CONTACTS 

SUBJECTS
Innovation Resisted Big Organization Reward Uniformity Status Quo to
Experiment Creativity Product Development Edison Willing to Fail, Cos
Persistence of Edison, Creativity Requires Resources
Invest Sunshine Profits Create New Markets Take Time to Grow
Out of Box Thinking Need Window to Another Box for KM Thinking
Buy-in Solution Resistance to Improvement Change
National Security Foreign Policy Understanding Intelligence
Proactive Problem Handling Discovers Details Before Mistakes Occur Im
Proactive Management Front-end Investment Difficult Managers to Make,
Transition Culture of Knowledge Requires Education Leadership Enablin
Transformation DOD New Realities Require Improvement Proactive Managem

3413 -
3413 -    ..
3414 - Summary/Objective
3415 -
341501 - Follow up ref SDS 45 0000.
341502 -
341503 - This evening CSPAN broadcast a presentation at the War College by the
341504 - Secretary of Defense Don Rumsfeld, who explained the need for DOD to
341505 - support innovation because new realities require the government and
341506 - the military in the 21st century to improve.
341507 -
341509 -  ..
341510 - Improvement Takes Experimenting Pilot Testing Failure Before Success
341511 -
341512 - I caught the end of remarks by a general in the Marine Corps, who was
341513 - explaining a key ingredient for improvement is being able to
341514 - experiment without fear that, if a pilot test fails, career advance
341515 - is not at risk.
341516 -
341518 -  ..
341519 - Transform DOD with Intelligence to Strengthen National Security
341520 -
341521 - After the general spoke, Rumsfeld explained top priority is an ongoing
341522 - process of transforming DOD for enabling proactive management to avoid
341523 - continual crises that cost lives, property, waste time and taxpayer
341524 - dollars. DOD needs ways and means to get out in front to anticipate
341525 - issues and work them in an orderly manner that prevents problems.
341526 -
341527 -     "Transformation" requires skills, tools, training and leadership
341528 -     that transitions people for adding intelligence to management, as
341529 -     set out in scope of services for Com Metrics. ref DRP 3 4929
341530 -
341531 -        [On 020227 Stuart Harrow at DCMA heard some of Rumsfeld's
341532 -        remarks on the CSPAN broadcast. ref SDS 47 TE5J
341534 -      ..
341535 -     Intelligence summarizes the process of proactive problem handling
341536 -     essential for national security explained on 980815, ref SDS 17
341537 -     1173, and "analysis" is the missing ingredient and weak link in
341538 -     intelligence, reported on 010911. ref SDS 32 UP5K  SDS supports
341539 -     this capability, as set out in POIMS. ref OF 1 2300
341540 -
341541 -        [On 020201 5,000 page manual discovered in Afghanistan on
341542 -        planning terrorist attacks. ref SDS 46 0001
341544 -      ..
341545 -     Proactive problem handling to fix small problems before they grow
341546 -     into crisis is resisted by fear of accountability, reviewed on
341547 -     980405, ref SDS 16 5065, that ignores and covers up problems for
341548 -     reasons explained on 010725. ref SDS 29 02EW  More recently, on
341549 -     011211 good management that invests an ounce of prevention to save
341550 -     the cost of a pound of cure is hard to sell, ref SDS 39 PPWU,
341551 -     because feel good management seems fast and easy, explained on
341552 -     911123. ref SDS 3 1331
341554 -      ..
341555 -     SDS is the only technology available for adding intelligence to
341556 -     enable proactive management, as reported on 010924. ref SDS 33
341557 -     JS6G  On 011105 Jeff Conklin reports SDS "walks the talk" using
341558 -     technology for organizational memory to work intelligently.
341559 -     ref SDS 35 4S6H
341560 -
341561 -         [On 020504 study shows professional standards for
341562 -         communication practices and requirements on good management
341563 -         specified in FAR, ISO, Health Care, Covey, Drucker, law,
341564 -         contract notice provisions, and 2,000 years of literacy for
341565 -         contemporaneous documentation for alignment and feedback to
341566 -         work intelligently, quickly, and accurately are ignored in
341567 -         government, business, health care, every sector. ref SDS 49
341568 -         NS6F
341570 -  ..
341571 - The Secretary then took questions from the audience comprised mostly
341572 - of officers attending the War College.
