts said that plans to build the first
081502 - digital computer, was "for the birds" (see NWO, ref OF 20 X16Q).  On
081503 - 990527 Clay Christensen's book, "Innovator's Dilemma" recommends
081504 - experimenting to discover value added by new methods, but notes that
081505 - getting approval to improve the work is difficult in established
081506 - organizations. ref SDS 57 5258  Improvement is resisted because people
081507 - who must approve do not have time nor desire to expend "cognitive
081508 - overhead" studying to learn new ideas, see NWO. ref OF 16 LH6K  Andy
081509 - Grove, CEO of Intel, explains that experimenting with new ideas is
081510 - resisted in a big organization because "people just don't get it."
081511 - reviewed on 980307. ref SDS 52 GW7H
081512 -
081513 -     [On 020130 Don Rumsfeld, Secretary of Defense, explained cultural
081514 -     forces that resist improvement, ref SDS C8 G15V; suggested forming
081515 -     circle of advocates to help busy people learn enough to approve
081516 -     new ideas. ref SDS C8 6L5K
081518 -  ..
081519 - As a result, since most functions impact productivity through complex
081520 - integration of complementary tasks, commercial software design and
081521 - support is largely cut off from the dynamics of investigation,
081522 - experimentation and multiple design iterations required to discover a
081523 - path to rapid productivity growth, noted by Morris years later on
081524 - 010924. ref SDS C6 NK4J
081526 -  ..
081527 - For example, Morris pointed out on 890809 that communication is 80% of
081528 - management. ref SDS 7 8812  Some authorities say management is 90%
081529 - communication.  Drucker points out that people have given up on
081530 - improving communication because it is too complicated, see review on
081531 - 931130. ref SDS 19 3851  On 000716 Professor Joseph Ransdell reported
081532 - that a general theory of management has eluded discovery since the
081533 - 17th century, making SDS an ambitious project. ref SDS 97 7838  This
081534 - explains why software engineers don't know what to program for
081535 - improving management, noted by Landauer on 950710, ref SDS 32 3387,
081536 - and later by Morris on 951011. ref SDS 35 1341  As a result,
081537 - technology for better management requires regular collaboration
081538 - between programming and managing in order to discover what to program.
081539 -
081541 -  ..
081542 - Lucky Confluence Enabling Forces Yields Design Initial Platform
081543 - Miracle Critical Mass Enabling Forces Evolved into Alignment
081544 -
081545 - Accomplishing a workable initial design without skills or training in
081546 - computer science, cognitive science, and management science suggests
081547 - that a miracle occurred in 1985 when a critical mass of enabling
081548 - forces came into alignment that yielded better technology from a lucky
081549 - confluence of experience in the military, in construction, and in the
081550 - law, per above, ref SDS 0 0001, and expertise applied by willing hands
081551 - over a long time. see Edison on 950710, ref SDS 32 0582, and Morris on
081552 - faith needed to gain experience using SDS, reported on 950223.
081553 - ref SDS 27 3003
081554 -
081555 -      [On 010924 a long history explains why knowledge technology is
081556 -      difficult to discover in market place. ref SDS C6 JS6G
081558 -  ..
081559 - Morris further noted on 951011 that SDS needs to be taught in schools,
081560 - as an extension of basic literacy, at a time when learning can be
081561 - acquired with less faith and fewer demands that compete for limited
081562 - time in order to focus attention on gaining experience with knowledge
081563 - tools that complement traditional alphabet technology. ref SDS 35 0990
081564 - Teaching SDS in school would help remedy difficulty learning SDS on
081565 - the job, reported earlier on 920215. ref SDS 13 5820
081566 -
081567 -      [On 010924 Morris explains nobody uses other software the way SDS
081568 -      is used for intelligence support. ref SDS C6 XT5F
081569 -
081570 -
081572 -  ..
081573 - SDS Version 1 Developed from 1985 to 1988
081574 - 1985 SDS Technology Integrated Time Information People Context
081575 -
081576 - Applying computers for management evolved slowly.
