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1...Perhaps Gary can contribute from his research on the
2...Gary might submit ideas for improving this section in relation
3...How does Gary's research correlate with SDS and the record on
4...Gary might clarify point about schedules and tracking tasks.
5...Would help to get an example of "shallow and linear."
Gary Wants to Collaborate on KM Development Path
Alliances Communicate on SDS Com Metrics POIMS Critical Marketing Devel Culture of
Link Communication to POIMS for Foundation to Build Culture of Knowle
Communication Link to POIMS Shows Commitment to SDS and KM for Awardi
POIMS Link Communication Build Foundation KM Foster Culture of Knowle
POIMS Review, Gary
Johnson, Gary Review POIMS
Peer Review Gary
2610 - ..
2611 - Summary/Objective
261201 - Follow up ref SDS F9 0000, ref SDS F8 0000.
261203 - Gary submits comments on POIMS that are not linked to anything, either
261204 - in POIMS, nor in Gary's work product, nor in third party sources, so
261205 - this is an important exercise that demonstrates three things: (1)
261206 - there is commonality between Gary's objectives and SDS capabilities;
261207 - (2) references to "utopia" reflect understandable caution that SDS can
261208 - get things done, and (3) people are very discouraged about being able
261209 - to implement good management practices using popular technologies,
261210 - which aligns with review of other publications on SDS. This leads to
261211 - the next step of doing a focused review on POIMS, and begin linking
261212 - communication in order to foster a culture of knowledge necessary for
261213 - advancing beyond IT. ref SDS F9 0001 and ref SDS F9 BF5K
261215 - [On 020104 submitted response to Gary. ref SDS G0 0001
261217 - ..
261218 - [On 020106 Gary responds that explanation of SDS features is
261219 - helpful. ref SDS G1 AE5M
261226 - ..
2615 - Progress
261601 - ..
261602 - POIMS Starts Culture of Knowledge, Need Links to POIMS
261604 - Follow up ref SDS F9 O56M.
261606 - Letter to Gary on 011210, ref SDS E9 C56O, and again on 011212,
261607 - ref SDS F2 KD6G, discussed linking communication to POIMS, so that we
261608 - build a foundation of shared objectives on transitioning from
261609 - information to a culture of knowledge. Linking communication is a
261610 - core objective of Doug Engelbart's work on OHS/DKR which he set out in
261611 - a letter on 001025. ref SDS 85 00VU
261613 - [On 020213 Gary began linking the record using addressability
261614 - in Knowledge Space and Microsoft Word and Outlook.
261615 - ref SDS G2 DW9I
261618 - ..
261619 - Common Sense Biological Drive for Others to Share Views
261622 - Gary's second letter today, comments on POIMS....
261624 - "This biological drive to transfer momentary common sense by
261625 - telling others what we believe we 'know,' ..." seems to be taken
261626 - from the original source. ref OF 1 R69H
261628 - ...and comments...
261630 - Look at the book "Virus of the Mind : The New Science of the Meme"
261631 - by Richard Brodie (Hardcover - September 1995). I got it because
261632 - it addresses such knowledge transfer, but I haven't read it yet.
261633 - ref DRP 5 N56I
261635 - ..
261636 - Perhaps Gary can contribute from his research on the
261637 - architecture of human thought and how that influences creating
261638 - tools to meet new realities discussed in POIMS and NWO.
Management Details Relationships Not Shown in POIMS
Summary Linked to Details, Power of Microcosm
310601 - ..
310602 - Details Show Complexity, Needs Proactive Management
310605 - Gary comments on...
310607 - In the section on "Management Details" there is no place for the
310608 - relationships and connections among the various sorts of details
310609 - that confront the manager. ref DRP 5 JS3H
310611 - Gary does not provide a link, and "management details" are a
310612 - common subject in POIMS, so it takes extra time to "read"
310613 - Gary's letter.
310615 - ..
310616 - Gary may be referring to the table that demonstrates complexity
310617 - of management is handled by intelligence that uses parallel
310618 - processing in the subconscious, while sequential thought occurs
310619 - in the conscious span of attention. ref OF 1 6011
310620 - ..
310621 - This concept was added to POIMS on 980808. ref SDS 41
310622 - 1600
310624 - ..
310625 - Background is shown on 960519. ref SDS 28 0001
310627 - ..
310628 - Relationships are not shown, because elements in the table are
310629 - different for different people, organizations and projects and
310630 - for sub-parts of a project; and relationships are further
310631 - multiple and continually evolve over time. The main idea is
310632 - that the human mind cannot manage this very well, that it
310633 - suppresses complexity with summary that is mostly disconnected
310634 - from details, and so this causes mistakes, which creates demand
310635 - for SDS which can track a greater share of daily complexity.
310637 - ..
310638 - Gary might submit ideas for improving this section in relation
310639 - to the objective of demonstrating how easily the human mind is
310640 - overwhelmed, and so needs help on the Information Highway.