341573 -
341575 -  ..
341576 - Culture Resists Improvement Intelligence Proactive Management
341577 -
341578 - Follow up ref SDS 26 1530.
341579 -
341580 - An officer way-in-the-back asked how to get good faith review for
341581 - thinking "out of the box" that requires experimenting to pilot test
341582 - new methodologies, noted earlier by the General, and encouraged by the
341583 - War College, but is resisted by DOD culture?  How can we help people
341584 - who refuse to be helped?
341585 -
341586 -     This question reflects considerations that hamper responding to
341587 -     DOD procurement for intelligence support, reported on 011113.
341588 -     ref SDS 37 MT4H
341590 -      ..
341591 -     An example is the record of meeting with HQUSACE on 971202 showing
341592 -     people fear accountability for mistakes, more than they desire to
341593 -     avoid mistakes. ref SDS 13 2837
341595 -  ..
341596 - Rumsfeld smiled and said advocating improvement is resisted by strong
341597 - cultural forces that reward maintaining the status quo, supporting
341598 - analysis on 990527. ref SDS 19 1233  Cultural resistance is justified
341599 - by the need to avoid excessive risk of losing benefits from changing
341600 - methods that have proven successful for delivering goods and services.
341601 - An established culture can therefore take 50 years to improve basic
341602 - processes, reported on 011210. ref SDS 38 R66K
341603 -
341604 -          [...below, persistance exposing people to good ideas is only
341605 -          remedy to overcome cultural resistance. ref SDS 0 6L5K
341607 -  ..
341608 - Cultural inertia comes from....
341609 -
341610 -    1.  Commanders busy fixing problems caused by methods they like, or
341611 -        fear their boss likes, tend to deny that change is needed, and
341612 -        insist that hard work by others is the solution.
341613 -
341614 -             Busy people only have time for
341615 -             cursory understanding............ 970522, ref SDS 10 0001
341616 -             Productivity paralyzed........... 011003, ref SDS 34 EC5N
341617 -             Boss likes Microsoft............. 020107, ref SDS 41 LQ5K
341619 -                ..
341620 -               [On 030803 Gary discusses barriers to
341621 -               improvement using SDS for Com Metrics to save time and
341622 -               money. ref SDS 55 JF77
341624 -                ..
341625 -               [On 030708 movie Gladiator shows a scene where Caesar
341626 -               says that understanding "republic" and "democracy" is
341627 -               fragile, because in the beginning, until people gain
341628 -               experience, the meaning of concepts and practices that
341629 -               enable a new way of working, like SDS, is only minimal,
341630 -               fragmentary and occassional, like whispers that are
341631 -               barely heard. ref SDS 54 WZ7N
341633 -                ..
341634 -               [On 040813 movie Command Decision illustrates why
341635 -               improvement takes a long time because transformation is
341636 -               resisted by powerful cultural forces. ref SDS 59 IU6U
341638 -         ..
341639 -    2.  Often it can seem like there is not enough time to think about
341640 -        using a pump, when people are busy bailing water out of the
341641 -        boat.  Limited time impedes good faith review, as explained on
341642 -        970910, ref SDS 12 3479, and earlier on 970522, ref SDS 10
341643 -        0001, so people use short cuts, like "big is better" and asking
341644 -        "What's everybody else doing?" to save time by not considering
341645 -        ideas from small organizations. The short cut of basing
341646 -        decisions on "style" is excused by feeling there is not enough
341647 -        time to understand content, reported on 970103. ref SDS 7 8409
341648 -        An example is AT&T's rejection of Microsoft's proposal in the
341649 -        1980s when Microsoft was small, reported on 970617, ref SDS 11
341650 -        1847, but today SDS is ignored, because Microsoft is big,
341651 -        reported on 020107. ref SDS 41 LQ5K
341653 -         ..
341654 -    3.  When there is no immediate problem, crisis or emergency there
341655 -        is no evident need for a new solution that can be made clear in
341656 -        25 words or 30 seconds.  Like the story of the "ant and
341657 -        grasshopper," people are less willing to hear about improvement
341658 -        when the sun is shining, reviewed recently on 010908.
341659 -        ref SDS 31 YF5O  When things seem to be going well, people feel
341660 -        they can get by without intelligence for proactive management.
341662 -         ..