081578 -  ..
081579 - By 1985 the plan, perform, report "intelligence" process emerged for
081580 - personal and organizational memory and management. ref OF 7 6649  The
081581 - design combined listing pending tasks begun in 1967, ref SDS 0 YE6J,
081582 - as a Schedule, with writing history of results, per above, ref SDS 0
081583 - LR5F, as a complementary Diary.  The original practice of "keyword
081584 - associations with objectives" became pointers into the diary using
081585 - Control Fields.  Adding control to narrative provides a "filing"
081586 - mechanism to find information showing chronology based on context.
081588 -  ..
081589 - Functions evolved with support from Morris in the Medit editor macro
081590 - language, which eventually Morris converted into a compiled language
081591 - for SDS.  This permitted continual refinement for doing tasks
081592 - efficiently and for combining major elements into a single new kind of
081593 - integrated work product, per analysis above. ref SDS 0 VV5L  Continued
081594 - use led one day in 1985 to a lucky guess or hunch (see, also, "lucky"
081595 - reported on 950204, ref SDS 26 4365) that combining planning and
081596 - reporting is more effective than using discrete methods, by making it
081597 - faster and easier to use good management practice consistently for
081598 - relying on experience from the record of actual work history, rather
081599 - than remembering only the gist of the story, based on what people say
081600 - during meetings and calls.
081602 -  ..
081603 - In addition to luck that computers became affordable for many people
081604 - to experiment, ref SDS 0 DW4I, Morris was willing to support
081605 - development, ref SDS 0 JP4J, and a lucky hunch that schedule and diary
081606 - could be combined, ref SDS 0 EO8K, the computer keyboard provided
081607 - another lucky condition for efficient usability.  Over many years
081608 - assignment of tasks evolved to execute commands with left and right
081609 - hands, e.g., on 990530, ref SDS 58 EE6R, so that performing work
081610 - optimizes left and right brain, reviewed on 990121, ref SDS 53 CO6I,
081611 - with the harmony of playing a piano, explained in POIMS. ref OF 7 6M5H
081613 -         ..
081614 -        [On 001206 reviewed hands on keyboard and advantage of function
081615 -        keys on left end. ref SDS B8 PK4H
081617 -  ..
081618 - The hunch, that the SDS design to improve human memory, also, augments
081619 - intelligence, was later confirmed from research on 900319 showing that
081620 - memory is a big part of human reasoning. ref SDS 9 0005  Similar
081621 - research on 900303 showed from review of Jeremy Campbell's book, "The
081622 - Improbable Machine" that people pay a price for relying on remembering
081623 - the gist of things and using common sense to fill in the gaps.
081624 - ref SDS 8 4456  In a modern, complex environment where the impact of
081625 - communication is delayed by days, weeks, months, and years, and is
081626 - transferred to others. reliance on the innate architecture of human
081627 - thought that can only remember about 5% of the gist of things creates
081628 - a daily milieu where nobody knows why things happen, noted by Henry
081629 - Kissinger in his book reviewed on 940609. ref SDS 20 4238  This
081630 - setting makes communication the biggest risk in enterprise and this
081631 - risk is mostly hidden from participants at the time it is possible to
081632 - take action that avoids harm, as indicated by the trial in 1980, per
081633 - above. ref SDS 0 4W9L
081635 -  ..
081636 - Therefore, the ability to maintain accuracy over time is crucial to
081637 - avoid the compounding effect of meaning drift, that causes continual
081638 - bumbling, later explained in POIMS. ref OF 5 8774 and NWO, ref OF 12
081639 - 4077
081641 -  ..
081642 - Making good management faster and easier enables consistent use of
081643 - good practices, because it takes less diligence to do things that are
081644 - fast and easy.  Since Drucker points out that good management is the
081645 - only source of productivity, and earnings, reviewed on 931130,
081646 - ref SDS 18 E94F, SDS seems like a simple, direct way to lift
081647 - civilization by enabling a large mass of people to use good work
081648 - practices consistently, rather than struggle with changing habits,
081649 - which is very hard to do, as set out in reviewing Stephen Covey's work
081650 - on 921205.