Paperwork Never Catches Up to Real Work Documentation Always Behind
Organization Flexible Structure for Creating Managing Context
Shove Paper on Desk into Computer
Paperless Office, SDS
Documentation Not Started Until Project Nearly Complete
Contemporaneous Documentation Required Similar Daily Journal Diary En
560901 - ..
560902 - Paperless Office Efficiencies Electronic Records Management
560903 - Paperwork Converted into Intelligence by SDS Save Time Money
560904 - Overwhelming Tendency Bad Management Requires Experience Using SDS
560907 - Gary quotes...
560909 - "In the vernacular: the paperwork never catches up with the real
560910 - work!" ref DRP 5 L33M from the original source, ref OF 1 KE1T
560912 - ....and comments...
560914 - In a schedule driven organization such as the Space Station
560915 - Project at Aerospace company, often the paperwork is not even
560916 - started until the work is (purportedly) nearly done. What passes
560917 - for documentation is in a continual state of near disaster, and
560918 - there is no easy way to determine what is current and what isn't.
560919 - Determining that a document is complete is essentially impossible,
560920 - so we rely on human memory and personal archives for much of our
560921 - validation. Determining cross-document consistency is effectively
560922 - impossible. ref DRP 5 Z34F
560924 - On 951221 article in professional journal explains industry
560925 - standards require contemporaneous documentation. ref SDS 22
560926 - 0966
560928 - ..
560929 - I am convinced that there are problems of this sort that are
560930 - inherent in the way in which we structure hierarchical
560931 - organization. This is one of my current areas of research.
560932 - ref DRP 5 Y35F
560936 - ..
560937 - How does Gary's research correlate with SDS and the record on
560938 - OHS/DKR showing everything available online with efficiencies
560939 - of precision access using electronic records management,
560940 - reported on 001017? ref SDS 84 3995 Does this demonstration
560941 - of a paperless office capability show the solution using SDS
560942 - for Knowledge Management?
560944 - ..
560945 - Would be helpful for Gary to set out "convincing" evidence on
560946 - hierarchical organization preventing people from using
560947 - "paperwork" more productively, i.e. to "plan the work and
560948 - work the plan."
560950 - ..
560951 - Gary's concern about poor productivity reflects Millie's
560952 - report on 960406 of difficulties finding anything on
560953 - computers at L&C, ref SDS 26 5922; at that time Morris
560954 - advised that nobody can find anything on computers not
560955 - configured with SDS, ref SDS 26 4249, to support paperless
560956 - office efficiencies of electonic records management,
560957 - explained on 880628. ref SDS 1 BI3G Similarly, Eric
560958 - Armstrong reported on 011003 that the tools and methods
560959 - people like are inadequate, ref SDS E1 EC5N; but, since
560960 - people are being paid to use them, there is no incentive to
560961 - improve, absent enabling forces, per discussion with Doug
560962 - Engelbart on 011120. ref SDS E5 H67I
560964 - ..
560965 - POIMS holds that poor productivity is caused by compression
560966 - of time and distance overwhelming human biology. ref OF 1
560967 - 0307, and discussed with Tom Keesling at USACE on 960418.
560968 - ref SDS 27 8840
560970 - ..
560971 - On 011101 Jack Park submitted an article showing overwhelming
560972 - tendency to use bad management. ref SDS 86 4O5K, see also
560973 - analysis. ref SDS 86 N55H
560975 - ..
560976 - Traditional business metrics that strive to "document" good
560977 - management after-the-fact, fail, as Gary reports today, for
560978 - the reasons on 980405 explaining fear of accountability and
560979 - limited time. ref SDS 40 3Q5N
560981 - ..
560982 - SDS "plan, perform, report" cycle converts "documentation"
560983 - into knowledge that enables proactive use of good management
560984 - practices consistently. ref OF 1 1104 This is accomplished
560985 - in part by "shoving" a bigger share of the paper into the
560986 - computer, as reported by USACE, ref DRP 7 5Q33, and adding
560987 - "intelligence" that provides organization so that timely,
560988 - relevant information is available to guide daily work, as
560989 - reported by Bill DeHart on 000709. ref SDS 75 1029 Reducing
560990 - reliance on guess and gossip under the guise of expediting,
560991 - saves time and money. In other words, merely providing a
560992 - "paperless" office with lots of organizational memory is not
560993 - enough. Synergy between thinking and doing things is
560994 - critical, per POIMS, ref OF 1 2049, and telecon with Morris
560995 - on 010924. ref SDS D9 L46F
560997 - ..
560998 - An example using SDS for engineering management is the record
560999 - on 990530. ref SDS 46 0001
561001 - ..
561002 - But, until people gain experience showing that the problem of
561003 - "paperwork" can be solved by making it an integral part of
561004 - doing the actual work, there is reluctance to try, noted by
561005 - Eric Armstrong on 000227. ref SDS 59 M35K and ref SDS 59 4987
561007 - ..