341663 -    4.  Leaders fear that learning and using technology to augment
341664 -        intelligence conflicts with the image of leadership exercised
341665 -        by talking and giving orders, rather than preparing to have an
341666 -        effective meeting and figuring what orders to give, as shown in
341667 -        the record on 911121. ref SDS 2 B16L  Fear about tarnishing an
341668 -        image of competence was reported on 920402, ref SDS 4 0344,
341669 -        prevents competent people from improving competence, also,
341670 -        reported on 990924 reviewing the high cost of medical mistakes.
341671 -        ref SDS 25 0593
341673 -         ..
341674 -    5.  People at all levels of command have limited authority to say
341675 -        yes, but have unlimited authority to say no, which, at any
341676 -        given moment, seems like a fast and easy way to save time by
341677 -        not investing time to study something new in order to avoid
341678 -        looking foolish trying to explain something they don't
341679 -        understand at a higher level.
341681 -         ..
341682 -    6.  People exercise authority by relying on common sense in the
341683 -        belief that experience and judgement enabled their rise in the
341684 -        organization by doing better what everybody else is doing.  The
341685 -        prism of "common sense," however, filters out consideration of
341686 -        change that uses "out of the box" solutions because they are
341687 -        necessarily uncommon.  This dynamic blocks improvement, see
341688 -        POIMS. ref OF 1 8536
341690 -  ..
341691 - Aligns with Uncle Jim's comments on 970522. ref SDS 10 0001
341693 -         ..
341694 -    7.  Fear of accountability and laziness breed a culture of denial
341695 -        that encourages bad management and overwhelms desire to improve
341696 -        the work, reviewed on 980405. ref SDS 16 5065  Avoiding a lot
341697 -        of mistakes requires organizational memory, but fear of
341698 -        accountability causes people to avoid writing things down to
341699 -        produce needed "intelligence," and instead rely on hoping to
341700 -        get by covering-up mistakes with good communication skills,
341701 -        i.e., the darkness of ignorance enhanced by skills of
341702 -        deflection is more attractive than the light of knowledge that
341703 -        is needed to avoid mistakes.  This dynamic that elevates form
341704 -        over substance, where people work harder at looking good and
341705 -        feeling good, without doing good, causes continual bumbling as
341706 -        seen by....
341708 -            ..
341709 -           Enron scandal....................... 011109, ref SDS 36 0001
341710 -           Overwhelming tendency bad management 010908, ref SDS 31 YF5O
341711 -           Ignore cover up rather than fix..... 010725, ref SDS 29 02EW
341712 -           High cost medical mistakes.......... 990912, ref SDS 22 3416
341713 -           Accountability feared, avoided...... 980405, ref SDS 16 5065
341714 -           Turning out the light of knowledge.. 961206, ref SDS 9 5002
341715 -           Henry Kissinger..................... 940609, ref SDS 6 4238
341716 -           Columbia Space Shuttle explosion.... 921021, ref SDS 5 4499
341717 -           Feel good management dominates...... 911123, ref SDS 3 1331
341718 -           Good management is overkill......... 890324, ref SDS 1 LZ5F
341720 -  ..
341721 - These conditions create cultural pressure to conform, rather than stop
341722 - and consider new ideas, as discussed on 990527. ref SDS 19 1233
341723 -
341724 -
341725 -
341726 -
341727 -
341728 -
3418 -

SUBJECTS
Threats New Realities Small Force Enemy Can Inflict Damage on US DOD

4803 -
480401 -  ..
480402 - New Realities of New National Security Threats Mandate Improvement
480403 -
480404 - Rumsfeld continued, noting DOD must fight hard to overcome the forces
480405 - of culture that resist improvement, per above, ref SDS 0 KW9N, because
480406 - new challenges have arrived and will not indulge ignorance, fear and
480407 - denial that, in a faster paced world, popular methods and tools that
480408 - formerly brought success, are becoming increasingly obsolete, which
480409 - aligns with Andy Grove's analysis in his book "Only the Paranoid
480410 - Survive," reviewed on 980307. ref SDS 15 2648
480412 -  ..
480413 - Rumsfeld urged people to be persistent advancing initiatives to
480414 - improve daily management, per below, ref SDS 0 6L5K, because the
480415 - United States can no longer afford to creep toward a future that is
480416 - rushing toward us, described in NWO. ref OF 13 8303
480417 -
480418 -     [On 040102 planning persistance spreading the news that
480419 -     transformation to a culture of knowledge is withing our grasp.