081652 -       ..
081653 -      [On 010908 evidence shows laziness makes bad management seem more
081654 -      attractive than using good management to save time and money.
081655 -      ref SDS C4 YF5O
081657 -  ..
081658 - Initial implementation to test the hunch was crude, but supported the
081659 - idea, so "Schedule Diary System" (SDS) was adopted to describe
081660 - integrating time and information, as a new software program.
081662 -  ..
081663 - In 1985 making it faster and easier to prepare analysis and planning
081664 - linked to history began a long process of discovering that connected
081665 - chronologies of cause and effect, organized according to context, aid
081666 - human intelligence for understanding and following up, commonly called
081667 - "listening."  This led to the concept of thinking through writing set
081668 - out in POIMS, ref OF 8 3742, which further led to a counterintuitive
081669 - idea that more analysis, commonly called "paperwork," increases
081670 - productivity, when done in a paperless work practice (see review on
081671 - 880628, ref SDS 1 WU49) using the SDS "intelligence cycle" (see POIMS,
081672 - ref OF 7 6649), better than traditional reliance on conversation to
081673 - "expedite" using spontaneous, stream-of-conscious reaction to
081674 - information in meetings, calls and email. see POIMS, ref OF 5 CZ6K
081675 - Experience over many years using SDS showed that "intelligence"
081676 - converts "paperwork," that delays getting things done, into
081677 - "knowledge" that improves listening for better understanding and
081678 - following up to get things done correctly, on time and within budget.
081679 - This means the SDS "intelligence" process is a significant advance for
081680 - "expediting" daily work.
081682 -  ..
081683 - Adding "intelligence" to information greatly increases the store of
081684 - "knowledge" for saving time and money (some authorities refer to a
081685 - "knowledge repository" and to "organizational memory") and so requires
081686 - technology for organization.  Sometime in 1985 and 1986 the rudiments
081687 - of organic subject structure that apply library science, accounting,
081688 - epistomology, work breakdown structure, CPM and cost control were
081689 - worked out to manage information on everything in existence by
081690 - providing multiple paths to assemble chronologies of cause and effect
081691 - according to context.  The ability to manage context at lower levels
081692 - of organic structure is another technology advance, explained later on
081693 - 890523, ref SDS 5 SQ5L, and discussed at Intel on 950927. ref SDS 34
081694 - 5412
081695 -
081697 -  ..
081698 - Experience Revealed Powerful Architecture of Human Thought
081699 -
081700 - Follow up ref SDS A5 TF4H.
081701 -
081702 - In 1986 an assignment to support a developer for the Plumbtree
081703 - Apartments in Martinez, CA, permitted experimenting to use SDS for the
081704 - first time in an ordinary work setting.  Though awkward and crude in
081705 - 1986, the plan, perform, report process was workable on the Plumbtree
081706 - project by investing extra time for experimenting to test a new way of
081707 - working that uses a computer to improve management.  A stunning
081708 - discovery in the first 2 - 4 weeks was that SDS work product was
081709 - recognized by contractors, engineers, executives, lawyers, indeed
081710 - everyone at all levels, as a unique and powerful new way of working
081711 - that helps everyone get things done correctly, on time and within
081712 - budget.  This initial experience indicated SDS provided a fruitful new
081713 - development path for software that improves management.  Over the next
081714 - 4 years or so the structure of SDS records was revised many times for
081715 - efficiently integrating data bases on planning, people, subjects,
081716 - documents and diary records, so that by about 1990 a design where each
081717 - component smoothly supports the others was established, see POIMS.
081718 - ref OF 5 8559 and ref OF 6 1368
081719 -
081720 -
081722 -  ..