561008 - Resistance to using SDS is manifested by denial at two
561009 - extremes....
561011 - (1) SDS objectives are utopian, meaning overstated claims,
561012 - because folks cannot accomplish them using tools they
561013 - already know how to use, and
561015 - ..
561016 - (2) SDS capabilities that accomplish tasks better than
561017 - what folks are already using are dismissed as
561018 - overkill, gold-plated and so unnecessary.
561020 - ..
561021 - An example of breaking through this resistance in the field
561022 - of construction management is on 970107. ref SDS 34 4953
561024 - ..
561025 - Explanation of breaking through resistance to adding support
561026 - for project management in a large organization is on 941010.
561027 - ref SDS 12 7777
561029 - ..
561030 - Another example from engineering management that shows social
561031 - pressures causing people to cut corners on good management,
561032 - is the Columbia Space Shuttle, reviewed by Cal Tech on
561033 - 921021. ref SDS 9 4499 Social pressure that prevents good
561034 - management was cited on 990527. ref SDS 45 1233
561036 - ..
561037 - An example from medical management on 990625 shows doctors
561038 - unwilling to use practices they promulgate. ref SDS 47 0806
561040 - ..
561041 - An example from the executive suite, cites laziness as a
561042 - factor that prevents using good management, reported on
561043 - 990625, ref SDS 48 7344, which was noted more recently by
561044 - Jack Park on 010908. ref SDS D5 0001
561046 - ..
561047 - More likely, however, ignorance causes fear, which breeds
561048 - denial in the moment that good management is needed as
561049 - explained in POIMS. ref OF 1 PS7G and ref OF 1 2777
561051 - ..
561052 - One way to help people gain experience in order to discover
561053 - benefits of intelligence for expediting the work is to issue
561054 - a contract requiring Communication Metrics, as noted by Max
561055 - Blodgett on 960105. ref SDS 24 1008
561057 - ..
561058 - Another way is for leadership with a broader vision to issue
561059 - an order, as Max demonstrated on 960924. ref SDS 32 4454
Schedule Separate from Progress Reporting
Integrated Management SDS Schematic Plan Perform Report Intelligence
Integrate Time, Information, People, Documents
Integrate Personal Organizational Scalable Leverage One Person's Work
Scheduling SDS New Way Working Good Management Consistent Plan Perfor
730801 - ..
730802 - Integrated Management Improves Productivity
730805 - Gary quotes...
730807 - "Implementation of POIMS technology starts as a personal schedule,
730808 - ..." ref DRP 5 7Z5H from the original source. ref OF 1 1102
730810 - ....and comments...
730812 - One of the problems I have with all task management systems is
730813 - that planning and tracking are not separate. I want to be able to
730814 - do a fairly complete breakdown of a plan into tasks. These tasks
730815 - have interdependences that mean that some things cannot be done
730816 - until their predecessors are complete. Some plans are only plans,
730817 - they are not active until I decide to start on them. ref DRP 5
730818 - 8R5O
730820 - ..
730821 - I want a task management system that will show me only things that
730822 - are of interest -- if it can't be done because required
730823 - predecessors are not completed, I don't want to hear about it. If
730824 - the project is not active or is not in the area of my current
730825 - focus, I don't want to be bothered with any of it. No system I
730826 - have ever seen will do this, and I have been threatening to build
730827 - one for too long. ref DRP 5 HR6L
730829 - Gary might clarify point about schedules and tracking tasks.
730831 - ..
730832 - Gary's point is a little confusing, because generally, most
730833 - people keep a schedule separate from macro planning. The
730834 - schedule is in the vest pocket, on a desk calendar, or in a
730835 - computer somewhere out of sight out mind. Macro planning is on
730836 - the wall down the hall, or in a computer report under a pile of
730837 - stuff. Actual daily work is based on the last call, email or
730838 - comment from the boss.
730840 - ..
730841 - SDS may help since it allows tracking everything, which is
730842 - essential, while presenting in the Schedule only what someone
730843 - chooses to track, which is also helpful.
730845 - ..
730846 - This reflects in part the difference between macro and micro
730847 - planning. Everything must be accounted in a CPM or other flow
730848 - diagram planning system for completing a project. SDS permits
730849 - similar accounting, but enables focusing on particular tasks
730850 - day-to-day.
Shortcuts Good Management Cause Bumbling Rework Endless Crisis
Mistakes Reduced Proof-read on Web
Consistent Good Management Discovers a lot of Mistakes that Managers
780601 - ..
780602 - Shortcuts on Good Management Cause Bumbling and Endless Crisis
780605 - Gary quotes...
780607 - "As problems mount, crisis management results in endless cycles of
780608 - correcting mistakes, called rework, ..." ref DRP 5 7I7J
780610 - ....and comments...
