CONTACTS 0201 - Dep Natrl Recrs & Consrvtn 020101 - Mr. Wayne Wetzel; Deputy Director SUBJECTS Breakthrough SDS Design Yields Breakthrough Productivity Capture Record Improves Knowledge Management Organizational Memory Creativity Aided by Analysis and Alignment Uniquely Supported by SDS Killer App Intelligence Organizational Memory Personal History Experi Paradigm Shift New Way Thinking Working Communication Executives Need Context Management SDS Organization Saves Money Avoid Mistakes Bumbli New Way of Working Using Good Management Consistently Integrate Criti Documents Change to Organizational Memory Paradigm Shift 7010 - 7010 - .. 7011 - Summary/Objective 7012 - 701201 - Follow up ref SDS A5 0000, ref SDS A1 0000. 701202 - 701203 - SDS saves time and money, ref SDS 0 CR3J, and is fun to experience the 701204 - power of knowledge; but a big dilemma is how to help people discover 701205 - that "intelligence" is more effective than document management for 701206 - command and control of the work. 701208 - .. 701209 - SDS enables good management practice, ref SDS 0 WJ7L, and has new 701210 - specialized tools to align and organize the work. ref SDS 0 P63J 701211 - Communication is aided by improving the common metric of "listening" 701212 - to understand and follow up. ref SDS 0 IW4N Knowledge Space manages 701213 - information in context so it is easy to find the history of particular 701214 - subjects. ref SDS 0 GL7J "Communication Manager" is a new work role 701215 - for using SDS to develop organic subject structure, ref SDS 0 03H4, 701216 - SDS aids basic literacy to improve writing by integrating information 701217 - with time to produce knowledge. ref SDS 0 CZ8H This makes it faster 701218 - to capture important details and link action items into organizational 701219 - memory that builds and maintains shared meaning for better 701220 - collaboration to get things done correctly and on time. ref SDS 0 01EP 701221 - SDS brings the gift of time and the power of knowledge so that less 701222 - diligence improves productivity. ref SDS 0 XS8I People feel they 701223 - don't have time to learn SDS because it is an integrated craft, like 701224 - driving a car. This presents a dilemma: easy to learn programs do not 701225 - improve earnings; better earnings require integrated solutions. 701226 - ref SDS 0 XS8I Formal education, training, and support by a 701227 - Communication Manager expedite deploying SDS. ref SDS 0 FI9K Much of 701228 - the market is disillusioned, believing technology cannot aid 701229 - intelligence to increase creativity and reduces mistakes. ref SDS 0 701230 - HY6O Contracts overcome fear of accountability so that the work can 701231 - be aligned with objectives, requirements and commitments. Most work 701232 - is not done under contract, so the desire for deniability prevents 701233 - people from discovering that intelligence saves time and money. This 701234 - is another Knowledge Management dilemma. ref SDS 0 02FR 701235 - 701236 - 701237 - 701238 - 701240 - .. 7013 - 7014 - 7015 - Progress 7016 - 701601 - Good Management Saves Time and Money, SDS Unique Solution 701602 - New Way of Working Adds Intelligence to Management Improves Literacy 701603 - 701604 - Received ref DRT 1 0001 from Wayne evaluating SDS before he steps down 701605 - as Deputy Director of DNRC at the end of the month, as we discussed on 701606 - 010717. ref SDS A5 0001 The letter today updates Wayne's report on 701607 - 910419 presenting results using SDS for the Broadwater Dam project, 701608 - ref DIP 1 0001, and provides a wider scope for the case study and 701609 - lessons learned reported on 990316. ref SDS 63 0001 701611 - .. 701612 - Wayne says in his letter today.... 701613 - 701614 - SDS is a new way of working that enables consistent use of good 701615 - management, ref DRT 1 X56O, which we have all heard, read and 701616 - dreamed about using to save time and money, ref DRT 1 03P3, by 701617 - strengthening communication, ref SDS 0 IW4N, and the ability to 701618 - follow up, ref SDS 0 01EP, so that things get done correctly, on 701619 - time and within budget. ref DRT 1 0001 701621 - .. 701622 - On 970603 Dave Vannier at Intel saw that SDS enables good 701623 - management practices everybody is trying to use, but can't 701624 - because there is not enough time. SDS enables a new way of 701625 - working by bringing within reach what people feel they should 701626 - be dong. ref SDS 48 4528 701627 - 701628 - [On 040422 "good to go" SDS back in buisess for Wayne 701629 - after 2 year break, complementing Gary restoring SDS use 701630 - at Aerospace company after a 3 month break. ref SDS B1 SY5F 701632 - .. 701633 - Aligns with Doug Engelbart's call for a "new way of thinking 701634 - and working," reported 991222. ref SDS 81 3696 POIMS explains 701635 - a new way of thinking through writing. ref OF 1 3742 701637 - .. 701638 - On 890809 SDS design supported new way of working that aligns 701639 - planning with history. ref SDS 10 8211 701641 - .. 701642 - SDS Typical Day Scenario explains use cases that illustrate how a 701643 - new way of working saves time and money. ref OF 2 0001 On 001219 701644 - specific steps using SDS show new way of working. ref SDS 90 QT6F 701645 - On 010425 using SDS is a "utopia" compared to conventional 701646 - practices and tools. ref SDS A2 EP7F 701648 - .. 701649 - SDS integrates the management cycle.... 701650 - 701651 - 1. plan............................ ref OF 1 1104 701652 - 2. perform......................... ref OF 1 8556 701653 - 3. report.......................... ref OF 1 2300 701655 - .. 701656 - ....by strengthening literacy, with an "intelligence" process that 701657 - produces knowledge rather than information. ref SDS 0 CZ8H This 701658 - new way of working enables consistent use of good practices cited 701659 - by...... 701660 - 701661 - 1. Drucker......................931130, ref SDS 27 7911 701662 - " ......................991025, ref SDS 79 0785 701663 - 2. Deming........................POIMS. ref OF 1 0336 701664 - 3. Covey........................921205. ref SDS 25 2229 701666 - .. 701667 - SDS integration organizes information in Knowledge Space so people 701668 - can work quickly and smoothly to use good management consistently, 701669 - like the synthesis that occurs in human thought. ref SDS 0 GL7J 701670 - 701671 - Aligns with USACE report on Com Metrics. ref DRP 5 6172 701673 - .. 701674 - Wayne's letter continues... 701675 - 701676 - Consistent use of good practices increases the chance of success. 701677 - ref OF 1 8559 Intelligence enables creativity that discovers 701678 - opportunity; it is the engine of civilization that saves time and 701679 - money. ref OF 1 6649 This is not available from any other method 701680 - or technology. ref DRT 1 WP4I and ref DRT 1 A45I, indicating 701681 - Knowledge Management is a secret of SDS, reported on 000425. 701682 - ref SDS 83 0480 701684 - .. 701685 - SDS enables capturing a greater share of important information and 701686 - adding connections of cause and effect, summary and alignment with 701687 - relevant authority, which is not apparent at the time events 701688 - occur, ref OF 1 M17I, and which, in turn, disclose needed action 701689 - that was not evident at the original event. SDS design using time 701690 - as a primary organizing structure helps the innate human drive to 701691 - know the sequence of events for understanding cause and effect. 701692 - see Knowledge Space. ref SDS 0 GL7J This aligns with Bill 701693 - DeHart's report on 000709 that SDS has a natural organization that 701694 - improves memory relative to other tools. ref SDS 85 1029 701696 - .. 701697 - Feedback using the Internet or conventional methods refines 701698 - accuracy to avoid mistakes. This additional "intelligence" 701699 - creates organizational memory that saves time and money. 701701 - .. 701702 - Time is saved by integrating critical mass of common tasks for.... 701703 - 701704 - 1. communication................... ref OF 1 1106 701705 - 2. time............................ ref OF 1 1112 701706 - 3. information..................... ref OF 1 ER3G 701707 - 4. people.......................... ref OF 1 5820 701708 - 5. documents....................... ref OF 1 1107 701709 - 6. subjects........................ ref OF 1 1110 701711 - .. 701712 - ...so that each task supports the other in a structure of 701713 - Knowledge Space. ref SDS 0 GL8G Without integrating a broad range 701714 - of tasks, no improvement can occur. ref OF 1 2688 701716 - .. 701717 - Money is saved by technology that works faster to save time and 701718 - paper, and avoids mistakes by remembering accurately for.... 701719 - 701720 - 1. planning, analysis, understanding........ ref OF 1 3742 701721 - 2. setting objectives and action items...... ref OF 1 8535 701722 - 3. aligning work with requirements.......... ref OF 1 034J 701723 - 4. organize in relation to objectives....... ref OF 1 1110 701724 - 5. relying on experience.................... ref OF 1 1112 701726 - .. 701727 - Wayne's letter continues... 701728 - 701729 - ...., which executives otherwise accomplish mostly in their head, 701730 - on the fly, moment to moment based on remembering only the gist of 701731 - things. ref DRT 1 G95I Better memory improves human reasoning, 701732 - reported on 900319, ref SDS 12 1323, which enables enterprise to 701733 - succeed. 701735 - .. 701736 - Savings are calculated by..... 701737 - 701738 - 1. USACE report on 971007................ ref DRP 6 0001 701739 - 701740 - 2. NWO................................... ref OF 3 0110 701741 - 701742 - 701743 - 701744 - 7018 - SUBJECTS Communication Listening Understanding Follow Up Improved to Get Thing SDS Improves Information Technology Weaknesses in Email Adding Intell Productivity Com Manager Provides Intelligence So Managers Have Time B605 - B60601 - .. B60602 - Productivity, Earnings Improved by Communication, Intelligence B60603 - Communication Improved by Listening to Understand and Follow Up B60604 - Listening Captures Organizational Memory and Plans Follow Up B60605 - B60606 - SDS improves communication in email, calls and meetings cited in B60607 - POIMS. ref OF 1 084J Since communication is a predicate to B60608 - managing the work, better communication improves productivity and B60609 - earnings. Better "listening" to understand and follow up makes B60610 - communication effective, reported on 890809, ref SDS 10 CJ9J, by B60611 - integrating time and information to enhance alphabet technology, B60612 - commonly called "literacy." ref OF 1 ER3G B60614 - .. B60615 - Wayne's letter continues... B60616 - B60617 - Listening for understanding and follow up to get things done is B60618 - improved by the SDS process of writing things down to capture B60619 - organizational memory. Scheduling follow up in SDS is a useful B60620 - "metric" of listening that increases understanding, whether or not B60621 - we ever look at the record again. ref DRT 1 014Q B60623 - .. B60624 - Challenge of listening is overlooked because people believe the B60625 - biology of hearing brings understanding. However, the human mind B60626 - innately recodes what is heard to paraphrase in order to aid B60627 - memory by understanding new information in the context of personal B60628 - experience. Without SDS to maintain alignment, recoding to aid B60629 - memory and understanding causes meaning drift that makes truth a B60630 - moving target, as explained on 990303, ref SDS 62 2838, and B60631 - earlier on 960518. ref SDS 39 4488 and ref SDS 39 3734 B60633 - .. B60634 - An example occurred on 920120. ref SDS 20 8L6F B60636 - .. B60637 - Wayne's letter continues... B60638 - B60639 - SDS is a microscope that looks deeper into communication than is B60640 - possible with other means. Since planning occurs through B60641 - meetings, calls and documents, e.g., email, the SDS process of B60642 - showing alignment with controlling authority, like contracts, B60643 - regulations and commitments, provides an effective metric of B60644 - communication that predicts problems, which can be avoided by B60645 - changing course to prevent mistakes. ref DRT 1 02FR This saves B60646 - time and money, ref SDS 0 CR3J B60648 - .. B60649 - Drucker points out that people have given up trying to improve B60650 - communication because the task is too complex. ref SDS 27 3851 B60651 - Integrated management by definition is complex, reflecting the B60652 - complexity of human cognition that enables communication, B60653 - explained in POIMS. ref OF 1 0367 If only bits and pieces of B60654 - management are aided by technology, e.g., email, wordprocessing, B60655 - scheduling, action items, etc., little improvement in productivity B60656 - occurs. The SDS design that integrates a critical mass of tasks, B60657 - ref OF 1 11G5, provides a breakthrough that strengthens underlying B60658 - intelligence for converting information into knowledge. B60660 - .. B60661 - Resistance to improving productivity and earnings occurs because B60662 - of fear of accountability, as well. see below, ref SDS 0 02FR B60663 - B60664 - B60665 - B60666 - B60667 - B607 - SUBJECTS Knowledge Space Expanding Integrated Self-reinforcement SDS Features Organic Subject Structure Enables Knowledge Space Using Spreadsheet f Knowledge Space Saves Time Money Accurate Competence Augment Intellig Spreadsheet for Knowledge Combines Structure with Creativity Narrativ Organic Structures Greater Understanding Control Microcosm of Details Organize Information Time Chronology Experience Causation Understandi Com Manager Role New Work Role Knowledge Manager Work Role Training Com Metrics Com Manager Deliberates Organizational Memory Different Tasks from Tr Natural Organization Flexible Structure for Creating Managing Context Wetzel, Wayne Need Dedicated Com Manager Because Requires Special Ski E113 - E11401 - .. E11402 - Knowledge Space Improves Memory with Organization, Context E11403 - Understanding and Context Facilitate Deliberation and Analysis E11404 - Intelligence Connecting Cause and Effect Expands Understanding E11405 - E11406 - E11407 - Wayne's letter continues... E11408 - E11409 - SDS integrated design of plan, perform, report, ref OF 1 6649, has E11410 - a flexible structure and natural organization that supports E11411 - "intelligence," also, called thinking, deliberation, and analysis, E11412 - ref DRT 1 00BT, by connecting chronologies of cause and effect E11413 - based on context, that converts information into knowledge, E11414 - ref DRT 1 GV3M, cited in a conference call on 000709 with Bill E11415 - DeHart at PG&E and Morris Jones at Intel. ref SDS 85 1029 E11417 - .. E11418 - Wayne's report supports assessment by US Army Corps of Engineers E11419 - that found SDS strengthens human thought. ref DRP 5 6172 E11421 - .. E11422 - Using time to organize information aids human reasoning that E11423 - relies on sequence to understand cause and effect, as in the E11424 - common question..... E11425 - E11426 - E11427 - Then what happened? E11428 - E11429 - E11430 - ....as reported on 900319. ref SDS 12 1323 E11432 - .. E11433 - Wayne's letter continues... E11434 - E11435 - Productivity is increased with a structure that provides a E11436 - consistent way to organize and apply critical details in a logical E11437 - context, like a .... E11438 - E11439 - Spreadsheet for Knowledge E11440 - E11442 - .. E11443 - ...., or a spreadsheet for management using an.... E11444 - E11445 - Organic Structure E11446 - E11447 - ....to organize subjects based on ideas from common practices for E11448 - a Work Breakdown Structure (WBS), a chart of accounts for E11449 - financial control, and a CPM flow chart for managing a big E11450 - project. ref DRT 1 03H4 Flexible structure provides efficient E11451 - organization that saves time and money under the rule a "place for E11452 - everything and everything in its place," that makes finding E11453 - information fast and easy. Morris noted a few months ago on E11454 - 040125 that having everything in the right place at the right time E11455 - is a self-evident benefit that makes SDS a utopia compared to E11456 - using other methods. ref SDS A2 EP7F On 970711 Wayne reported E11457 - that using SDS made him famous as the un-official Communication E11458 - Manager for DNRC, because everyone knows he remembers accurately, E11459 - and can find critical documents quickly that nobody can find in E11460 - the official records of the agency, ref SDS 49 3003, as alluded in E11461 - his letter. ref DRT 1 L56J E11462 - E11463 - [On 040203 Gary famous because SDS records make finding E11464 - information fast and easy when needed. ref SDS A1 433N E11465 - E11467 - .. E11468 - Com Manager COO Supports Organic Subject Structure E11469 - Research Organic Subject Structure Needs Time Skill Experience E11470 - E11471 - E11472 - Wayne's letter continues... E11473 - E11474 - Most organizing methods are figured out once, and then implemented E11475 - with periodic revisions. SDS is more demanding because everyday E11476 - new subjects arise that have to be incorporated into the existing E11477 - organic structure, explained in NWO. ref OF 3 RUPW E11479 - .. E11480 - Communication Manager or COO role can invest time, experience and E11481 - skill for managing the complexity of daily work. It would be a E11482 - good issue for research to develop standardized knowledge E11483 - structures. Perhaps one day technology will figure it all out for E11484 - us, but that would deny people the understanding derived from E11485 - creating the structure. Maybe a compromise is possible that E11486 - continues to leverage our mental biology. ref DRT 1 L56J E11487 - E11488 - E11489 - E11490 - E11491 - E11492 - E11493 - E115 - SUBJECTS Thinking Through Writing Literacy Integrated Self-reinforcement SDS F Thinking Through Writing Planning Analysis Memory Conflicts on Prior Meetings F405 - F40601 - .. F40602 - Integrating Time Information Improves Alphabet Technology F40603 - Literacy Reading Writing Improved by Integrating Time Information F40604 - Memory Improved by Writing Adding Intelligence in Knowledge Space F40605 - F40606 - Alphabet technology for creating an external, objective rendering F40607 - to capture and craft internal thoughts was an explosive technology F40608 - that lifted civilization, reported on 991108, ref SDS 80 5628, by F40609 - augmenting human intelligence to make people superhuman, reported F40610 - on 010622. ref SDS A3 N668 Literacy is an engine of civilization, F40611 - that is improved by the SDS design integrating information with F40612 - time produce knowledge. ref OF 1 3742 F40614 - .. F40615 - Wayne's letter continues... F40616 - F40617 - Crafting language to write the history of daily events in the SDS F40618 - environment continually expands organizational memory both to F40619 - unlock and construct memory. Each day new information applies, F40620 - extends and enriches what was learned previously, creating an F40621 - expanding Knowledge Space, defined in POIMS, ref OF 1 034J, that F40622 - organizes cause and effect to leverage understanding and access F40623 - when needed. ref DRT 1 JK8L F40624 - F40625 - Reflects new way of thinking and working enabled by SDS F40626 - reported on 001219. ref SDS 90 QT6F F40628 - .. F40629 - Editing improves analysis by examining related context, history F40630 - and documents to create connections that reveal and preserve F40631 - alignment of cause and effect. Creating headings that summarize, F40632 - and assigning contacts, subjects and financial accounts, yield F40633 - "intelligence, explained in POIMS, ref OF 1 0367, that improves F40634 - memory of events through integrated self-reinforcement of key F40635 - associations. Better memory prepares us to be effective in the F40636 - next phone call, attending another meeting, writing a letter, etc. F40637 - whether or not we ever look at the record again. ref DRT 1 014Q F40639 - .. F40640 - Writing is improved by strong synergy between creating SDS records F40641 - and using the record for continual learning based on the natural F40642 - organization of Knowledge Space, per above. ref SDS 0 GL7J The F40643 - more we write and connect the record to analyze, discover and F40644 - understand correlations, implications and nuance, the more history F40645 - is available to help us remember. This daily process using.... F40646 - SDS, for.... F40648 - .. F40649 - Wayne's letter continues... F40650 - F40651 - Thinking through writing F40652 - F40653 - F40654 - ...explained in POIMS, ref OF 1 3742, improves conventional work F40655 - practice of remembering only the gist of things. Faster, better F40656 - understanding from