081723 - SDS Version 2 Refined Original Concepts in 1988
081724 - Subject Index Control Fields Implement Paperless Office
081725 - Paperless Office Requires Flexible Structure Precision Access
081726 -
081727 - Trial and error experimentation applying experience from the Plumbtree
081728 - project led to a complete re-write of all the code to create record
081729 - formats, data structures, functions and integration.  The original
081730 - design required a lot of hard work to implement the plan, perform,
081731 - report "intelligence" cycle.  Therefore, in order to make management
081732 - faster and easier everything had to be done over.
081734 -  ..
081735 - Many formats were tried for bridging the gap between a task scheduled
081736 - for the future that has not yet occurred, but requires planning, a
081737 - place to perform work, like reading a book, making a call, reviewing a
081738 - dispute, writing a letter, creating software or designing a product,
081739 - etc., that all occur in the present moment-to-moment, and are guided
081740 - by both prior planning and the history of past experience, and a diary
081741 - to report on what actually occurred, so that there is a history
081742 - available to plan future tasks in a way that applies relevant
081743 - experience accuratly and comprehensively.  Part of this process
081744 - yielded a design for precision access using Control Fields for a
081745 - concept of flexible structure to segment information along a continuum
081746 - of evolving context, as occurs in narrative. (see review on 890523,
081747 - ref SDS 5 P13O)  This came to be called organic subject structure that
081748 - makes finding information fast and easy so that people can assemble
081749 - multiple views of chronology to discover emerging patterns of cause
081750 - and effect based on context. (see again review on 880628, ref SDS 1
081751 - BI3G)  Traditionally, these instruments used different formats, but
081752 - experience indicated that a common method was needed to represent the
081753 - past, present and future.  The solution enables using computers for a
081754 - "paperless office" that saves time and money filing and retrieving
081755 - information electronically.
081757 -  ..
081758 - Two years later in 1988 and 1989 an assignment to work on Broadwater
081759 - Dam in the State of Montana, enabled live testing of SDS improvements,
081760 - noted in the project launch meeting on 880815. ref SDS 2 7388  This
081761 - work applied SDS version 2 over an extended period and exposed a wider
081762 - group of people to the power of knowledge relative to traditional
081763 - information technology.
081765 -  ..
081766 - Results reinforced the record on the Plumbtree project showing SDS is
081767 - a powerful new management method, as reported on 890324. ref SDS 5
081768 - LZ5F  On 911123 Morris identified SDS as the Welch Management method,
081769 - because it is different from the way other people do things.
081770 - ref SDS 8 4930  After the Broadwater Dam project, the last major
081771 - re-design was done that settled on program elements reviewed with
081772 - Cliff Joslyn at LANL earlier today. ref SDS A5 3780
081774 -  ..
081775 - Work on Broadwater Dam demonstrated that the version 2 design was
081776 - still inadequate for consistently using good management practices, and
081777 - ideas emerged from project management to improve a broad range of SDS
081778 - features and functions.  While onsite, during off hours, system
081779 - improvements were developed and experiements were tried to revise SDS
081780 - code, e.g., on 881203. ref SDS 3 0001  These records created with SDS
081781 - version 2 are remarkable for showing the basic SDS design using record
081782 - segments, but with different structure, format and less functionality,
081783 - that was solidified, refined and expanded for version 3.
081785 -  ..
081786 - During this time in Montana, Morris Jones continued to assist by
081787 - creating new programming tools.  Major improvements Morris developed
081788 - were a compiler for Medit macros and support for a mouse and other
081789 - things needed for menus that strengthen user interface.
081790 -
081791 -
081793 -  ..
081794 - SDS Version 3 Evolved Technology to Leverage Intelligence
081795 -
081796 - When the assignment in Montana ended in March of 1989, a development
081797 - effort was undertaken to apply lessons learned from that experience
081798 - and on subsequent small projects.
081800 -  ..