480420 -     ref SDS 58 N38K
480422 -  ..
480423 - New realities now expose the United States to growing vulnerabilities
480424 - from the compression of time and distance that enables enemies, even
480425 - on a small scale, to present huge threats, as evidenced by events on
480426 - 010911, ref SDS 32 0001, and made more clear by discovery of planning
480427 - for widespread attacks against US soil and assets abroad, which have
480428 - been recently uncovered in the caves of Afghanistan.
480430 -         ..
480431 -        [On 020201 5,000 page manual discovered in Afghanistan on using
480432 -        technology to plan terrorist attacks. ref SDS 46 0001
480434 -  ..
480435 - Notice on 020118 of In-Q-Tel procurement for intelligence support
480436 - reflects this new urgency. ref SDS 43 7O3M  Proposal was submitted on
480437 - 020125. ref SDS 44 0001
480438 -
480439 -
480440 -
480441 -
480442 -
4805 -

SUBJECTS
Improvement Needs Circle of Advocates Be Prepared Be Persistent
Culture Knowledge Foster Communication Link Cite SDS POIMS for Founda
Circle of Advocates Ambassadors for Change at DOD, Don Rumsfeld
Focus Bright Stars by Fostering a Circle of Advocates to Vet New Idea
Persistant Exposing Improvement Opportunities Develop Circle of Advo
Steady Exposure Deliver Goods Save Time Money Enables People to Disc
Transformation Requires Circle Advocates Leverage Power of Ideas Bey
Circle Advocates Focus Bright Stars by Vetting New Ideas and Present

5710 -
571101 -  ..
571102 - Persistance Exposing Improvement to People Enables Transformation
571103 - Improvement Requires Circle of Advocates, Persistence, Persistence...
571104 -
571105 - Secretary Rumsfeld offered four (4) ways to overcome cultural
571106 - resistance to improvement, cited above, ref SDS 0 G15V, for getting
571107 - new ideas reviewed to save time and money....
571108 -
571109 -     1.  Be persistent exposing good ideas for improvement, per above.
571110 -         ref SDS 0 OHPU
571112 -          ..
571113 -         Persistance explaining counterintuitive ideas brings
571114 -         experience that enables learning how to improve the
571115 -         explanation, and others become more able to grasp familiar
571116 -         ideas from repeating prior efforts.
571118 -          ..
571119 -         On 980307 Andy Grove recommended that people experiment with
571120 -         new ideas when there are sunshine profits to pay for pilot
571121 -         testing. ref SDS 14 3416
571123 -          ..
571124 -         On 000327 Doug Engelbart recommended steady exposure to good
571125 -         ideas and results through free services that deliver the goods
571126 -         so that people can gain experience that enables "gracefully"
571127 -         transforming through pilot testing. ref SDS 26 1530
571128 -
571129 -            [On 020924 persistence presenting meritorious ideas,
571130 -            methods and tools is decried and resisted as unwelcome
571131 -            badgering and insulting by helping people overcome
571132 -            ignorance, fear and denial. ref SDS 51 RN40
571134 -             ..
571135 -            [On 030524 steady-as-she-goes exposing new way of working
571136 -            intelligently that saves time and money. ref SDS 52 9X62
571138 -             ..
571139 -            [On 031211 relentless pressure delivering the goods for
571140 -            free that save time and money grows interest into demand
571141 -            for improving productivity and earnings. ref SDS 56 PE5Y
571142 -
571144 -          ..
571145 -     2.  Attack the problem with force and from different angles,
571146 -         rather than single-handedly, head on.
571147 -
571148 -            [On 040102 planning persistance spreading the news that
571149 -            transformation to a culture of knowledge is withing our
571150 -            grasp. ref SDS 58 N38K
571152 -          ..
571153 -         When advancing innovation to improve performance, recognize
571154 -         that people will most likely not grasp, within 30 seconds or
571155 -         25 words available to a commander for thinking about anything,
571156 -         the potential to improve.  Common sense makes good ideas look
571157 -         bad because limited span of attention means there isn't enough
571158 -         time to understand.  So, people don't "get it."  They say
571159 -         working intelligently doesn't "hold water" because that's not
571160 -         the way "things are done around here."  Relying solely on
571161 -         common sense, new ideas are resisted because new things are
571162 -         not "common." (see above. ref SDS 0 HW6M)
571164 -          ..
