CONTACTS 

SUBJECTS
Accountability Fear Greases Slippery Slope to Murphy's Law
Accountability Changes Communication Process and so Reduces Productiv
Listening Analysis Not Enough Time to Read and Write Learn to Save Ti

7705 -    ..
7706 - Summary/Objective
7707 -
770701 - Follow up ref SDS 17 0001, ref SDS 14 0001.
770702 -
770703 - Received ref DRT 1 0001 from Jack Park with a link to information on
770704 - the Internet that argues....
770705 -
770706 -          .... attempts to "pin people down" and thereby enhance
770707 -          accountability may not bring about better communication or
770708 -          enhanced productivity.  It is very likely such attempts, if
770709 -          they are accepted by users, will change the "rules of the
770710 -          game," and certain types of critical conversations will move
770711 -          to contexts in which the tool will not be used, thereby
770712 -          altering the nature of the communication which does take
770713 -          place through the new technology. ref DRT 1 0T5O
770714 -
770715 -  ..
770716 - On 010824 Jack submitted concerns about maintaining effective
770717 - scientific research. ref SDS 17 0001  Previously, on 010821 he
770718 - clarified Nexist work on OHS/DKR. ref SDS 16 0001
770719 -
770720 - On 980405 fear of accountability was reviewed. ref SDS 5 5065
770721 -
770722 -
770723 -
770724 -  ..
770725 - Accuracy Metric of Communication Stresful
770726 - Dilemma Balance Accountability, Listening, Avoiding Mistakes
770727 - Fear Accountability Balanced with Fear of Not Listening
770728 -
770729 - Submitted ref DIT 1 0001 explaining the desire to avoid being "pinned
770730 - down" collides with equally strong desire for people to "listen,"
770731 - reported on 890809. ref SDS 2 CJ9J  Accurate understanding requires
770732 - feedback to verify impressions in relation to evolving context in
770733 - order to get things done correctly, on time and within budget, also,
770734 - noted on 890809. ref SDS 2 126J  Thus, avoiding accountability through
770735 - better listening to understand and follow up entails striking a
770736 - balance with fear of being "pinned down," that brings accountability
770737 - in the event that listening fails.
770738 -
770739 -  ..
770740 - Intel uses constructive confrontation that essentially grants people
770741 - permission to yell and be rude during meetings to relieve tension when
770742 - people remember differently, reported on 970123. ref SDS 4 1111
770743 -
770744 -      [On 011005 sent follow up suggesting don't have to pin everybody
770745 -      down on everything all of the time, but just a little better
770746 -      listening with a little intelligence goes a long way to improve
770747 -      shared meaning that improves productivity. ref SDS 19 9V5G
770748 -
770749 -  ..
770750 - It is another Knowledge Management dilemma that worried our friends at
770751 - NSF on 991213. ref SDS 7 9144
770752 -
770753 - If we don't pin folks down, then there is no organizational memory,
770754 - there is no DKR, there is no intelligence, ref OF 1 2300, for aligning
770755 - the work with objectives, requirements and commitments, called out by
770756 - Doug Engelbart on 991222, ref SDS 8 8064, and Jeff Conklin, on 010420,
770757 - ref SDS 14 IE4M, and so the binary force of accountability, "credit"
770758 - for saving time and money, reviewed on 980405, ref SDS 5 1491, cannot
770759 - be achieved. ref DIT 1 4M6H
770760 -
770761 -  ..
770762 - Everyone wants everybody else to "listen," to understand to get things
770763 - done, they want better productivity and higher earnings, ref DIT 1
770764 - XR6M.  We want stock prices to go up, and "credit" for doing a good
770765 - job, but aver accountability, aver intelligence, and aver knowledge,
770766 - as Prometheus discovered long ago, reported on 991108. ref SDS 6 5368
770767 - People love to know what others do and say, but fear beng pinned down
770768 - on what they say and do.  It is a big challenge for transitioning from
770769 - IT to a culture of knowledge, as explained in POIMS, ref OF 1 K84L,
770770 - and proposed to SRI in a letter on 001011. ref SDS 11 0001
770771 -
770772 -  ..
770773 - Com Metrics enables people to benefit from power of linking that grows
770774 - knowledge of cause and effect, and Com Metrics, also, balances
770775 - responsibility for knowledge that brings fear of accountability.  This
770776 - requires skills of Com Manager to construct a useful record that
770777 - raises issues without raising temperatures that trigger fear, which
770778 - breeds ignorance and denial that intelligence is essential to succeed.
770779 -
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770781 -
770782 -
770783 -
770784 -
770785 -
7708 -

SUBJECTS
Slippery Slope Expedite Conversation Fear Accountability Destroy Reco

870301 -  ..
870302 - Slippery Slope of Ignore, Cover-up, Denial Leads to Murphy
870303 - Fear is a Self-Fulfilling Prophecy Causing Information Entropy
870304 -
870305 - People who give in to fear of accountability by "gaming" the system
870306 - with critical off-page communications embark on a slippery slope of
870307 - increased risk that understanding and shared meaning fail, causing
870308 - conflicting rather than complimentary actions that fail to align with
870309 - objectives, requirements and commitments.  When too many people have
870310 - too many problems, productivity, earnings and stock prices decline,
870311 - reported on 001207. ref SDS 13 V54M  The slippery slope to conflict,
870312 - crisis and calmity ensues, as explained on 980405. ref SDS 5 1849
870313 -
870314 -
870315 -
870316 -
8704 -

SUBJECTS
Writing Everything Down Not Needed Write What is Important   me Back
Com Manager Need Not Attend Meetings
Com Manager Meetings Doesn't Attend Meeting So One Com Manager Suppor
Write Everything Down Overkill Not Enough Time Don't Know to Only Nec
Write Everything Down Not Necessary Write What is Important to Object
Little Intelligence Goes Long Way in Big Organization

9409 -
940901 -  ..
940902 - Little Bit of Intelligence Goes a Long Way
940903 - All Communications Need not be Integrated into Organizational Memory
940904 -
940905 - Follow up ref SDS 15 T16I, ref SDS 9 2537.
940906 -
940907 - It is not necessary to write everything down in order produce an
940908 - effective record for saving time and money, as reported on 890809.
940909 - ref SDS 1 3S6H
940910 -
940911 - Neither is it necessary for every communication to be treated with the
940912 - rigor of Com Metrics, in order for all communications to benefit from
940913 - adding "intelligence to daily management.  In other words, even if
940914 - people "game" the system, that "gaming" will have a better chance of
940915 - not causing bumbling, if it is conducted in the context of having some
940916 - "intelligence" of key matters.
940917 -
940918 -      [On 010924 fear creates overwhelming tendency to use bad
940919 -      management, presents innovation loop. ref SDS 18 LV5M
940920 - ..
940921 - Henry van Eykan reported research on 000927 showing people
940922 - remember only 5% of the gist of things. ref SDS 10 PO4F cited again on
940923 - 001105. ref SDS 12 FB4I  This presents an opportunity for improving
940924 - management and other knowledge work, based on research reported 000319
940925 - that human memory is a key factor in human reasoning. ref SDS 3 0005
940926 -
940927 - Doing the math, if we improve memory from 5% to 10% that doubles
940928 - performance, yet leaves lots of room (90%) for people to have private
940929 - communication that is not managed through organizational memory.  This
940930 - is just one deployment issue that requires consideration along with
940931 - efforts to develop technology.
940932 -
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940934 -
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940937 -
940938 -
940939 -
940940 -
9410 -