081801 - In 1990 and 1991 the code for the entire program was re-written again
081802 - based on another design for SDS version 3, which substantially
081803 - improved the Schedule, the diary and expecially SDS records to create
081804 - a common format that supports the plan, perform, report intelligence
081805 - cycle within a flexible structure of time that links past, present and
081806 - future. (see, for example, background on 890523, ref SDS 5 P13O)  The
081807 - new design eliminated record identification on every line of a record
081808 - by providing one line for identification at the top of the record and
081809 - then capture and use that data where needed for linking and archiving
081810 - reference data bases to find information quickly when needed.  All
081811 - reporting mechanisms had to be updated to support the new scheme.  A
081812 - user interface that applies mouse (point and click or double click)
081813 - and menus to execute functions was developed using tools Morris
081814 - developed for SDS during this period, per above. ref SDS 0 QY9J  These
081815 - changes in code structure, appearance and usability were largely
081816 - completed in 1991 to apply ideas from work in 1988 - 1990, and
081817 - constituted a new program and so became SDS version 3.
081819 -  ..
081820 - Version 3 added functions that formalized practices for a Document Log
081821 - system to integrate external sources into the SDS record.
081823 -  ..
081824 - Versions 1 and 2 listed external documents, but did not provide access
081825 - through a consistent format.  This made document management very time
081826 - consuming which reduced the amount of actual management to only a few
081827 - documents that were recognized as "important" in the moment.
081828 - Experience using SDS versions 1 and 2 showed that often importance is
081829 - not fully evident at the time a document is issued or received.
081830 - Technology that enables capturing a greater share of daily working
081831 - information increases the chance of managing critical information that
081832 - seems inconsequential in the moment, noted on 921127. ref SDS 16 0674
081833 - Version 3 developed concepts and designs for distinguishing and
081834 - managing formal correspondence that imparts duties and rights based on
081835 - the legal practice of notice that occurs in documents issued and
081836 - received, and which do not arise from other files.  The document log
081837 - system integrated management of all external information, including
081838 - instruments like a book or a magazine article.
081840 -  ..
081841 - SDS evolved in version 3 support for integrating information from all
081842 - sources into a common work space to leverage human thinking by
081843 - emulating the model of human cognition that receives external data
081844 - through the senses and then integrates and connects what is received
081845 - with prior experience to grow a more powerful resource commonly called
081846 - "knowledge."  SDS aids the intelligence process that uses information
081847 - from the present to predict future consequences based on understanding
081848 - and remembering cause and effect for comparable context from past
081849 - experience.
081851 -  ..
081852 - Four forms of linking were implemented to aid "intelligence," reviewed
081853 - on 890523. ref SDS 5 T14T
081854 -
081855 -        1.  SDS design permenantly positions information in a structure
081856 -            for understanding context that innately imparts knowledge
081857 -            of the link between cause and effect to leverage human
081858 -            reasoning that relies on sequence derived from chronology.
081860 -             ..
081861 -        2.  Organic structure and record segments link information on a
081862 -            common subject that occurs at different times but can be
081863 -            assembled into a sequence that reveals cause and effect
081864 -            based on the chronology of a particular context.
081866 -             ..
081867 -        3.  Linking enabled people to create citations used in the law
081868 -            and in the Bible to set and maintain associations going
081869 -            forward or backward in time that impart important
081870 -            understanding of details about cause and effect based on
081871 -            context.  Backward and forward links enable to people to
081872 -            understand why things happened and subsequent consequences.
081874 -             ..
081875 -        4.  Automatic linking was added to provide consistent use of an
081876 -            audit trail showing traceability to original sources called
081877 -            out in published standards for good management.  Two
081878 -            baseline levels of links occur at the headline level within
081879 -            a record segment to make finding relevant information fast
081880 -            and easy.
081882 -  ..
081883 - Along with rewriting SDS for the 3rd time beginning in 1989, in 1990
081884 - work was begun to develop a formal explanation of SDS technology.
081885 - Research showed two broad classes of technology were recognized in the
081886 - liturature....
081887 -
081888 -        1.  Organizational management to aid memory and understanding
081889 -
081890 -            Data base programs in this category capture, organize and
081891 -            report data from daily work.  Examples include payroll,
081892 -            sales and inventory data, engineering, accounting, health
081893 -            and economic data, production, crime, weather data, and so
081894 -            on.