780612 - Fear limits focus, making it harder to maintain perspective and an
780613 - insight into the "bigger picture". There is also the phenomenon of
780614 - trying to take shortcuts under time pressure, and to do what is
780615 - easy -- to "look under the streetlight" because there is light
780616 - there rather than looking in the dark alley where you lost the
780617 - keys for which you are looking. ref DRP 5 DI7N
780619 - ..
780620 - SDS helps address this problem by making good management
780621 - faster, easier and more rewarding to use consistently.
780623 - ..
780624 - Gary notes elsewhere people are discouraged about using good
780625 - management - seems utopian, until there is experience showing
780626 - SDS works.
Time Management Schedule Things-to-do Presents Challenge Dynamic Change
Controlled Visibility Microcosm Details Subconscious Complex Summariz
Action Items SDS New Way Working Good Management Consistent Plan Perf
Controlled Visibility Manages Complexity Details Summarized for Persp
870701 - ..
870702 - Schedule Key Dimension SDS for Controlled Visibility
870705 - Gary quotes...
870707 - "The problem with keeping a list of "things-to-do" is that the
870708 - dynamics of daily management result in there not being enough time
870709 - to maintain a useful list." ref DRP 5 TO8K
870711 - ....and comments...
870713 - Having attempted this several times, ref DRP 5 FP9F, there are a
870714 - number of problems that contribute to this:
870716 - ..
870717 - On 011003 developing KM has been difficult to accomplish.
870718 - ref SDS E1 SP6G
870720 - ..
870721 - Gary's experience can strengthen SDS schedule features, along
870722 - with input from Morris, Jack and others. Need to keep in
870723 - mind that we "cannot get out of life alive," so should not
870724 - attempt to solve every conceivable scheduling issue, because
870725 - that can never be achieved. Goal is to deliver significant
870726 - improvement to productivity, earnings and stock prices by to
870727 - make it fast and easy to consistently improve visibility.
870729 - ..
870730 - Gary lists specific objectives for scheduling...
870732 - 1. Varying size of the "task" -- "get milk" and "solve the
870733 - problem of world peace" are both tasks. ref DRP 5 03VT
870734 - ..
870735 - All tasks appear "simple" in the SDS Schedule; when
870736 - opened for planning, or converted to a Diary for
870737 - performance, tasks have support and background
870738 - commensurate with importance and scale, so that
870739 - complexity can be managed effectively, per POIMS.
870740 - ref OF 1 5312
870742 - ..
870743 - 2. With no means to control visibility, everything is in front
870744 - of you all at once. Too many systems won't allow you to
870745 - start seeing a task at some point in the future -- if it is
870746 - on the list it is on the list. This visibility includes my
870747 - earlier comments on predecessors and current focus.
870748 - ref DRP 5 W39W
870750 - SDS lets user put tasks where they wish. Evidently,
870751 - there are "command" controlled systems where an exec or
870752 - someone somewhere puts something in someone else's
870753 - schedule. SDS does not work that way.
870754 - ..
870755 - Executive or anyone can issue an instruction, and
870756 - follow it up so that failure to perform can result in
870757 - increasing support, or changing people assigned.
870758 - Similarly, those receiving an instruction can schedule
870759 - performance based on priority of other tasks.
870761 - ..
870762 - 3. Systems which are strictly date or time based lack needed
870763 - flexibility. I have some things to do that can be done any
870764 - time in the next week or the next month, not on a specific
870765 - date. ref DRP 5 W34S
870767 - SDS has a lot of flexibility, explained on 960901.
870768 - ref SDS 11 9009
870770 - ..
870771 - Schedule Analysis and Adjustments is an inbox for pending
870772 - matters that have no specific schedule for completion.
870774 - ..
870775 - 4. Granularity. I want to be able to handle appointments (date
870776 - and time), birthdays (a day), secretary's week, the year of
870777 - the rat, the decade of decision, etc. easily and naturally,
870778 - ref DRP 5 W34W
870780 - SDS supports this requirement.
870782 - ..
870783 - 5. Not everything is a commitment. Some entries are for
870784 - information only, so the fact that they overlap with a
870785 - commitment shouldn't cause a scheduling conflict.
870786 - ref DRP 5 W35Q
870788 - Disagree slightly. Most everything in life entails
870789 - commitment at some level, but some are higher priority.
870790 - ..
870791 - Schedule conflicts are matters of priority based on
870792 - value at risk in relation to available resources.
Debugging Management Requires Intelligence that Discovers Alignment P
Debugging Finds Mistakes Psychologically Demanding, Need Communicatio
Debug Management Com Metrics
910601 - ..
910602 - Intelligence Debugs Management Aided by SDS and Com Manager Role
910603 - Debug Management Aided by SDS "Intelligence" to Discover Alignment
910606 - Gary quotes...
910608 - "Managers must likewise 'debug' their work product before disaster
910609 - strikes by constantly asking... ", ref DRP 5 WQ5L from the
910610 - original source, ref OF 1 5795
910613 - ....and comments...
910615 - Perhaps access to specialized tools (CPM, state charts, decision
910616 - tables, Analytic Hierarchy Process) for some of this would help.