quickly drawing on the SDS record over weeks, F40657 - months and years to recognize correlations, implications and F40658 - nuance expands span of attention by an order of magnitude. F40659 - ref DRT 1 0V4L Better memory in SDS aids knowing what to write F40660 - and triagulates accuracy, as explained below. ref SDS 0 PO6N F40661 - F40662 - [On 010924 Morris said nobody uses anything to capture the F40663 - record of organizational memory in the manner that SDS is F40664 - used, so nobody else has discovered the value of this F40665 - resource. ref SDS A7 XT5F F40667 - .. F40668 - Reading is improved by the natural organization of SDS structure F40669 - that summarizes meaning in relation to objectives and context. F40670 - Analysis of Andy Grove's work practices in the record on 980307 F40671 - supports SDS methodology. ref SDS 54 3101 A simple way to explain F40672 - it is that information in documents is fixed, while knowledge in F40673 - SDS is constantly growing to manage evolving context. This makes F40674 - relevant context instantly available for planning the work day to F40675 - day, and for understanding details needed to perform the work F40676 - quickly and correctly. ref DRT 1 A45I F40677 - F40678 - F40679 - F407 - SUBJECTS Write Everything Down Not Required SDS Enables Better Balance between Writing Notes Twice Not Intelligence that Organizes Analyzes Connects Action Items Context Time Chronology Organizes Complexity Context Fas Stories Make Analysis and Listening Effective for Understanding Follo Communication Biggest Risk Enterprise Caused by Meaning Drift Solved Communication Shared Meaning Create Common Alignment Maintain Clear Concise Complete Notes Linked to Common History Story Brain Stores Linkages of Data to Produce Knowledge, Wisdom, Vis GE10 - GE1101 - .. GE1102 - Action Items Discovered by Creating Organizational Memory GE1103 - Intelligence Discovers Action Items Not Originally Contemplated GE1104 - Planning and Execution Stop Worrying Invest Intellectual Capital GE1105 - Don't Write Everything Down, Create Intelligence to Save Time GE1106 - GE1107 - Organization of SDS "Knowledge Space" makes it fast and easy to GE1108 - identify action items in the process of capturing organizational GE1109 - memory. This integrated process connects planning and scheduling GE1110 - action items to original context that guides communication toward GE1111 - getting things done to improve progress and productivity. This is GE1112 - a big help in managing daily work, managing projects and for GE1113 - contract management because it shows alignment between objectives, GE1114 - requirements and commitments, and actual work performed. GE1116 - .. GE1117 - Wayne's letter continues... GE1118 - GE1119 - SDS does not require writing everything down, nor writing notes GE1120 - twice. Capturing important information and adding intelligence, GE1121 - ref SDS 0 P63J, saves time and money by avoiding mistakes endemic GE1122 - to verbal communication, reviewed on 991108. ref SDS 80 4505 This GE1123 - restores the balance between planning and execution, thinking and GE1124 - doing, explained in POIMS, ref OF 1 2049, that makes management GE1125 - effective. ref DRT 1 01EP GE1127 - .. GE1128 - Rather than worry about who said what to whom, what was meant, GE1129 - what was missed, and who is responsible, invest time productively GE1130 - by thinking, analyzing, and planning in SDS. This adds a lot of GE1131 - fire power to management, ref DRT 1 X56O, explained in the record GE1132 - on 950204. ref SDS 30 4995 GE1134 - .. GE1135 - SDS adds value to traditional meeting notes by constructing a GE1136 - coherent story of organizational memory positioned in Knowledge GE1137 - Space. ref SDS 0 GL7J The history of who, what, when, where, why GE1138 - and how things occurred in relation to requirements and GE1139 - commitments aids group collaboration with a story that builds and GE1140 - maintains shared meaning on common objectives, because the human GE1141 - mind "thinks" through "stories," as in.... GE1142 - GE1143 - GE1144 - "What's the story?" GE1145 - GE1146 - "Once upon a time...," and GE1147 - GE1148 - "Oh, then what happened?" GE1150 - .. GE1151 - ....reported in the record on 000307, ref SDS 82 0783, and earlier GE1152 - on 900303. ref SDS 11 3016 GE1154 - .. GE1155 - Information overload conceals meaning, understanding and knowledge GE1156 - of chronology in a... GE1157 - GE1158 - GE1159 - sea of details GE1161 - .. GE1162 - ....that commingles and changes cause and effect in the human mind GE1163 - creating false knowledge due to... GE1164 - GE1165 - GE1166 - meaning drift GE1168 - .. GE1169 - ....that increases the risk of error which is hidden by the pace GE1170 - of daily communication, see example on 911009, ref SDS 14 3333, GE1171 - explained in POIMS, ref OF 1 8774, commonly expressed as the.... GE1172 - GE1173 - GE1174 - devil in the details GE1175 - GE1177 - .. GE1178 - .... see NWO. ref OF 3 9449 GE1180 - .. GE1181 - Another example of the same kind of problem is the record of GE1182 - mixups in communication on the Navy Sewer Line matter reported on GE1183 - 961010. ref SDS 43 3885 USACE mentions this in its report on Com GE1184 - Metrics. ref DRP 5 4522 GE1186 - .. GE1187 - Wayne's letter continues... GE1188 - GE1189 - As a result, people draw different meanings after hearing and GE1190 - reading the same information from a meeting or document. Meaning GE1191 - drift causes people who readily agree to take cooperative action, GE1192 - to instead and unwittingly take conflicting and harmful action GE1193 - only days later. ref DRT 1 XU5H This makes... GE1195 - .. GE1196 - communication the biggest risk in enterprise GE1197 - GE1198 - GE1199 - ....see NWO. ref OF 3 9449 and ref OF 3 3158 POIMS makes the same GE1200 - point. ref OF 1 5106 The complexity of human cognition has caused GE1201 - people to give up trying to improve communication, noted by GE1202 - Drucker in the record on 931130. ref SDS 27 3851 GE1204 - .. GE1205 - Lawyers suggest solving meaning drift with letters that are short GE1206 - and simple to avoid misunderstanding, summarized as clear, concise GE1207 - documents, ref DRT 1 FM5O, see example on 960612. ref SDS 40 HZ5F GE1208 - But clear, concise documents do not work well for people in GE1209 - constant meetings and getting email all day long, as reported on GE1210 - 960510. ref SDS 38 2943 How many lawyers send a clear, concise GE1211 - letter to colleagues when they complete a meeting? On 950605 GE1212 - there is evidence lawyers don't follow this advice, and so fall GE1213 - victim to meaning drift, like everyone else. ref SDS 34 0U3F GE1215 - .. GE1216 - Another example is the record on 911009 where complex discussions GE1217 - cause slight distortions in meaning, and re-telling increases GE1218 - distortion, until the opposite meaning is formed as the official GE1219 - view of reality. ref SDS 14 3333 Same problem occurred on 920210. GE1220 - ref SDS 20 8L6F On 950327 the list of similar problems suggests GE1221 - that clear and concise communication is inadequate. ref SDS 31 GE1222 - 0200 The report on 001207 that too many people are having too GE1223 - many problems using clear and concise communication indicates a GE1224 - better solution is needed for meaning drift. ref SDS 89 V54M GE1226 - .. GE1227 - SDS provides a new, powerful solution under analysis of clear, GE1228 - concise and complete communication that builds and maintains GE1229 - shared meaning using Knowledge Space, per above, ref SDS 0 XU5H, GE1230 - and explained on 960620, ref SDS 41 1643 GE1231 - GE1232 - GE1233 - GE1234 - GE1235 - GE1236 - GE13 - SUBJECTS Triangulation Builds Shared Meaning with Common Story Action Items Li Shared Meaning Create Common Alignment Maintain Feedback Provides Metric Listening Understanding Follow Up Shared Meaning, Build and Maintain with Communication Metrics GS06 - GS0701 - .. GS0702 - Triangulation Creates, Maintains Shared Meaning GS0703 - Shared Meaning Created Maintained by Triangulation GS0704 - GS0705 - People need support in drawing from communication direction for GS0706 - taking action that is complementary rather than conflicting. SDS GS0707 - enables quickly and easily organizing a record that triangulates GS0708 - action with historical context and with controlling authority in GS0709 - contracts, regulations, law and correspondence. Feedback from GS0710 - notice issued through SDS continually refines accuracy. see NWO. GS0711 - ref OF 3 186R GS0713 - .. GS0714 - Wayne's letter continues... GS0715 - GS0716 - The combination of refining accuracy through feedback to develop a GS0717 - common story for organizational memory, follow up on action items GS0718 - that provide context for comprehension, and efficient distribution GS0719 - via Internet, all together help maintain shared meaning that GS0720 - reduces the risk of mistakes. ref DRT 1 SN6J GS0721 - GS0722 - On 000515 Peirce argues in semiotics that "knowledge" requires GS0723 - continual efforts to refine accuracy of understanding. GS0724 - ref SDS 84 7380 GS0726 - .. GS0727 - KM is explained in POIMS. ref OF 1 1850 GS0728 - GS0729 - GS0730 - GS0731 - GS08 - SUBJECTS SDS Compliments Other Programs Like Groupware Adds Intelligence to In IT Improved by Intelligence Added to Information for Producing Knowle Groupware Check Out In Version Control Change History MS Word H505 - H50601 - .. H50602 - SDS Compliments IT, Adds Intelligence to Management H50603 - IT and Groupware Strengthened by SDS, Improves Management H50604 - Management Improved Immediately People Feel Difference in Months H50605 - H50606 - Difference between knowledge and information, ref OF 1 0367, shows H50607 - SDS complements other software and management practices. We need H50608 - both information and knowledge. Information technology (IT) for H50609 - email, wordprocessing and spreadsheets is excellent for creating H50610 - information in documents, like a book, article, memo, report, a H50611 - letter, or Powerpoint presentation. H50613 - .. H50614 - Wayne's letter continues... H50615 - H50616 - Advances in Groupware the past few years aid collaboration with H50617 - document version control and change history. SDS has a different H50618 - purpose from Groupware for collaboration: Groupware tracks change H50619 - history, SDS improves management. ref DRT 