081896 -             ..
081897 -            The basic idea of softare for organizational or enterprise
081898 -            management is for a group of people to use software in
081899 -            collecting data and then "process" the data to provide
081900 -            another group of people with a report, input, etc., on data
081901 -            that helped the second group, typically called managers,
081902 -            leaders, authors and the like to make decisions that guided
081903 -            actions that affect everybody.  An example of how data base
081904 -            programs help organizational management is reported on
081905 -            960627. ref SDS 40 5002
081907 -             ..
081908 -        2.  Personal management to aid memory and understanding
081909 -
081910 -            People evolve work habits or practices to remember
081911 -            contacts, appointments, important results of calls and
081912 -            meetings, to write letters, reports, laws, rulings,
081913 -            articles and books, and prepare outlines and graphical
081914 -            diagrams and pictures that aid verbal presentations in
081915 -            persuading people, i.e., talking people into saying yes
081916 -            and telling people what to do, i.e., giving orders.
081918 -  ..
081919 - Work in 1988 and 1989 on Broadwater Dam showed that SDS supports both
081920 - popular technology schemes by integrating personal and organizational
081921 - memory to improve management productivity.  During 1989 a formal
081922 - explanation of the SDS design was begun in POIMS. ref OF 4 0001  On
081923 - 910810 Morris described an SDS design "breakthrough" as integrating
081924 - relational and hierarchial software architecture. ref SDS 10 0001
081926 -  ..
081927 - In 1992 linking was enhanced by making construction and opening links
081928 - fast and easy, reported on 920813. ref SDS 15 0001
081930 -  ..
081931 - In late 1994, we lost an order at PG&E for extending SDS support.  At
081932 - that time on 941228 the sponsor for SDS with the PG&E company reported
081933 - that one reason management reversed an earlier commitment was
081934 - difficulty explaining the meaning of POIMS. ref SDS 24 2126  This led
081935 - to a search for something that sounds new and useful without a lot of
081936 - explanation.
081938 -  ..
081939 - In 1995 experience using SDS indicated that lifting the capacity to
081940 - think, remember and communicate, explained in POIMS, ref OF 8 3742,
081941 - provides a powerful new business metric that complements traditional
081942 - cost and schedule control.  On 950202 a lecture on integrating these
081943 - traditional methods, ref SDS 25 5093, revealed a gap in popular
081944 - management theory and practice that overlooks the opportunity to
081945 - improve productivity and earnings, as well as save lives, by
081946 - integrating controls for communication together with cost and schedule
081947 - control. ref SDS 25 8402  A few days later on 920204 this idea was
081948 - discussed with Morris. ref SDS 26 J67M
081950 -  ..
081951 - The concept of "metrics" for communication centers on tasks, tools and
081952 - tests to improve accuracy. ref SDS 26 8A4G  A few weeks later on
081953 - 950307 Communication Metrics was defined as a formal solution enabled
081954 - by SDS. ref SDS 28 0001  POIMS summarizes how Communication Metrics
081955 - accomplishes popular calls for better "listening." ref OF 7 1106
081956 - Since communication comprises 80% - 90% of daily time on the job,
081957 - shown on 890809, ref SDS 7 8812, and further since communication is a
081958 - predicate to doing the actual work, controls to make communication
081959 - useful and productive by accurate understanding improves earnings much
081960 - more than cost and schedule control, noted in NWO. ref OF 13 8577
081962 -  ..
081963 - SDS version 3 was used on work at PG&E in 1994, and at USACE in 1996 -
081964 - 1997.  Experience on these assignments, illustrated by the record on
081965 - 961126, ref SDS 45 0001, appeared to validate earlier experience in
081966 - 1986 - 1989 that indicated SDS is a new way of working "intelligently"
081967 - that saves time and money.  These results encouraged further
081968 - development work to improve SDS....