910617 - ref DRP 5 PSYP
910619 - ..
910620 - POIMS describes "intelligence" methods enabled by SDS that make
910621 - other methods more effective.
Plato Aristotle and the Bottom Line
Be Prepared Com Metrics Organizational Memory Intelligence SDS KM Avo
Alignment Meaning Shared Duty of Leadership Requires Common Story for
Be Prepared Meetings Facilitator Com Manager Prepares People Before M
Plato Aristotle and Bottom Line, 991028
A71001 - ..
A71002 - Gary cites....
A71004 - ..
A71005 - Plato, Aristotle and the Bottom Line
A71006 - ref DIP 11 0001, submitted on 991208, ref SDS 49 5106, to comment on a
A71007 - letter from Morris. ref SDS 49 0001
A71009 - ...and says that...
A71011 - ..
A71012 - Definition of luck: where opportunity meets preparation.
A71014 - "key fundamentals are timeless"
A71016 - While this is true, there is phenomenon that is too often mistaken
A71017 - for timelessness -- the lesson was never learned nor applied.
A71018 - Gerald Weinberg commented that his book on the Psychology of
A71019 - Computer Programming continued to sell well after 12 years, which
A71020 - was disturbing since it indicated that the problems addressed by
A71021 - the book still existed, and that the existence of the book had
A71022 - little or no impact on them, ref DRP 5 6D6I
A71024 - ..
A71025 - Experience Teaches Lessons, So Command of History Best Teacher
A71027 - Humans acquire lessons based on near term events from daily
A71028 - experience that seem to make "common sense." explained in NWO.
A71029 - ref OF 4 4235 Lessons in books are too distant, unless there
A71030 - is a close tie with conduct people regularly perform.
A71032 - ..
A71033 - SDS makes experience more useful for recognizing and using
A71034 - lessons that are learned by organizing daily work into
A71035 - continual case case studies that enable continual learning.
A71037 - ..
A71038 - SDS enables people to grab up "lessons" from a book like Gary
A71039 - mentions, or in POIMS, etc, and begin linking daily conduct to
A71040 - track correlations. This leads to implementation of effective
A71041 - lessons, and ignoring proposed lessons that do not line up with
A71042 - experience.
A71044 - ..
A71045 - USACE noted this SDS advantage in a report on 970328.
A71046 - ref DRP 5 3156 and ref DRP 5 9952
High Cost Medical Mistakes
A80401 - ..
A80402 - Gary cites....
A80404 - ..
A80405 - High Cost of Medical Mistakes
A80406 - ref DIP 10 0001 prepared on 990924. ref SDS 46 0001
A80408 - ..
A80409 - Civilization is Case Study that Shows Value of Intelligence
A80410 - Less Mistakes More Innovation Improve Earnings and Civilization
A80413 - ...quoting...
A80415 - "Writers of history carefully track the chronology of cause and
A80416 - effect over time", ref DRP 5 E68F from the original source at
A80417 - ref DIP 10 5162
A80419 - ...and then commenting...
A80421 - Unfortunately, that perception of causation is often both
A80422 - shallow and linear. Compare the standard historical narrative
A80423 - with Edmund Burke's "Connections", and "The Day the Universe
A80424 - Changed"(?), which show how the relationships among apparently
A80425 - unrelated events interact to bring about new events in other
A80426 - fields. ref DRP 5 W78O
A80427 - ..
A80428 - Would help to get an example of "shallow and linear."
A80430 - ..
A80431 - Jeff Conklin commented favorably on SDS in a letter on 010926,
A80432 - ref SDS D4 JY4O; he, also, observed that people without
A80433 - experience using SDS are wary of a linear theory of human
A80434 - intelligence, described as "plan, perform" in POIMS.
A80435 - ref SDS D4 004L
A80437 - ..
A80438 - Justice Mosk with California Supreme Court supported SDS
A80439 - proactive intelligence for improving current practice in
A80440 - determining causation. see 911130, ref SDS 9 P15J
A80442 - ..
A80443 - The general example of "shallow and linear" understanding of
A80444 - causation is ignoring history because history was not captured,
A80445 - and because there is not enough time to obtain relevant history
A80446 - that might be available. See example at PG&E on 941209.
A80447 - ref SDS 14 7777
A80449 - ..
A80450 - Information that exceeds span of attention causes precipitous,
A80451 - impulsive conclusions based on limited evidence and "gut
A80452 - feelings," "warm fuzzy feelings, "hunch," "hope," "guess and
A80453 - gossip" that does not justify conclusions, as explained in NWO.
A80454 - ref OF 4 1962
A80456 - ..
A80457 - Value of history was reviewed on 991108. ref SDS 48 7048
A80459 - ..