1 01AX H50620 - H50621 - On 010623 Morris discussed advantages of Groupware. ref SDS A4 H50622 - VO4H H50624 - .. H50625 - SDS is a different kind of software program that produces work H50626 - product much different from IT, per above. ref SDS 0 CR3J and H50627 - ref SDS 0 GL7J This new work product variously called H50628 - "intelligence," "knowledge," or "organizational memory," improves H50629 - management, including collaboration, ref DRT 1 G95I, in ways that H50630 - people feel and appreciate within a few months. ref DRT 1 E19H H50631 - H50632 - H50633 - H50634 - H507 - SUBJECTS Learning SDS Takes More than 20 Minutes Like Learning Alphabet Drivin Save Time and Money by Improving Management Fun Intelligence Effective SDS Context Supports Natural Thinking Mode Gift of Time Power of Knowledge SDS Intelligence Fun 20 Min Car Alphabet Take More than Time Like to Learn SDS Intelligenc Automobile Leverages Muscles, SDS Leverages Thinking Com Manager Helps People Learn SDS on the Job Transitioning Build Fai New Realities Require New Capabilities Solve Information Overload Mea HM10 - HM1101 - .. HM1102 - Learning SDS Takes Time because Integration Complex Like Driving HM1103 - Fun Using SDS Intelligence for Gift of Time Power of Knowledge HM1104 - HM1105 - HM1106 - Wayne's letter continues... HM1107 - HM1108 - Using SDS is fun, so it takes less discipline and diligence to HM1109 - save time and money using good management. Like driving a car, HM1110 - that makes traveling faster and easier than using native skills HM1111 - for walking and running, people feel the gift of time and the HM1112 - power of knowledge using SDS for adding intelligence to HM1113 - management, ref DRT 1 XS8I, as explained on 001219, ref SDS 90 HM1114 - BV8R The flexible structure of the SDS integrated design makes HM1115 - moving through a spreadsheet for knowledge much faster and easier HM1116 - than relying on memory to search through papers, filing cabinets HM1117 - and computers, ref SDS 0 GL7J, as further related on 960406. HM1118 - ref SDS 37 4249 HM1120 - .. HM1121 - Since management is a complex blend of people and technical HM1122 - skills, a critical mass of tasks must be integrated in order to HM1123 - improve productivity that saves time and money. ref SDS 0 CR3J HM1124 - Improving bits and pieces using IT is not effective, as Drucker HM1125 - notes, ref SDS 0 HY6H Therefore, better productivity requires HM1126 - mastering complexity. ref DRT 1 EB6J Most people learn management HM1127 - tasks gradually over a lifetime, as reported during a meeting at HM1128 - Caltrans on 970929, ref SDS 51 S86F, and earlier at Intel on HM1129 - 970603, ref SDS 48 4528 This process yields no sense of either HM1130 - complexity nor investing time to learn anything. As a result, HM1131 - learning SDS that improves everything is initially a complex task, HM1132 - reported on 890809. ref SDS 9 5U6K HM1134 - .. HM1135 - SDS is like learning the alphabet that helps all forms of work, or HM1136 - driving a car that requires ergonomically coordinated tasks. HM1137 - Everyone can do it, but if we already know how to get by in our HM1138 - daily work, improvement takes initial commitment and diligence to HM1139 - use tools for performing integrated tasks, which executives HM1140 - accomplish mostly in their head, on the fly, moment to moment HM1141 - based on remembering the gist of things. ref DRT 1 G95I POIMS HM1142 - explains that learning SDS is comparable to learning how to drive HM1143 - a car, with a big exception. Motivation to invest time is driven HM1144 - by experience over many years observing that driving works better HM1145 - than walking and running. Driving is a cultural imperative. Peer HM1146 - pressure and desire for recognition having accomplished a rite of HM1147 - passage from childhood to adulthood further encourages learning to HM1148 - drive. When people learn to drive, they do not have a lot of HM1149 - meetings, calls and email that reduce the time for learning to HM1150 - drive. ref OF 1 T46O HM1151 - HM1153 - .. HM1154 - SDS Online Help Teaches Better Management More than 20 Minutes HM1155 - Com Manager Immediate Benefits of Intelligence While People Learn HM1156 - HM1157 - Wayne learned SDS mostly on his own using the online Help system. HM1158 - Improvements over the years have reduced the learning curve, for HM1159 - example on 990530, ref SDS 66 6689 and ref SDS 66 NY4M, but SDS HM1160 - takes more than 20 minutes to learn, because it improves the craft HM1161 - of management that integrates a broad range of management tasks, HM1162 - rather than isolated bits and pieces. ref SDS 0 CR3J HM1164 - .. HM1165 - Learning to use the SDS program is aided by a Com Manager to HM1166 - provide immediate benefits using "intelligence" for improving HM1167 - daily management that saves time and money, while allowing HM1168 - individuals to gradually transition in acquiring new skills. HM1169 - ref SDS 0 D15I HM1170 - HM1171 - HM1172 - HM1173 - HM1174 - HM12 - SUBJECTS Education Training Overcomes Fear Accountability Cultural Resistance Accountability Fear Cultural Resistance Organizational Memory Intelli Dilemma KM Communication Biggest Risk in Enterprise Com Manager Helps People Learn SDS on the Job Transitioning Build Fai Meetings Com Manager Need Not Attend Every Meeting One Com Manager Su Communication Biggest Risk of Enterprise Paradigm Shift of Millennium Communication Biggest Risk Due to Spread of Misunderstanding I409 - I41001 - .. I41002 - Training expedites deploying Communication Metrics I41003 - I41004 - Education and on the job training classes can help implement SDS I41005 - in several ways..... I41006 - I41007 - I41008 - 1. Acclimate culture to new realities that require change, I41009 - and SDS capabilities that offer opportunity to improve I41010 - productivity and earnings, per planning for course at I41011 - Wharton School of Business on 950523. ref SDS 33 1674 I41013 - .. I41014 - Investing intellectual capital by integrating time and I41015 - information grows knowledge enabled by intelligence, that I41016 - solves information overload caused by IT. ref SDS 0 065K I41018 - .. I41019 - Communication Metrics expands management science to I41020 - strengthen traditional PR tasks of spin, cover up, and I41021 - getting people to say "yes," by improving listening to I41022 - understand and follow up. ref SDS 0 JU6M I41024 - .. I41025 - Wayne's letter continues... I41026 - I41027 - Dilemma of millennium..... I41028 - I41029 - I41030 - Communication is the biggest risk in enterprise! I41031 - I41032 - I41033 - ...per above, ref SDS 0 065K, based on the following I41034 - reasoning... I41035 - I41036 - Knowledge from organizational memory and feedback is I41037 - essential to improve earnings; however, chronic fear I41038 - of accountability causes rejection of organizational I41039 - memory to preserve deniability, which then increases I41040 - risk of error for which people suffer far greater I41041 - accountability than was feared in the first place. I41042 - ref DRT 1 02EW I41044 - .. I41045 - Management is a complex craft and practice that takes I41046 - more than 20 minutes for learning to improve earnings, I41047 - but people do not have enough time, and so insist on I41048 - using tools that can be learned in 20 minutes. Since I41049 - this does not improve management, people have even I41050 - less time, creating an innovation loop, like a dog I41051 - chasing its tail, with the result that millions of I41052 - people are spending 20 minutes a day trying tools that I41053 - waste time, and so adds up to a recession. I41055 - .. I41056 - Knowledge brings deferred rewards beyond 20 minute I41057 - horizon people expect for information to pay off. I41059 - .. I41060 - Learning bad investment because technology changes so I41061 - fast nothing can be deployed within a time frame that I41062 - improves the productivity. Deployment takes time to I41063 - discover how to apply technology productively. I41065 - .. I41066 - People want bad management to succeed, not tools that I41067 - make good management easier. I41069 - .. I41070 - People can manage about 7 subjects, but and daily work I41071 - in meetings, calls and email have hundreds of subjects I41072 - that overwhelm span of attention. I41074 - .. I41075 - Organizational memory and feedback add intelligence to I41076 - avoid mistakes so that fear of accountability is replaced I41077 - by getting credit, reported on 980405. ref SDS 55 5065 and I41078 - ref SDS 55 3307 I41080 - .. I41081 - 2. SDS integration and new functions save time and money with I41082 - a spreadsheet for management that compliments existing I41083 - tools and methods. ref SDS 0 JU6M I41085 - .. I41086 - Integrated tasks are complex, and so take more than 20 I41087 - minutes to learn, like learning to drive a car. I41088 - ref SDS 0 XS8I I41090 - .. I41091 - Motivation for learning to drive is getting around town I41092 - with less physical effort and greater independence. SDS I41093 - makes it easier to get around correctly in the human mind I41094 - for creating cars and other tools that leverage physical I41095 - capacities. However, these benefits are subtle because I41096 - they do not directly reduce physical effort. We cannot see I41097 - with our eyes and feel with our muscles benefits of I41098 - augmenting intelligence that are evident using a car. As I41099 - Grove points out, the human mind overlooks ambiguity, so I41100 - not using SDS does not cause physical pain, reviewed on I41101 - 980307, ref SDS 54 7571; whereas other muscles do not I41102 - forgive pain, when taxed to travel without a car. Meaning I41103 - drift is covered up by the mind's ability to forgive and I41104 - rationalize, and by deferring and transferring I41105 - responsibility for mistakes due to information overload, I41106 - discussed above. ref SDS 0 JZ4L Usually, people are not I41107 - aware of problems occurring in the moment, as explained in I41108 - the record on 990924 analysing the high cost of medical I41109 - mistakes. ref SDS 77 5576 I41111 - .. I41112 - Wayne's letter continues... I41113 - I41114 - As a result, the benefits of augmenting intelligence are I41115 - not recognized as easily as augmenting other human I41116 - strengths, and so, like alphabet technology, cultural I41117 - support through formal