081969 -
081970 -        PG&E found SDS best system to improve
081971 -        management................................. ref DRP 7 0001
081973 -         ..
081974 -        USACE found SDS supports an
081975 -        intelligence role for daily
081976 -        management................................. ref DRP 8 6172
081978 -         ..
081979 -        USACE found Com Metrics saves
081980 -        time and money at the rate of
081981 -        10 to 1.................................... ref DRP 9 0001
081982 -
081983 -
081985 -  ..
081986 - Version 4 Internet Support Better Integration More Memory
081987 -
081988 - Results using SDS on the job showed Communication Metrics helps people
081989 - work "intelligently" to save lives, time, and money, and further that
081990 - people resist SDS because working "intelligently" is a foreign
081991 - practice in management, as noted at Intel on 990713, ref SDS 60 2150,
081992 - and explained in POIMS. ref OF 5 5820  On 890324 a top executive of a
081993 - prominent engineering firm explained good management is unnecessary
081994 - overkill. ref SDS 4 X74I  Later on 950426 a management consultant
081995 - disclosed top executives like to work through conversation, rather
081996 - than invest time for accuracy. ref SDS 30 4392  On 951026 another
081997 - expert disclosed that industry standards and government regulations
081998 - requiring traceability to original sources for accurate communication
081999 - are ignored because there is not enough time for good management
082000 - practice using technologies everybody likes. ref SDS 36 3245
082002 -  ..
082003 - Like alphabet technology, 3,000 years ago, people tend to resist tools
082004 - that entail investing time for thinking.  The 4th version of SDS
082005 - strives to reduce the time required for good management to work
082006 - intelligently, so that people can discover advantages of
082007 - transformation from information to a culture of knowledge.
082008 -
082009 -      [On 020504 Federal Acquisition Regulations (FAR) that require an
082010 -      audit trail showing daily work aligns with requirements are
082011 -      ignored, because people don't have enough time. ref SDS C9 NS6F
082013 -  ..
082014 - Linking to automatically construct an audit trail for record segments
082015 - and headlines was developed beginning on 970216. ref SDS 46 3157
082017 -  ..
082018 - Internet support was added to accomplish Intel's goal for anytime,
082019 - anywhere intelligence by making it fast and easy to produce useful
082020 - content, reported on 971021. ref SDS 49 9999
082022 -  ..
082023 - On 971125 changed from linking by line numbers to using anchors, which
082024 - added a new form of punctuation that identifies a unit of information
082025 - in SDS.
082027 -  ..
082028 - A few years later on 990530 commands were integrated to make
082029 - converting information into knowledge faster and easier and more
082030 - intuitive by making Enter and double clicking "intelligent."
082031 - ref SDS 58 0001
082032 -
082033 -      [On 010907 people who encounter SDS records on the Internet
082034 -      report "intelligence" provides self-evident benefits that save
082035 -      time and money. ref SDS C3 KX3L
082037 -  ..
082038 - Since then, improvements continued to evolve SDS version 3 toward a
082039 - version 4, and are listed in the record on 000824. ref SDS B3 0001
082040 -
082041 -      [On 031207 final change to implement version 4 of SDS.
082042 -      ref SDS D5 0001
082043 -
082044 -      [On 031208 full scope of SDS version 4 listed. ref SDS D5 0001
082046 -  ..
082047 - Another discovery was that ergonomic use of computer aided functions
082048 - augment "intelligence" through efficient use of hands and eyes, as
082049 - later explained in reviewing Andy Grove's book on 980307. ref SDS 52
082050 - 4810
082052 -  ..
082053 - Thus, not only the express functionality, but the way functions are
082054 - applied greatly impacts whether technology actually improves daily
082055 - work, and this extends to the physical location of the computer screen
082056 - and keyboard relative to the layout of the desk and other elements of
082057 - a work station.  Awkward design diminishes intelligence, and so
082058 - reduces productivity, earnings and stock prices.
082060 -  ..