A80460 - Belief in causation from connecting two dots, i.e., event "a"
A80461 - and event "b," yield shallow and linear understanding, and
A80462 - frequency of shallowness is accelerated by information overload
A80463 - that overwhelms limited span of attention, which occurs in
A80464 - continual meetings, calls and email that comprise the current
A80465 - environment, as reported recently on 011003. ref SDS D5 O76L
A80467 - ..
A80468 - Lack of tools, skills and support for capturing history, also
A80469 - called "organizational memory," and adding intelligence within
A80470 - the time available, is seen from an example at PG&E reported on
A80471 - 941209. ref SDS 14 7777
A80473 - ..
A80474 - Nothing eliminates all mistakes. The Goal is to reduce
A80475 - mistakes, and to increase innovation by recognizing patterns
A80476 - that advance immediate objectives and the longer term interests
A80477 - of civilization. See, also, "utopia" in another record today.
A80478 - ref SDS F9 113M
A80480 - ..
A80481 - There is evidence that capturing a greater share of the record
A80482 - and adding intelligence increases the chance of discovering
A80483 - knowledge about causation, rather than relying on impressions
A80484 - of the moment, because continually connecting the dots in many
A80485 - directions tends to refine understanding by filtering out the
A80486 - fools gold of false knowledge, called "meaning drift," see
A80487 - POIMS. ref OF 1 8774 Increased advance of civilization is the
A80488 - case study that shows cost benefits of intelligence, reported
A80489 - on 991217. ref SDS 50 0320
A80491 - ..
A80492 - Writing a coherent story, and adding alignment requires
A80493 - assembling the prior record at low levels of detail. This
A80494 - unique SDS process imparts deeper understanding that reveals
A80495 - correlations, implications and nuance that are not evident from
A80496 - near-term events, as reported on 010725. ref SDS C8 02AR
A80497 - Creating and using subjects at low levels of organic structure,
A80498 - explained on 890523, ref SDS 3 SQ5L, and issuing and receiving
A80499 - feedback refines accuracy through a form of triangulation. see
A80500 - POIMS, ref OF 1 16EF
A80502 - ..
A80503 - Knowledge, meaning, accuracy, wisdom are better understood
A80504 - as a process, per meeting at SRI on 000518. ref SDS 65 3528
A80505 - Communication Metrics uses SDS for processes to continually
A80506 - deepen and widen understanding within a framework that is
A80507 - effective for conducting daily affairs. as reported on
A80508 - 970107. ref SDS 32 4953
A80510 - ..
A80511 - In a second letter today, Gary seems to support SDS process of
A80512 - feedback and follow up that refine and measure understanding.
A80513 - ref SDS 0 YR9K
A80515 - ..
A80516 - SDS is so effective, that people who lack experience deny it
A80517 - can be achieved because creating a record like this one is out
A80518 - of reach using methods they like, e.g., feel good management,
A80519 - cell phones, meetings, email, wordprocessing, and so folks are
A80520 - alternately moved to describe SDS as...
A80522 - utopian........................011222, ref SDS 0 I96K
A80523 - ........................010425, ref SDS B8 EP7F
A80524 - overkill.......................950204, ref SDS 16 5932
A80525 - gold plated....................890324, ref SDS 2 LZ5F
A80527 - ...in order to avoid making an effort to improve, per Andy
A80528 - Grove's worry, reported on 980307. ref SDS 39 1660
Evidence Intelligence Reduces Mistakes Saves Time Money
Cost Benefits Organize Competence Augment Intelligence Money Alphabet
Intelligence Saves Time Money Productivity Control Organic Structure
Cost Savings SDS Solves Problems with DKR EG W98 Registry
Savings Incredible Shocking Conflict with Common Sense Black Box Quac
Cost Savings ROI 10:1 Com Metrics Reduces Rework
Savings Evidence Com Metrics Reduces Mistakes
AG1001 - ..
AG1002 - Evidence Showing "Knowledge" of How to Avoid Mistakes
AG1005 - Gary quotes again....
AG1007 - It is asserted that: "The problem is not lack of knowledge about
AG1008 - how to avoid mistakes." ref DRP 5 Z89L from the original source
AG1009 - at, ref DIP 10 FPSE
AG1011 - ...and comments....
AG1013 - Given the dismal record, is there evidence that knowledge of how
AG1014 - to avoid mistakes really exists? Do we have instances where the
AG1015 - proposed means of avoiding mistakes have in fact been put into
AG1016 - use? It seems to me that there are all sorts of efforts, some of
AG1017 - them massive, to avoid mistakes and even in those cases, there
AG1018 - are failures, often spectacular ones. So I ask, is there really
AG1019 - knowledge of a workable means of avoiding mistakes that has in
AG1020 - fact been demonstrated? ref DRP 5 554F
AG1023 - ..
AG1024 - Denial SDS Avoids Mistakes from Experience Using Other Methods
AG1025 - USACE, PG&E, DNRC and this Record Show Evidence Using SDS
AG1027 - Note again, per above, ref SDS 0 N35J, goal is not to
AG1028 - eliminate, but to reduce the rate of error that is endemic
AG1029 - to human mental architecture, noted by Steven Pinker,
AG1030 - reviewed on 990329, ref SDS 41 3723, and explained in POIMS.