education and training is needed to I41118 - help people discover and acquire the power of adding I41119 - intelligence to information. ref DRT 1 XS8I I41121 - .. I41122 - 3. Deployment - Com Manager brings immediate benefits of SDS I41123 - to improve productivity, save time and money. ref SDS 0 I41124 - D15I I41126 - .. I41127 - Scope of services reported by USACE. ref DRP 5 4929 I41129 - .. I41130 - Com Manager reduces level of diligence needed to avoid the I41131 - frustration of doing things awkwardly for a short while, I41132 - which can be accomplished immediately by relying on only I41133 - the gist of things using personal memory. ref SDS 0 FI6O I41135 - .. I41136 - While personal memory is often incorrect, this is not I41137 - evident at the time people take action, see POIMS, I41138 - ref OF 1 8316, therefore, the incentive to use SDS can I41139 - only be recognized through discipline and diligence, which I41140 - top executives champion. However, these requirements are I41141 - not powerful marketing advantages. Grove says diligence I41142 - is not easy and is not fun, see 980307. ref SDS 53 4316 I41143 - Since the excuse of saving time is an easy way to avoid I41144 - accountability for mistakes, getting started with SDS I41145 - requires a Com Manager to make it easy, fun and rewarding I41146 - to transition from IT to a culture of knowledge. I41147 - I41148 - I41149 - I41150 - I412 - SUBJECTS Diligence Discipline Improve Management Overcome Fear Accountability Diary Improves Understanding of Cause and Effect, SDS Enhances Contex Memory Who What When Where Why How; 901011 Intelligence CEO Can Capture Organizational Memory Improve Earnings S Diary Journal Contemporaneous Documentation Capturing Record What Did IF07 - IF0801 - .. IF0802 - Com Metrics Requires Skill, Tools and Authority, Leadership IF0803 - IF0804 - IF0805 - Wayne's letter continues... IF0806 - IF0807 - Stephen Covey says successful people keep a diary to sharpen IF0808 - understanding, ref SDS 25 2229, and Andy Grove, CEO of Intel, says IF0809 - in his book "Only the Paranoid Survive" that taking copious notes IF0810 - and asking questions to get feedback strengthens understanding to IF0811 - avoid mistakes. ref SDS 54 3101 and ref SDS 54 7571 Peter Drucker IF0812 - says "analysis" is primary responsibility of management, reported IF0813 - on 931130. ref SDS 27 7911 But how many of us keep a diary, or IF0814 - take copious notes that are legible? How many of us can find IF0815 - relevant notes a week later, a month later, 10 years later? How IF0816 - many of us have the time, the authority and skill to invest time IF0817 - for adding "intelligence" to information, and ask a lot of IF0818 - questions during and after a meeting? ref DRT 1 5R3L IF0820 - .. IF0821 - NWO explains social pressures that resist asking questions for IF0822 - feedback to refine accuracy of understanding. ref OF 3 2670 IF0824 - .. IF0825 - As a result, only the CEO is able to generate "intelligence" IF0826 - in an organization, per review of Grove's book on 980307. IF0827 - ref SDS 53 QE4H and ref SDS 54 2189 IF0828 - IF0829 - IF0830 - IF0831 - IF09 - SUBJECTS Information Immediate Use People Want to Go Home to Next Meeting Rath Dilemma Thinking v. Doing Assuaged by POIMS SDS Investing Time for Deferred Reward Hard Sell, Learning IU05 - IU0601 - .. IU0602 - People Want to Take Action, Go Home After a Meeting IU0603 - Information is Consumed Rather than Invested to Grow Knowledge IU0604 - IU0605 - There is a conflict between thinking to understand and taking IU0606 - action to get things done. ref OF 1 2049 Asking questions and IU0607 - writing copious understandings in a diary to avoid mistakes is IU0608 - often overwhelmed by..... IU0609 - IU0610 - a. Desire to use information for immediate action, see NWO. IU0611 - ref OF 3 0863 and ref OF 3 4D3O IU0613 - .. IU0614 - The point is summarized again in NWO. ref OF 3 Q74L IU0616 - .. IU0617 - [On 010908 report laziness encourages bad management by IU0618 - reducing diligence for deliberative analysis. ref SDS A6 IU0619 - YF5O IU0621 - .. IU0622 - b. Social pressure resists feedback, which is needed for IU0623 - accurate "intelligence," reported on 990527, ref SDS 65 IU0624 - 1233, also cited in NWO. ref OF 3 2760 IU0626 - .. IU0627 - Wayne's letter continues... IU0628 - IU0629 - As a result, when a meeting is over, people want to go home, go to IU0630 - the next meeting or make a phone call and talk things over with IU0631 - other people, because that is fast and easy, and people do not IU0632 - know that a lot of critical intelligence is disclosed by investing IU0633 - rather than merely consuming information. ref DRT 1 464L IU0635 - .. IU0636 - Good management practice says seek first to understand, then IU0637 - take action. For example Steven Covey says write a diary, and IU0638 - POIMS explains that adding "intelligence" to the record in the IU0639 - diary saves time and money, ref SDS 25 2229, but often there IU0640 - is not enough time nor authority to succeed, per above. IU0641 - ref SDS 0 RB6J IU0642 - IU0643 - IU0644 - IU07 - SUBJECTS Understanding Spontaneous Impulsive Cursory Because Information Consu Creativity Discover Opportunity Enabled by SDS Intelligence Good Management SDS Fast Easy People Want Bad Management Cultural Ris Intelligence Creativity Structure of Spreadsheet with Wordprocessing Disallusioned by Technology Failed Promise of Automated Management Latent Demand Not Driven by Need People Give UP Disallusioned Disappo Intelligence Free Does Not Cost Anything Funding SDS Blocked by Parad JQ09 - JQ1001 - .. JQ1002 - Creativity Aided by Intelligence from Deliberative Analysis JQ1003 - JQ1004 - JQ1005 - Wayne's letter continues... JQ1006 - JQ1007 - SDS makes it fast and easy to use good management practice for JQ1008 - analysing communications, but limited time and culture say go to JQ1009 - the next meeting and rely on what pops into the mind at the JQ1010 - moment. This makes daily work spontaneous, impulsive and cursory, JQ1011 - rather than deliberative, creative, analytic and intelligent. JQ1012 - People excuse spontaneous work that causes continual mistakes, as JQ1013 - the necessary cost of being "empowered" and "creative." Wayne's JQ1014 - experience shows that "intelligence" enabled by SDS supports JQ1015 - creativity, while reducing mistakes. ref DRT 1 LY6I JQ1016 - JQ1018 - .. JQ1019 - Disillusioned Good Management Possible Makes Demand Latent JQ1020 - Latent Demand for Good Management Nobody Believes Possible JQ1021 - New Realities Grow Demand for Adding Intelligence to Management JQ1022 - JQ1023 - Until now, impulsive, cursory work has been good enough to get by, JQ1024 - and so people tend to resist SDS because relying on information JQ1025 - from meetings, calls, email and other documents takes less time JQ1026 - than adding intelligence to create knowledge of cause and effect. JQ1027 - People feel paying for IT is like paying for books, paper and JQ1028 - support tools, but there is no tradition to pay for "intelligence" JQ1029 - in business, as reported in POIMS. ref OF 1 5820 and ref OF 1 KE1T JQ1030 - This likely reflects the fact that books and correspondence cost JQ1031 - money, but the "intelligence" that converts these instruments into JQ1032 - useful knowledge doesn't seem to take any time, and so so it seems JQ1033 - to be free. ref OF 1 V57N and ref OF 1 LE6L As a result, people JQ1034 - feel the only way to improve intelligence is to hire smarter JQ1035 - people, reported on 950426. ref SDS 32 2394 JQ1037 - .. JQ1038 - This aligns with the report on 940317 that people accept what JQ1039 - is good enough to get by. ref SDS 28 4873 JQ1041 - .. JQ1042 - On 950927 the Internet raised false hope that IT would enable JQ1043 - people to ignore good management practice, and so delayed JQ1044 - interest in SDS for adding intelligence to inforamtion. JQ1045 - ref SDS 35 464N JQ1047 - .. JQ1048 - Wayne's letter continues... JQ1049 - JQ1050 - In the past few years traditional methods of relying on JQ1051 - conversation and email causes too many problems due to growing JQ1052 - information overload, reported on 001207, ref SDS 89 V54M, which JQ1053 - grows demand for SDS to enable good management practices. Demand, JQ1054 - however, is latent, because nobody believes good management is JQ1055 - possible, ref DRT 1 7K7H, reflecting Drucker's lament that JQ1056 - communication is too complex to improve. ref SDS 0 HY6H JQ1057 - JQ1058 - JQ1059 - JQ1060 - JQ11 - SUBJECTS Understanding Spontaneous Impulsive Cursory Because Information Consu Creativity Discover Opportunity Enabled by SDS Intelligence Good Management SDS Fast Easy People Want Bad Management Cultural Ris Notice Legal Requirement Align Understanding Discovered over Centurie Bad Management Successful, Not Tools to Make Good Management Easier, Contract Notice Provisions Require Feedback that Refines Accuracy Ove K908 - K90901 - .. K90902 - Contract Notice Provisions Help Maintain Accountability K90903 - Responsibility of Knowledge Produced by SDS is Resisted K90904 - K90905 - K90906 - Wayne's letter continues... K90907 - K90908 - Experience on Broadwater Dam, summarized in the record for 990316, K90909 - ref SDS 63 0001, shows that using good management for saving time K90910 - and money, per above, ref SDS 0 S76J, creates social tension from K90911 - conflict with feel good management, defined on 911123, ref SDS 17 K90912 - 1331, because people fear accountability, as reported on 980405. K90913 - ref SDS 55 5065 On 990527 strong social pressures resist good K90914 - management. ref SDS 65 1233 The contractor on the Broadwater Dam K90915 - project objected to SDS; however, contract notice provisions K90916 - required response. see analysis on 880925, ref SDS 5 7742,, which K90917 - yielded feedback that enabled adjusting course to improve the K90918 - work, ref DRT 1 02FR, as related in DNRC's letter on 900419, K90919 - received 900423. ref SDS 13 5931 K90921 - .. K90922 - The engineer made a similar point on 890324. ref SDS 8 LZ5F K90923 - K90924 - [On 020426 contractor reports SDS was effective. ref SDS A8 K90925 - XQ7I K90926 - K90927 - K90928 - K90929 - K90930 - K90931 - K910 - SUBJECTS SDS Terminated to Save Cost of Paperwork Current Problems Solved on B Paperwork SDS Writing Organizational Memory Impedes Expediting Work Penny Wise