CONTACTS 

SUBJECTS
Intelligence People to Improve the Work without Making Any Effort 3-l
Partnership between Leadership and Technology Enabled by SDS through
Cultural Change Management Practice Work Role in 1930s 1940s Secretar
Culture of Knowledge Transition from IT

0806 -
0806 -    ..
0807 - Summary/Objective
0808 -
080801 - Follow up ref SDS 30 0000, ref SDS 31 0000.
080802 -
080803 -
080804 -
080805 -
080806 -
080807 -
080808 -
080810 -  ..
0809 -
0810 -
0811 - Progress
0812 -
081201 - Management and People Care About Proof of Improvement
081202 - Cultural Change Occurring at Company Can be Replicated at NASA
081203 -
081204 - Gary called to relate progress changing the culture on the project at
081205 - the company.  Cultural change has been a popular subject in the
081206 - mainstream media the past week or so from covering release of a report
081207 - on failure of management at NASA that caused loss of the Columbia
081208 - Space Shuttle, reviewed a few days ago on 030828. ref SDS 30 OA8I
081210 -  ..
081211 - This is good news because the record on 020217 shows people are
081212 - discouraged that nobody cares about things SDS does to enable good
081213 - management for saving lives, time and money. ref SDS 19 425M  Later on
081214 - 020618 another report said nobody cares about good management.
081215 - ref SDS 21 MQ4S  On 020826 there was concern that nobody cares about
081216 - action items. ref SDS 29 M49F  More recently, on 030828 a letter
081217 - explained management cares about action items that impact personal
081218 - standing. ref SDS 31 SF3X  Experience at the company the past six (6)
081219 - months shows that giving people experience showing action items can be
081220 - managed effectively by not only reminding of what needs to be done,
081221 - but also providing context and access to the information needed to
081222 - perform the work quickly and accurately, builds broader and deeper
081223 - care and commitment about taking timely action to meet commitments,
081224 - objectives and requirements.  In other words bringing good management
081225 - within reach drives care about using good management to improve
081226 - productivity, earnings and stock prices, rather than relying on
081227 - destroying the record to avoid accountability and using good
081228 - communication skills to talk up a good story for getting credit.
081230 -  ..
081231 - Communication Metrics sets out action items, and also assembles the
081232 - record that points people to the solution that expedites taking
081233 - action.  This adds value that makes communication effective and
081234 - productive for working intelligently, per below. ref SDS 0 HT9L  When
081235 - getting things done is fast and easy, people change their atitude
081236 - about getting things done correctly, on time and within budget, as
081237 - reported on 970107. ref SDS 7 4953
081239 -  ..
081240 - Importance of changing the culture to routinize good management,
081241 - called out by Drucker, reviewed on 991025, ref SDS 11 0785, using the
081242 - eight (8) steps for Communication Metrics listed in the record on
081243 - 001219, ref SDS 14 4W4L, is seen from reporting by the Review Board on
081244 - loss of the Columbia, reviewed on 030826 which noted that disasters
081245 - typcially bring a period of vigelence that then disispates as a result
081246 - of success avoiding problems. ref SDS 28 HH4I
081248 -  ..
081249 - An example of changing culture at the company is request by the
081250 - customer for "documentation" of schedule progress reported on 030828.
081251 - ref SDS 31 SE7L
081253 -  ..
081254 - An example, of changing culture is related in Gary's SDS records that
081255 - say...
081256 -
081257 -        Steve joked that he wished he had one of the copying
081258 -        whiteboards. Paul said that it wasn't necessary because they
081259 -        have me.
081260 -
081261 -           [Nancy Bucher expressed an interest in SDS, the system I use
081262 -           for notes on 030801. ref SDS 25 0001
081263 -
081264 - ...reported on 030820. ref SDS 26 TE6F
081266 -  ..
081267 - This accomplishes planning with Gary on 030821 to discuss growing use
081268 - of SDS for Communication Metrics at the company that implements CFISR
081269 - on the project. ref SDS 27 HK4O  At that time on 030821, Gary related
081270 - that during a meeting the day before on 030820 his boss, Steve, said
081271 - that he wanted a "history button" and that Paul Lowe, another
081272 - colleague attending the meeting, said in response to Steve's comment
081273 - that Gary is the "history button" on the project. ref SDS 27 NH5N
081275 -        ..
081276 -       Consideration might be given to clarifying the record to help
081277 -       construct a cultural awakening about the correlation between
081278 -       history, knowledge, intelligence, SDS and CFISR, per example
081279 -       below. ref SDS 0 846M
081281 -        ..
081282 -       On 020315 an action item calls for Gary to comment on planning
081283 -       that requires people to gain experience using SDS in order to
081284 -       grasp the meaning and potential of using good management.
081285 -       ref SDS 20 Q6W0  Gary's experience is beginning to align with
081286 -       the report on 961101 that USACE grasped the opportunity to
081287 -       improve management after gaining experience with SDS work
081288 -       product. ref SDS 6 8888
081289 -
081290 -           [On 040102 annual review shows growing demand for good
081291 -           management supported by SDS. ref SDS 37 UO6T
081292 -
081293 -
081294 -
081295 -
081296 -
0813 -