AG1031 - ref OF 1 8774
AG1033 - ..
AG1034 - Skepticism about reducing mistakes reflects experience Gary
AG1035 - reported on 011006. ref SDS D7 QS5F
AG1037 - ..
AG1038 - SDS has demonstrated intelligence reduces mistakes, and this
AG1039 - advantage is bigger in big organizations where communication
AG1040 - has become the biggest risk in enterprise, explained in
AG1041 - comments on Gary's dated 011006. ref SDS D7 EL5F
AG1043 - ..
AG1044 - DNRC recently reported results using SDS for Communication
AG1045 - Metrics.....
AG1047 - New way of working................... ref SDS C8 WJ7L
AG1048 - Time saved........................... ref SDS C8 CR3J
AG1049 - Money saved.......................... ref SDS C8 PT3F
AG1050 - Microscope looks deeper to events.... ref SDS C8 S76J
AG1052 - ..
AG1053 - PG&E reported on 941230................. ref DRP 4 0001
AG1055 - SDS has better organization.. 000709, ref SDS 70 2419
AG1057 - ..
AG1058 - US Army Corps of Engineers
AG1060 - Intelligence aids daily management... ref DRP 5 6172
AG1061 - Teamwork, saves money................ ref DRP 5 1302
AG1062 - Mistakes avoided..................... ref DRP 5 3156
AG1063 - Alignment metrics reduce mistakes.... ref DRP 5 4582
AG1064 - Preventing mistakes better than cure. ref DRP 5 3401
AG1065 - SDS catches mistakes................. ref DRP 5 2428
AG1066 - Discover and fix little mistakes..... ref DRP 5 8473
AG1067 - SDS gets things done................. ref DRP 5 1878
AG1068 - ROI 10:1............................. ref DRP 6 0001
AG1069 - Savings Miracle...............981021, ref SDS 38 7315
AG1071 - ..
AG1072 - Classic mistake avoided......... 970107, ref SDS 32 4953
Improvement Hopeless Task at Aerospace company
Business Process Reengineer Enterprise Management KM AI Project Manag
Reengineer Remove Management Levels Give People Computers for Email f
BG0601 - ..
BG0602 - Improvement Requires Leadership with Broader Vision to Try
BG0605 - Gary continues....
BG0607 - "Therefore, improving medical care, and other enterprise, begin
BG0608 - with commitment to personal improvement by requesting change to
BG0609 - help everyone solve a common problem." ref DRP 5 EU4O, quoting
BG0610 - from the original source. ref DRP 5 EU4O
BG0612 - ..
BG0613 - Commitment to improvement of any sort, personal or otherwise,
BG0614 - appears to me to be very rare. In my experience, there are a few
BG0615 - people who are willing to learn and improve, but most will
BG0616 - oppose any and all change no matter how much improvement it
BG0617 - might offer, and improvement in the abstract is resisted hardest
BG0618 - of all. Any attempt to simplify a task or improve productivity
BG0619 - seems to be met with the (unconscious) belief that this is just
BG0620 - an attempt to get more work out of people for the same money or
BG0621 - to do the work with fewer people, which imperils jobs. The fact
BG0622 - the BPR (Business Process Reengineering) was seldom more than an
BG0623 - excuse and a means of downsizing tends to lend support to this
BG0624 - belief. ref DRP 5 PPXT
BG0626 - ..
BG0627 - Gary re-states concern he set out on 011006, ref SDS D7 MO6F,
BG0628 - and in his review today of the SDS Typical Day Scenario.
BG0629 - ref SDS F9 6R4G
BG0631 - ..
BG0632 - Failure to improve management with TQM, knowledge management,
BG0633 - reengineering, business intelligence, etc., reviewed on
BG0634 - 980226, ref SDS 37 2716, reflect the urgency of the problem.
BG0635 - On 000716 Professor Joseph Ransdell noted that Communication
BG0636 - Metrics provides a theory of management that has been
BG0637 - overlooked for many centuries, and so acceptance should be
BG0638 - expected to occur slowly. On 941010 Bill DeHart reported that
BG0639 - SDS works better than other methods tried by PG&E over a 30
BG0640 - year period. ref SDS 13 5581
BG0642 - ..
BG0643 - POIMS explains a vision for improvement that augments human
BG0644 - intelligence by integrating time and information. SDS provides
BG0645 - technology that makes this possible, and SDS work product
BG0646 - demonstrates better work can be done, i.e., is within reach of
BG0647 - people, which provides motivation for some to improve, as
BG0648 - reported on 010907. ref SDS C9 KX3L The role of Communication
BG0649 - Manager, like the ancient scribe, provides opportunity for
BG0650 - people to transition into a better work practice.
BG0652 - ..