Pound Foolish Avoids Front-end Investment, FBI Example Front-end Investment Difficult Managers to Make, Wideman Why DNRC Abandon SDS After Reporting Savings ROI 10:1 Abandon SDS Why Do Customers Give Up After Reporting Savings ROI 10:1 KG08 - KG0901 - .. KG0902 - Com Metrics Terminated to Save Cost of Extra Paperwork KG0903 - KG0904 - KG0905 - Wayne's letter continues... KG0906 - KG0907 - Since SDS was technically deployed by the engineer, there were no KG0908 - contract provisions requiring feedback to improve engineering, as KG0909 - there was with contracting, per above. ref SDS 0 02FR KG0911 - .. KG0912 - As a result, DNRC accepted the engineer's recommendation to end KG0913 - Communication Metrics, on the grounds that the main problems had KG0914 - been solved, reported on 890322. ref SDS 7 8493 It turned out KG0915 - later that far greater problems were yet to come, as a result of KG0916 - improper, or at least questionable, actions taken by the Engineer KG0917 - in 1987 to award contracts for the work, which caused delays, KG0918 - defects, extra cost and years of litigation. These future issues KG0919 - were presented, also, on 890322. ref SDS 7 7391 But, at the time KG0920 - the agency's perspective was on saving time and money by cutting KG0921 - cost and reducing paperwork, under advice of the engineer that all KG0922 - the problems had been solved. ref DRT 1 OX9K KG0923 - KG0924 - KG0925 - KG0926 - KG0927 - KG10 - SUBJECTS SDS Terminated to Save Cost of Paperwork Current Problems Solved on B Microscope Look Deep into Communication Listening Understanding Follo Contract Notice Provisions Enable Diligence Improve Management Overco Future Understand SDS Intelligence Discovers Action Not Contemplated Past Prologue, Shows Future by Causation, Chronology, Semiotics Proactive Needs to Dig Out Key Information Paradigm Shifts Resisted by Customers Latent Demand Not Driven by Need People Give UP Disillusioned Disappo Warm Fuzzy Feeling, Executives use Intuition, Experience KW11 - KW1201 - .. KW1202 - Time Horizon Expanded by SDS Enables Seeing Future More Clearly KW1203 - Past is Prologue Significant Power of SDS "Intelligence" KW1204 - SDS Understanding Future Risks Makes People Uncomfortable KW1205 - KW1206 - SDS creates a disparity in understanding future risks, because KW1207 - command of relevant work history enables the person using SDS to KW1208 - look deeper into communication to see far ahead, ref SDS 0 S76J, KW1209 - which is not possible by people who do not work with SDS program KW1210 - every day, and only get arms length, i.e., periodic, advice. Lack KW1211 - of experience working closely with the record causes "gut feel" KW1212 - and "warm fuzzy feelings" to miscalculate and ignore risks. KW1214 - .. KW1215 - Proactive management is thus a difficult objective, per example KW1216 - below. ref SDS 0 02EW It sounds good in text books, and articles, KW1217 - and is invigorating at seminars, but is very difficult to practice KW1218 - due to the difference between information that is applied in the KW1219 - moment, and "knowledge" that brings deferred rewards, as explained KW1220 - in POIMS. ref OF 1 2049 KW1222 - .. KW1223 - Welch was hired to defend against claims arising from past events, KW1224 - reported on 880815. ref SDS 1 7301 There was specific value at KW1225 - risk for which investing the cost of Communication Metrics could KW1226 - be directly measured, e.g., $2M claims. Com Metrics for 6 months KW1227 - costs $100K, which produces a counterclaim to recover $3M, so KW1228 - potential gain of $4.9M = 50:1 ROI. Executives understand these KW1229 - numbers, and feel good explaining to the board that problems are KW1230 - being handled in a professional manner. Moreover, even if the $2M KW1231 - is lost, the CEO feels good telling the board that $100K is a KW1232 - necessary cost of doing business to address problems. KW1234 - .. KW1235 - The CEO does not feel good telling the board that front-end KW1236 - expense to avoid mistakes is a necessary investment that will save KW1237 - $5M, because it sounds like admitting incompetence, reported on KW1238 - 990924 reviewing the high cost of medical mistakes. ref SDS 77 KW1239 - 0593 The board asks why, if there is no immediate problem, can't KW1240 - the CEO avoid mistakes with the salary being paid? see POIMS, KW1241 - ref OF 1 4G5I KW1243 - .. KW1244 - CEOs hire intelligent people with good communication skills, cited KW1245 - on 950426, ref SDS 32 4392, and ref SDS 32 2394, and work harder KW1246 - with greater diligence, as proposed on 001126. ref SDS 88 QW8I KW1248 - .. KW1249 - CEOs do not have time to understand new realities cited by Grove, KW1250 - reviewed on 980307, ref SDS 54 1209, which make communication the KW1251 - biggest risk in enterprise. ref SDS 0 065K The board does not KW1252 - have enough time to listen, even if the CEO could explain it. As KW1253 - a result, ignorance creates social pressure against knowledge KW1254 - management that brings deferred rewards endemic to proactive KW1255 - problem handling, as related on 990527. ref SDS 65 1233 KW1257 - .. KW1258 - Communication Metrics looks forward by understanding meaning drift KW1259 - in the present relative to history, under the rule past is KW1260 - prologue, as set out in POIMS. ref OF 1 1112 But, people who do KW1261 - not actually use SDS day-to-day, cannot have the same level of KW1262 - insight about the degree of risk posed by current deviations from KW1263 - requirements, because the time horizon is much broader working KW1264 - directly with SDS that has command of history and controlling KW1265 - authority. This disparity makes people uncomfortable, noted by KW1266 - Wayne on 920128. ref SDS 21 3862 KW1268 - .. KW1269 - Wayne's letter continues... KW1270 - KW1271 - Contract notice provisions mandate response, whether people feel KW1272 - comfortable or not. Feedback enables discovery of problems when KW1273 - they are small enough to address, before actual mistakes occur. KW1274 - ref DRT 1 02AR KW1275 - KW1276 - Seems to reflect analysis on 991222 that Doug Engelbart's KW1277 - concept of ABC improvement proposals are resisted by culture KW1278 - and narrow time horizons. ref SDS 81 N65J KW1280 - .. KW1281 - Feel good management deals with immediate concerns and waits to KW1282 - address small problems until they grow into crisis, but now faces KW1283 - a different environment, a new reality that requires a stronger KW1284 - solution, because it is easier for crisis to become calamity. KW1285 - ref OF 1 25H6 KW1286 - KW1287 - KW1288 - KW1289 - KW1290 - KW1291 - KW1292 - KW13 - SUBJECTS Disagreement Metric Understanding Identifies Problems Require Early A Yes Winning People Over Leadership Trust Communication Needs Metrics Yes Selling Entertainment Convincing Speech L805 - L80601 - .. L80602 - Conflict Metric of Understanding Focuses on Important Issues L80603 - Disagreement Metric of Understanding Focuses on Important Issues L80604 - Yes Key Goal Management Misplaced Priority Metric of Contradition L80605 - L80606 - L80607 - Wayne's letter continues... L80608 - L80609 - Wayne relates one of the more enlightening ideas from Com Metrics L80610 - came up in our meeting on 880907, discussing the advantage of L80611 - disagreement, contradition, and conflict as a "metric" of L80612 - communication, that focuses attention on issues, and provides a L80613 - record that can be used to guide conduct by showing lack of L80614 - alignment with controlling authority. ref SDS 3 8944 Executive L80615 - training consultants teach managers to get people to say "yes," to L80616 - agree. Managers, like most people, are loathe to air disagreement, L80617 - ref DRT 1 QL5O, because the desire for safety creates an emotional L80618 - drive to avoid conflict. As a result, lack of disagreement, i.e., L80619 - silence, is welcomed, even coveted, as silent agreement that L80620 - preserves deniability. per meeting on 880908. ref SDS 4 5100 L80621 - Therefore, contraditions in communication that does line up L80622 - provides strong clues about the root cause of problems. L80623 - L80624 - [On 040905 Gary submits authority on advantage of L80625 - analysing contradictions. ref SDS B2 FZ4L L80627 - .. L80628 - On 961017 "analysis" and "intelligence" produced by the engineer L80629 - was reviewed in a setting that required feedback under contract L80630 - notice provisions, as providing a powerful metric of understanding L80631 - and problems, which enable proactive measures to avoid delays and L80632 - extra cost. ref SDS 44 1381 L80634 - .. L80635 - On 960721 conflicting meeting notes provide a powerful "metric" of L80636 - communications that yields useful "intelligence." ref SDS 42 5491 L80637 - L80638 - L80639 - L80640 - L80641 - L80642 - L80643 - L807 - SUBJECTS Small Problems Fix Before Grow into Big Problems People Uncomfortable Hate Accountability Cultural Resistance Organizational Memory Intelli Psychologically Demanding Com Manager Consistently Discovering Notify Accountability 800# Gorilla that Makes Bad Management Preferrable to Bad Management Successful, Rather than Technology to Make Good Manage Deniability Supported by Conversation, Threatened by Writing, SDS Small Problems Ignored Resist Responsibility for Knowledge Avoided Prefer Ignorance Bad Management Technology Brings Success, Impossible LZ11 - LZ1201 - .. LZ1202 - KM Dilemma Intelligence Essential But People Hate Accountability LZ1203 - Proactive Management Not Fun Working on Small Problems Overkill LZ1204 - Social Pressure Ignore Record Hope Small Problems Don't Get Big LZ1205 - LZ1206 - SDS discovers big problems when they are small; however, people LZ1207 - don't like to work on small, seemingly inconsequential details. LZ1208 - see above, ref SDS 0 OY7O, until they escalate into major problems LZ1209 - that cannot be solved, except at great loss, conflict, crisis and LZ1210 - calamity, as reported on 921127. ref SDS 24 0674 Using SDS to fix LZ1211 - small problems seems like "overkill" reported 890324, ref SDS 8 LZ1212 - LZ5F, later on 890809, ref SDS 9 3S4F, and on 950204, ref SDS 30 LZ1213 - 5932, because it conflicts with conventional feel good management LZ1214 - practice, explained on 911123. ref SDS 17 1331 LZ1216 - .. LZ1217 - Notice of small problems is psychologically demanding. ref OF 3 LZ1218 - 0468 An example is