571165 -         Therefore....
571167 -          ..
571168 -         Form a circle of advocates by engaging colleagues to come on
571169 -         board, so that a new idea is presented at the next level by
571170 -         more than one voice.  Multiple advocates get more time.
571171 -
571172 -            [On 030626 planning to discuss Com Metrics with US Army rep
571173 -            for improving command and control. ref SDS 53 YM3S
571175 -          ..
571176 -         Identify potential advocates by noticing what colleagues say
571177 -         and write that shows ability to grasp your idea, and indicates
571178 -         being approachable as an advocate by expressing frustration
571179 -         about problems your idea fixes.  Go and visit quietly with
571180 -         these people individually to explore ideas generally that test
571181 -         potential for contributing.
571183 -                 ..
571184 -                [On 020905 Stuart Harrow at DCMA will work on forming a
571185 -                circle of advocates to investigate SDS. ref SDS 50 LM3F
571187 -              ..
571188 -             People who feel communication is frustrating, meetings are
571189 -             not productive, email is overwhelming, nobody listens,
571190 -             nobody understands, nobody follows up, causing continual
571191 -             mistakes, delay and extra cost.  These are potential
571192 -             advocates for Com Metrics, per the record on 011003.
571193 -             ref SDS 34 O76L
571195 -              ..
571196 -             On 011213 Jerry Nord indicates he has done some of
571197 -             this at CSG. ref SDS 40 P63J
571198 -
571199 -                 [On 020415 Jerry unsuccessful presenting SDS and Com
571200 -                 Metrics to his boss; no indication of using a circle
571201 -                 of advocates. ref SDS 48 5N3M
571203 -          ..
571204 -         For those who seem receptive, explain details and get feedback
571205 -         on planning a pilot test.
571206 -
571207 -             For Com Metrics, ask people if POIMS explains the problems
571208 -             they face. ref OF 1 6221
571210 -          ..
571211 -         Develop cost and benefit targets that justify an experiment,
571212 -         and prepare follow up tasks to propose for giving a new
571213 -         initiative an active agenda.
571214 -
571215 -             USACE published cost savings reports on using Com Metrics
571216 -             for intelligence support. ref DRP 4 0000
571218 -          ..
571219 -         Gather examples from daily work that demonstrate the need for
571220 -         improvement, and work out simple explanations for how the new
571221 -         initiative will help the situation.
571223 -              ..
571224 -             Point to SDS records like this one showing POIMS explains
571225 -             an actual system of Communication Metrics supported by SDS
571226 -             technology that produces useful intelligence, as shown by
571227 -             a long record of performance cited on 010907. ref SDS 30
571228 -             KX3L
571230 -              ..
571231 -             Review experience reported on 010608 that led Stuart to
571232 -             inquire about Com Metrics. ref SDS 28 RS4J
571234 -          ..
571235 -         With your ducks in a row ready to answer potential questions
571236 -         by the commander, there is a better chance of a good faith
571237 -         hearing that leads to review, and pilot testing, if the idea
571238 -         is meritorious.
571240 -          ..
571241 -         Once a circle of 3 to 6 people are on board, then make a
571242 -         presentation to the next level, so there is evidence of having
571243 -         vetted an initiative.  That will give commanders pause to take
571244 -         notice, even if a new idea cannot be understood in 30 seconds
571245 -         or 25 words.  During the first meeting be prepared to propose
571246 -         several follow up actions to continue dialog and consideration
571247 -         by command.
571249 -          ..
571250 -         Hopefully this approach to facilitate good faith review will
571251 -         encourage everyone to bring their ideas forward, rather than
571252 -         worry that nobody listens.
571254 -          ..
571255 -     3.  Be persistent.
571257 -  ..
571258 - This aligns with Uncle Jim's recommendation on 970522. ref SDS 10 0001
571259 -
571260 -     4.  Be persistent.
571261 -
571262 -
571263 -
571264 -
571265 -
571266 -
571267 -
571268 -
571269 -
571270 -
571271 -
571272 -
571273 -
571274 -
571275 -
5713 -