082061 - In the year 2000 tried to help Doug Engelbart, and an ad hoc group of
082062 - engineers meeting at SRI in Menlo Park develop technology, based on
082063 - Doug's work in the 1960s, for an open hyperdocument computer sytstem
082064 - that supports a dynamic knowledge repository, summarized as OHS/DKR.
082065 - This was nominally a group that could grasp objectives and benefits of
082066 - SDS for Communication Metrics, shown by a telecon with Doug Engelbart
082067 - on 991222. ref SDS 65 3977  On 000120 the engineering group working on
082068 - Doug's ideas in an open source business model considered studying the
082069 - human intelligence process to learn about converting information into
082070 - knowledge, as a predicate to develope tools for knowledge. ref SDS 66
082071 - 5063  On 000327 Doug discussed the issue. ref SDS 71 MO4G  Later on
082072 - 000615 the entire team of engineers gave up because there was not
082073 - enough knowledge to develop technology for a knowledge repository.
082074 - ref SDS 85 6271
082076 -  ..
082077 - On 000425 experience with OHS/DKR and other research indicated SDS is
082078 - a unique solution, ref SDS 75 0480, that is hard for people to grasp
082079 - without experience using the work product.  A report on 010426 that,
082080 - DARPA, the research group in the Department of Defense, gave up on
082081 - knowledge management, shows the gap between efforts to advance
082082 - information technology, and SDS that has advanced to a knowledge based
082083 - technology. ref SDS C2 657O
082085 -       ..
082086 -      [On 001126 the OHS/DKR group was offered the opportunity to use
082087 -      SDS for learning about knowledge technology; the group decided to
082088 -      apply greater diligence using information technology to study,
082089 -      learn and create tools for knowledge. ref SDS B7 4E3X  The group
082090 -      later migrated to another sponsor and continues to conduct
082091 -      important discussions, illustrated by a letter on 010908.
082092 -      ref SDS C4 0001  On 010916 there was feedback from the group that
082093 -      SDS is more effective for finding information than popular IT
082094 -      search methods. ref SDS C5 0001  On 011003 the OHS/DKR group was
082095 -      frustrated by slow progress advancing beyond the paradigm of
082096 -      information technology. ref SDS C7 O74L
082098 -       ..
082099 -      [On 001219 identified eight (8) steps using the SDS program for
082100 -      Communication Metrics. ref SDS B9 4W4L
082102 -       ..
082103 -      [On 020924 Gary began learning SDS, ref SDS D1 0001, and on
082104 -      030413 reported progress using SDS at aerospace company.
082105 -      ref SDS D3 0001
082107 -       ..
082108 -      [On 030724 entered into agreement for pilot testing SDS at a
082109 -      technology firm. ref SDS D4 0001
082111 -  ..
082112 - The history of SDS over the past 20 years or so led to research in
082113 - management science, engineering, management, law, computer science,
082114 - cognitive science and philosophy that supplement training and
082115 - experience in construction and project management.  On 991108 research
082116 - indicates the alphabet is an explosive technology that enabled modern
082117 - civilization by leveraging innate biological cognition to think,
082118 - remember and communicate. ref SDS 63 5628  Another powerful advance
082119 - from traditional literacy, enabled by information technology, to a
082120 - culture of knowledge, enabled by SDS, may once again lift civilization
082121 - to a new plateau. see POIMS, ref OF 6 JE6L
082123 -       ..
082124 -      [On 010924 Morris explained SDS improves management better than
082125 -      other methods because of synergy between use and development.
082126 -      ref SDS C6 NK4J
082128 -       ..
082129 -      [On 010924 Morris disclosed that nobody uses software the way SDS
082130 -      is used to leverage human intelligence. ref SDS C6 XT5F
082132 -       ..
082133 -      [On 010924 eight (8) reasons identified that make SDS a unique
082134 -      solution that is difficult for others to develop. ref SDS C6 JS6G
082135 -
082136 -
082137 -
082138 -
082139 -
082140 -
0822 -
0823 -