debugging computers reported at PG&E on LZ1219 - 940820. ref SDS 29 7404 LZ1221 - .. LZ1222 - It is not popular nor "fun" to stop the train for repairs just LZ1223 - because SDS shows an invoice for bolts on the wheels does not LZ1224 - align with specifications. Everybody sees the train is running LZ1225 - fine. In the beginning, wheels wobble so slightly that the eyes LZ1226 - cannot detect a problem. Nobody feels nor hears slight vibration LZ1227 - that gradually loosens the bolts over many trips and thousands of LZ1228 - miles. Problems that conflict with information people see makes LZ1229 - people mad about knowledge of a future train wreck under LZ1230 - Aristotle's rule that little deviations from the truth multiply LZ1231 - over time. ref OF 3 4564. There is talk about being a team LZ1232 - player; social dynamics pressure leadership to ignore the record, LZ1233 - as discussed with the Director of DNRC on 920128. ref SDS 22 1199 LZ1234 - There are a lot of unhappy faces when SDS reports little LZ1235 - deviations, because corrections reduce time saved by cutting LZ1236 - corners on good management in order to expedite using good LZ1237 - communication skills that talk people into saying "yes," when LZ1238 - asked to ignore the record. Everyone feels better when SDS is LZ1239 - stopped, also, reported on 920128. ref SDS 21 3354 LZ1241 - .. LZ1242 - Wayne's letter continues... LZ1243 - LZ1244 - Wayne notes that "relief" by stopping SDS "intelligence" makes LZ1245 - Knowledge Management a dilemma of the ages embodied by the legend LZ1246 - of Prometheus ref DRT 1 02EW, reported on 991108. ref SDS 80 5368 LZ1247 - LZ1248 - Similar to small error that caused $125M crash on Mars, LZ1249 - reported 991001. ref SDS 78 3192 LZ1250 - LZ1251 - LZ1253 - .. LZ1254 - Fear of Accountability Avers Good Management LZ1255 - Engineer Failed Engineering Management, Want Deniability LZ1256 - Bad Management Want to Succeed Not Make Good Management Easier LZ1257 - LZ1258 - A lot of defects on Broadwater Dam occurred because the engineer LZ1259 - did not bother to approve the contractor's drawings. ref SDS 16 LZ1260 - 0001 That may explain the recommendation on 890322 to save money LZ1261 - and avoid paperwork by terminating SDS. ref SDS 7 8493 SDS gives LZ1262 - early warning that engineering paperwork does not align with LZ1263 - requirements. It would have cost some money to pay for SDS and it LZ1264 - would have taken a little time to fix engineering. Yet, that LZ1265 - remedy would have been a trifle compared to the delay, expense and LZ1266 - emotional capital that was ultimately expended to correct problems LZ1267 - caused by terminating intelligence. LZ1269 - .. LZ1270 - Wayne's letter continues... LZ1271 - LZ1272 - On 890324 the engineer found it is hard to claim deniability using LZ1273 - SDS, ref SDS 8 LZ5F, which conflicts with desire to avoid good LZ1274 - management that requires accountability, reviewed on 970829. LZ1275 - ref SDS 50 6666 A dilemma arises because avoiding SDS to enable LZ1276 - deniability greatly increases the chance that the "wheels will LZ1277 - come off" later, per above, ref SDS 0 02EW, which then gives rise LZ1278 - to the need for deniability; while using SDS to avoid mistakes LZ1279 - brings accountability in the event people fail to take corrective LZ1280 - action. ref SDS 8 2940 and ref SDS 8 4484 Since communication is LZ1281 - a predicate to action, adding SDS to maintain alignment provides a LZ1282 - powerful business metric that enables accountability, for example LZ1283 - reviewed on 970829. ref SDS 50 6666 The quality movement promotes LZ1284 - accountability as the core of good management. ref DRT 1 02HX TQM, LZ1285 - ISO and other management standards require accountability; yet, LZ1286 - experience shows that SDS is resisted, because it enables good LZ1287 - management, as set out in a letter to the OHS/DKR team on 000920. LZ1288 - ref SDS 87 T33H LZ1290 - .. LZ1291 - Communication Metrics is a more effective way to work, but culture LZ1292 - resists good management, partly from ignorance, and partly to LZ1293 - avoid accountability, see POIMS. ref OF 1 1114 and record on LZ1294 - 990527. ref SDS 65 1233 LZ1295 - LZ1296 - Record on high cost of medical mistakes on 990912, makes same LZ1297 - point about culture of denial. ref SDS 76 3416 LZ1299 - .. LZ1300 - Wayne's letter continues... LZ1301 - LZ1302 - Accounting is not a welcome partner when reporting budgets are LZ1303 - exceeded; but, culture has learned over many centuries to use good LZ1304 - communication skills to avoid accountability by convincing talk. LZ1305 - This may account for the "kill the messenger" perspective that LZ1306 - resists good management in order to preserve deniability, LZ1307 - ref DRT 1 03A1 It, also, offers clues that explain why executives LZ1308 - fear going to court where it is harder to avoid accountability LZ1309 - with convincing talk. LZ1310 - LZ1311 - LZ1312 - LZ1313 - LZ1314 - LZ1315 - LZ1316 - LZ14 - SUBJECTS Com Manager Aids Learning SDS Improves Earnings During Transition Knowledge Better Strategy than Darkness of Ignorance on Broadwater Da Information Immediate Use People Want to Go Home to Next Meeting Rath Leadership Enables Diligence Improve Management Overcome Fear Account Meetings Com Manager Need Not Attend Every Meeting One Com Manager Su N507 - N50801 - .. N50802 - Com Manager Needed for Transition to Learn SDS N50803 - Knowledge Better Strategy than Ignorance Needs Transition Support N50804 - Education, Strong Leadership Transition to Culture of Knowledge N50805 - N50806 - SDS is a new way of working for adding intelligence to management, N50807 - ref OF 1 16GB, that justifies a new work role, explained in... N50808 - N50809 - 1. POIMS, proactive intelligence role.......... ref OF 1 5820 N50810 - POIMS KM requires professional role........ ref OF 1 HO4H N50811 - 2. NWO, pilot for SDS delivers intelligence.... ref OF 3 6369 N50812 - 3. PG&E, SDS requires dedicated support........ ref DRP 1 0003 N50813 - 4. USACE, SDS enables intelligence role........ ref DRP 5 8449 N50814 - USACE, organic structure needs role......... ref DRP 5 9943 N50815 - USACE, scope of services.................... ref DRP 5 4929 N50817 - .. N50818 - Communication Manager typically attends major meetings and N50819 - prepares intelligence that is reviewed by attendees for comments N50820 - and corrections, then distributed. This enables people to be N50821 - prepared for other meetings and communications. Communication N50822 - Manager does not attend every meeting, nor participate in every N50823 - call. Useful Intelligence is developed from collaboration through N50824 - discussion, briefings and email traffic. N50826 - .. N50827 - Communication Manager's name rarely appears in the record. The N50828 - record is attributed to others carrying out assigned duties, so N50829 - they get credit for improving the work. An example is the record N50830 - of executive support on 911205. ref SDS 18 8402 Organizational N50831 - memory is sensitive to feelings, avoids making anyone appear N50832 - foolish and does not charge anyone with error. An example on N50833 - 920110 illustrates poor practice for a Com Manager. ref SDS 19 N50834 - 0884 N50836 - .. N50837 - Wayne's letter continues... N50838 - N50839 - Cultural norms for consuming information in meetings, calls and N50840 - email that cause mistakes, resist SDS proactive management until N50841 - people gain experience to discover they get credit for better N50842 - work, and so need not fear accountability, ref DRT 1 03P3, when N50843 - SDS sounds the alert to adjust course so that work aligns with N50844 - objectives, requirements and commitments. Using SDS requires N50845 - strong leadership and support by Com Manager to transition through N50846 - the period of discovering that the light of knowledge to work N50847 - correctly is a better strategy for success, than relying on the N50848 - darkness of ignorance for avoiding accountability. Under new N50849 - realities of expanding complexity due to globalization and N50850 - accelerating information, any strategy that avoids proactive N50851 - alignment, will increasingly grind down productivity, earnings and N50852 - stock prices in a morass of continual mistakes. ref DRT 1 1I4L N50853 - N50855 - .. N50856 - SDS Aids Human Thinking by Connecting Cause and Effect N50857 - Observing SDS Encourages Use Shows Knowledge Solves Problems N50858 - Com Manager Support Role for SDS Helps Communication Metrics N50859 - N50860 - N50861 - Wayne's letter continues... N50862 - N50863 - Wayne took up SDS after seeing on two different occasions that SDS N50864 - solved difficult problems on Broadwater Dam. For example on N50865 - 880907 we reviewed use of SDS during construction of the project. N50866 - ref SDS 3 6006 Several years later on 911205, Wayne commented on N50867 - executive support using SDS during a related assignment at the N50868 - DNRC offices in Helena. ref SDS 18 8402 He feels this experience N50869 - shows that the process and results from using SDS is so removed N50870 - from the daily lives of people, that it is very difficult to grasp N50871 - the power of SDS for improving daily management from reading or N50872 - even seeing a demonstration. Recent implementation on the N50873 - Internet, makes more clear that SDS is a different kind of N50874 - application that in large part emulates the connections of cause N50875 - and effect that comprise human thinking. ref DRT 1 03DW N50876 - N50877 - [On 041013 followed up. ref SDS B3 YK6J N50879 - .. N50880 - Since human thinking cannot be observed, it takes time using N50881 - SDS to grasp the full power of this method. N50883 - .. N50884 - The connections in SDS that can be observed on the Internet, N50885 - reflect human thinking, but initially, this can seem like just N50886 - a lot of paperwork, until people actually begin working with N50887 - the connections and observed they are chronologies of cause N50888 - and effect, i.e., useful intelligence that tell a continuing N50889 - story of life experience on critical subjects. N50891 - .. N50892 - Wayne's letter continues... N50893 - N50894 - Communication Aide or Manager, some kind of analyst role to use N50895 - SDS, is a good idea. Wayne has used SDS without support, and N50896 - concludes that a stronger solution would