BG0653 - Cultural viscosity was reviewed on 990527. ref SDS 42 1233
BG0655 - ..
BG0656 - Lynn Conway discussed resistance to improvement, reviewed on
BG0657 - 960612. ref SDS 27 1368
BG0659 - ..
BG0660 - Vision, technology and support on implementation needs to be
BG0661 - put in play by leadership with the courage to act, as
BG0662 - explained in NWO. ref OF 4 5653 An example of leadership is
BG0663 - the effort by Max Blodgett at USACE on 960924. ref SDS 30 4454
Asilomar Redux Give Me Men to Match Mountains
Truth Reliability Overcome Deception Complexity for Decision Support
CP0501 - ..
CP0502 - Gary cites...
CP0504 - ..
CP0505 - Asilomar Redux
CP0506 - ref OF 7 0001, completed on 970619. ref SDS 34 0001
CP0508 - ..
CP0509 - Fear Accountability Makes Knowledge More Feared than Ignorance
CP0510 - Truth Moving Target People Fear Knowledge More than Ignorance
CP0511 - Light of Knowledge Feared More than Darkness of Ignorance
CP0514 - ...and quotes....
CP0516 - "During Q&A, Mr. Koppelman said the project would have been more
CP0517 - successful if he had hired project managers who tell the
CP0518 - 'truth'." ref DRP 5 LG3L which is from the original source,
CP0519 - ref OF 7 G47M, and based on a professional event on 950412.
CP0520 - ref SDS 18 3920
CP0522 - ..
CP0523 - Gary then comments...
CP0525 - I continue to hear statements from management that are so
CP0526 - outrageous that I have to ask myself repeatedly:
CP0528 - 1. Is my perception of reality so flawed that what he is
CP0529 - saying could actually be true? I used to think this way,
CP0530 - but years of observation have convinced me otherwise.
CP0531 - ref DRP 5 8E4J
CP0533 - ..
CP0534 - 2. Does he know the truth and is lying to us about it for
CP0535 - some reason? ref DRP 5 2F5H
CP0537 - ..
CP0538 - 3. Is he ignorant of the truth or in denial of it and so
CP0539 - really believes what he is saying? ref DRP 5 2Q5U
CP0541 - ..
CP0542 - This has become a pattern with pronouncements from upper
CP0543 - management, even more so in recent years. ref DRP 5 9G5N
CP0545 - ..
CP0546 - I have severe doubts that "truth" is a desired commodity in
CP0547 - management circles, otherwise there would not be such resistance
CP0548 - to attempts to discover it. I feel that this is a major barrier
CP0549 - to deployment of any mechanism that can actually reconstruct what
CP0550 - happened, or will uncover defects earlier. ref DRP 5 4H7I
CP0552 - Gary's point is evident in the record on 950412 showing that
CP0553 - "truth" is a moving target for managers who shield the truth
CP0554 - from executives who prefer not to know the truth. ref SDS 18
CP0555 - 3920 Articles on high cost of medical mistakes show fear of
CP0556 - accountability prevents doctors from improving the work,
CP0557 - reviewed on 990912. ref SDS 49 3416 The problem is even more
CP0558 - acute in business, also, reviewed on 990912, ref SDS 49 4680,
CP0559 - as reported by Jack Park on 010908. ref SDS D5 L39G
CP0561 - ..
CP0562 - An example is the report by Fortune on why talented CEOs fail,
CP0563 - reviewed on 990625. ref SDS 44 0460
CP0565 - ..
CP0566 - Generally, Gary's point that organizational memory is resisted
CP0567 - suggests that improvement requires giving people better tools
CP0568 - so they can work at a higher plane without having to fight
CP0569 - resistance, not only to improve, but to suppress literacy,
CP0570 - explained on 991108. ref SDS 48 7520 This is the educational
CP0571 - component discussed....
CP0573 - Terry Winograd, Stanford.........011219, ref SDS F7 XV8M
CP0574 - Pat Lincoln, SRI.................000725, ref SDS 77 AH5K
CP0575 - Doug Engelbart...................000301, ref SDS 60 0001
CP0576 - Elizabeth Pate Cornell...........000202, ref SDS 57 IW7I
CP0578 - ..
CP0579 - So long as IT overwhelms span of attention, mistakes will
CP0580 - escalate and people will fear the light of knowledge more
CP0581 - than the darkness of ignorance.
CP0583 - ..
CP0584 - For adults, look for allies to first consider then champion
CP0585 - improvement in an organization by using SDS and Communication
CP0586 - Metrics to create a culture of knowledge. ref SDS 0 5Q7M
CP0588 - ..
CP0589 - Look for ways to use SDS for creating records on the Internet
CP0590 - that demonstrate improvement, and draw adherents, reported on
CP0591 - 010907. ref SDS C9 KX3L
CP0593 - ..
CP0594 - Apply SDS at work so that a larger record of cost savings is
CP0595 - created, which builds confidence that change will bring
CP0596 - improvement.