be to have help in the N50897 - form of an executive aide, ref DRT 1 03FW, as Wayne explained on N50898 - 911205, also, noted above. ref SDS 18 8402 N50899 - N50900 - N50901 - N50902 - N50903 - N50904 - N50905 - N510 - SUBJECTS Com Manager Aids Learning SDS Improves Earnings During Transition Com Manager Helps People Learn SDS on the Job Transitioning Build Fai Accounting Analogy NC05 - NC0601 - .. NC0602 - Leadership Key Ingredient for Communication Metrics NC0603 - SDS Support from Secretary, Admin, Chief Operating Officer NC0604 - Spreadsheet for Knowledge Everyone Needs Basic Skills for SDS NC0605 - Com Manager Needed Like Accounting, Communication Department NC0606 - NC0607 - Com Manager implements SDS to align communication with objectives, NC0608 - requirements and commitments, similar to an accountant using a NC0609 - spreadsheet program to align daily finances with budgets. This NC0610 - makes SDS a "spreadsheet for knowledge," per above, ref SDS 0 NC0611 - FQ3G, so everyone needs basic skills, similar to everyone learning NC0612 - the alphabet, mathematics and rudiments of keeping a checking NC0613 - account. NC0615 - .. NC0616 - Professional skills and training are needed to prepare useful NC0617 - "intelligence," without undue risk to confidentiality, explained NC0618 - in POIMS, ref OF 1 V8P1, and in the record on 000908. ref SDS 86 NC0619 - MW8R NC0621 - .. NC0622 - Changes in traditional management practices enabled by SDS to save NC0623 - time and money, are explained on 001219. ref SDS 90 FO5M USACE NC0624 - identified a scope of services, ref DRP 5 6375, and deliverables. NC0625 - ref DRP 5 7402 in a report on 970328. NC0627 - .. NC0628 - Com Manager transitions these skills, so people can learn at their NC0629 - own pace. This ensures saving time and money with minimal NC0630 - disruption to daily routine. NC0632 - .. NC0633 - One person using SDS on Broadwater Dam improved collaboration NC0634 - among everyone that saved time and money by reducing mistakes, NC0635 - ensuring shared meaning to enable complimentary, rather than NC0636 - conflicting action, and by discovering actions needed to maintain NC0637 - alignment with objectives, requirements and commitments. NC0639 - .. NC0640 - Support along a continuum from secretary, admin assistant, NC0641 - engineer, project manager, up to a Communication Manager, as a NC0642 - Chief Operating Officer, reported on 990625, ref SDS 67 8183, make NC0643 - SDS an endemic part of daily work. NC0645 - .. NC0646 - Communication Metrics provides management science for implementing NC0647 - SDS, as explained on 001219. ref SDS 90 QT6F NC0649 - .. NC0650 - Wayne's letter continues... NC0651 - NC0652 - Leadership to improve management and productivity is the key NC0653 - ingredient, as seen from an article in Fortune reviewed on 990625 NC0654 - reporting CEOs fail because they fail to execute good management, NC0655 - ref SDS 67 4914, per analysis in NWO, ref OF 3 5653, as DNRC NC0656 - discovered. ref DRT 1 926N, see for example the record on.... NC0657 - NC0658 - 881007 Good management risky.................. ref SDS 6 E33I NC0659 - 890322 Engineer recommends SDS not needed..... ref SDS 7 8493 NC0660 - 890324 SDS terminated to save money........... ref SDS 8 6399 NC0661 - 890324 SDS excellent to improve management.... ref SDS 8 LZ5F NC0662 - 890324 SDS risky reduces deniability.......... ref SDS 8 2940 NC0663 - 911011 Intelligence feels uncomfortable....... ref SDS 15 9382 NC0664 - 911114 Feel good management expedites, reduces NC0665 - paperwork.............................. ref SDS 17 1331 NC0666 - .. NC0667 - 911123 People like "feel good" management..... ref SDS 17 1331 NC0668 - 920110 Leadership steers course between SDS NC0669 - looking ahead and "feel good" management NC0670 - that ignores risks because things seem NC0671 - okay at the moment..................... ref SDS 19 4839 NC0672 - .. NC0673 - SDS must present useful record and avoids hurt NC0674 - feelings................... ref SDS 19 0884 NC0675 - .. NC0676 - 920128 SDS lookout in crows nest sees ahead... ref SDS 22 1199 NC0677 - 920128 Com Manager does not direct work....... ref SDS 21 3354 NC0678 - NC0679 - SDS alignment enables people to direct NC0680 - themselves, but does not feel good at NC0681 - the moment............................. ref SDS 21 3862 NC0682 - .. NC0683 - 920210 Feel good management causes too many NC0684 - problems, people cannot get head above NC0685 - water.................................. ref SDS 23 8400 NC0686 - NC0687 - People hate organizational memory that NC0688 - reports problems, and changing course NC0689 - to avoid more problems................. ref SDS 23 1194 NC0690 - .. NC0691 - 940820 Communication predicts future, transfers NC0692 - problems; leadership need metrics to NC0693 - maintain alignment..................... ref SDS 29 5588 NC0695 - .. NC0696 - 990316 Broadwater case study: good management NC0697 - less risky than bad management......... ref SDS 63 4752 NC0699 - .. NC0700 - 001207 Too many people having too many problems NC0701 - causes productivity, earnings and stock NC0702 - prices to decline...................... ref SDS 89 V54M NC0703 - NC0704 - NC0705 - NC0706 - NC0707 - NC08 - SUBJECTS Com Manager Writes Effective Story Invests Time for Intelligence Unde Go to Next Meeting Call Someone Rather than Invest Intellectual Capit Skills Tools Leadership Overcome Fear Accountability Cultural Resista Com Manager Deliberates Organizational Memory Different Tasks from Tr NG06 - NG0701 - .. NG0702 - Shared Meaning Requires Common History from Effective Analysis NG0703 - Com Manager Writes Analysis and History to Build Shared Meaning NG0704 - Analysis History Requires Skill Experience to Write Good Story NG0705 - NG0706 - NG0707 - Wayne's letter continues... NG0708 - NG0709 - Writing an effective story that builds shared meaning from doing NG0710 - daily work to meet objectives, requirements and commitments needs NG0711 - support of someone with dedicated time, skills and experience. NG0712 - Many people do not want to do this task; they want to complete a NG0713 - call and go home, or call somebody else, rather than write up the NG0714 - record to craft meaning that discloses action items. Many, if not NG0715 - most, of us do not want to discover and work out conflicts that NG0716 - were overlooked in discussion or sending an email. Analysis in SDS NG0717 - requires writing skill, ref DRT 1 03J7, and awareness about the NG0718 - fragility of human memory, explained on 950204, ref SDS 30 0550, NG0719 - that makes communication inherently cursory, incomplete and NG0720 - erroneous, ref OF 1 VX7N, per above. ref SDS 0 JZ4L NG0722 - .. NG0723 - Time is saved by investing intellectual capital, ref OF 1 2300 NG0724 - rather than consuming information in constant meetings, calls and NG0725 - email, explained in NWO. ref OF 3 4D3O Since attending events and NG0726 - doing other tasks that spawn information overload are often NG0727 - imposed by the boss or a customer, support for writing up the NG0728 - record is the most cost effective solution for busy managers to NG0729 - ensure adequate scrutiny is given to communications, ref DRT 1 NG0730 - PQ8L, so that critical details and action items do not fall NG0731 - through the cracks, as we discussed on 911205. ref SDS 18 8402 NG0732 - NG0733 - NG0734 - NG0735 - NG08 - SUBJECTS Psychologically Demanding Com Manager Consistently Discovering Notify Com Manager Writes Story Skill Invests Time for Intelligence Understa Small Problems Not Fun Psychologically Unattractive, Seems Not Cost E NO05 - NO0601 - .. NO0602 - Stressful Communication Analysis Raise Issues Not Temperatures NO0603 - Feedback Requires Diplomacy Ask Probative Questions Stressful NO0604 - Com Manager Diplomat Psychologically Demanding Getting Feedback NO0605 - Psychologically Demanding Constantly Discover Notify of Mistakes NO0606 - NO0607 - Communication analyst needs dialog, probative skills and emotional NO0608 - stability, like a diplomat to overcome resistance to feedback NO0609 - during meetings and calls, ref OF 3 2670, which is essential to NO0610 - refine accuracy of understanding. see POIMS, ref OF 1 16EF and NO0611 - Peirce reviewed on 00515. ref SDS 84 7380 NO0613 - .. NO0614 - Organizing the record for an effective knowledge space, explained NO0615 - above, ref SDS 0 GL7J, is psychologically demanding to invest time NO0616 - for understanding and follow up in order save time and money, NO0617 - rather than react impulsively in the moment, because it feels good NO0618 - to simply react, rather than defer action for planning. NO0619 - Deprivation of "feel good" management practice, reported on NO0620 - 911123, ref SDS 17 1331, is stressful, and so very challenging NO0621 - over time. NO0623 - .. NO0624 - Preparing an effective "story" for sharing information that NO0625 - enables effective collabortion, yet without causing undue conflict NO0626 - or hurt feelings requires training, experience, and emotional NO0627 - strength to accomodate significant stress. For example, the NO0628 - record on 920120 should have raised issues without raising NO0629 - temperatures. ref SDS 19 0884 Similar example is reported on NO0630 - 961228. ref SDS 45 8823 NO0632 - .. NO0633 - Wayne's letter concludes... NO0634 - NO0635 - Frame questions in a constructive, professional manner that is not NO0636 - threatening, so that people are forthcoming. Requires persistence NO0637 - to recast questions when answers are avoided, and it takes skill NO0638 - to craft a record that shows unanswered issues remain, yet does NO0639 - not accuse people of bad faith. ref DRT 1 03M6 NO0641 - .. NO0642 - SDS leverages traditional skills of diplomacy, because it is a NO0643 - fast and easy way to keep track of everything. Psychological NO0644 - stability is a must because asking questions to get feedback is NO0645 - stressful, and writing up the record that discloses continual NO0646 - small mistakes that require giving notice to busy people, who NO0647 - don't want to be bothered, is also very stressful. ref DRT 1 E34M NO0648 - NO0649 - [On 020820 KM expert notes that linking to strengthen accuracy NO0650 - in email is stressful. ref SDS A9 UQ9L NO0651 - NO0652 - NO0653 - NO0654 - NO0655 - NO0656 - NO0657 - NO0658 - NO0659 - NO0660 - NO0661 - NO07 -Distribution. . . . See "CONTACTS"