SUBJECTS
Burnout Gary Overworked Needs Help Using SDS for Communicatio
Com Metrics Help Needed Using SDS for Analysis on a Big Project One P
Better Mouse Trap Usefulness Does Not Immediatley Cause World to Beat
Care About Good Management Enabled by SDS But Resist Improvement Unti
Demand Grows for More People to Use SDS Help Needed Using SDS for Com
Accurate Memory Care About Avoiding Mistakes Fast Easy Create Links C
Work Role Acceptance Communication Metrics Help Needed Using SDS for
Marketing Demand Grows for More People to Use SDS Help Needed Using S
Help Needed Using SDS for Communication Metrics Analysis on a Big Pro
1 Person Cannot Do All the Analysis for All Communication by Everybod
Attitudes Change from Experience Using SDS for Good Management POIMS
Marketing Demand Grows for More People to Use SDS Help Needed Using S

4014 -
401501 -  ..
401502 - Overworked Too Successful Using SDS 1 Person Using SDS Not Enough
401503 - Burnout Too Successful Using SDS 1 Person Using SDS Not Enough
401504 - Help Needed Using SDS for Com Metrics 1 Person Overworked Burnout
401505 -
401506 - Follow up ref SDS 27 JR5M.
401507 -
401508 - Gary expressed worry today about becoming too successful, being asked
401509 - to do more and more meetings, and realizing that one person cannot do
401510 - all of the analysis for "intelligence" needed by the company nor for
401511 - the project, following up analysis of Paul's comment on 030820 that
401512 - Gary is the "history button" on the project, ref SDS 27 JR5M, and
401513 - noted in a letter to Gary. ref SDS 27 SO44
401515 -  ..
401516 - This is the precise "worry" we are working to make come true, i.e.,
401517 - the marketing goal is to grow demand for Communcation Metrics support
401518 - enough to require another analyst, and then another, and another,
401519 - etc., as discussed on 030506. ref SDS 23 KT5F  At that time, Gary set
401520 - an action item to grow the pool of people supporting Com Metrics on
401521 - the project. ref SDS 23 N33G  More recently, on 020826 progress on
401522 - this action item was favorably reviewed. ref SDS 29 ET5L
401524 -  ..
401525 - When demand for Com Metrics exceeds the work one person can perform,
401526 - this shows people care about getting intelligence needed for good
401527 - management, and so answers the question Gary asked on 020217.
401528 - ref SDS 19 425M  Earlier on 000706 Morris asked what SDS does that
401529 - customers care about, ref SDS 12 RX3K, which was discussed previously
401530 - on 950803. ref SDS 5 2040  A few days later on 000709, Bill DeHart
401531 - reported experience showing that people care about SDS support for
401532 - organizing information to improve understanding complex daily work.
401533 - ref SDS 13 6L6I  On 020217 review shows that some managers care about
401534 - accurate communications enabled by SDS. ref SDS 19 1332
401536 -        ..
401537 -       [On 030911 Gary's boss, Steve, assigned an engineer to
401538 -       investigate for a template that can be used with Microsoft Word
401539 -       to support "knowledge capture" of work history on the project.
401540 -       ref SDS 32 HA6I
401542 -        ..
401543 -       [On 031008 Paul tells Gary project needs help using SDS for Com
401544 -       Metrics; 1 person not enough to develop intelligence for entire
401545 -       project. ref SDS 33 JU4T
401547 -        ..
401548 -       [On 031211 Gary's boss, Steve, asks for SDS records on the
401549 -       company intranet to turn on the lights of intelligence for
401550 -       better command and control of the work. ref SDS 35 5U6J
401552 -  ..
401553 - We further discussed today the need for a "manager" to support rising
401554 - demand for "intelligence" support using the 3-layer architecture that
401555 - applies SDS by implementing the eight (8) steps of Communication
401556 - Metrics listed on 001219. ref SDS 14 4W4L  Gary is the logical choice
401557 - to manage an expanded effort, and so in that case Communication
401558 - Manager might be an appropriate title.
401559 -
401560 -
401561 -
401562 -
401563 -
401564 -
4016 -

SUBJECTS
Name Other than Com Manager Analyst
Roles Existing Examples Perform Com Metrics
Analyst Perform Com Metrics

4305 -
430601 -  ..
430602 - Analyst Describes Role Using SDS for Communication Metrics
430603 -
430604 - Today we discussed changing the name of the role for using SDS from
430605 - "Communication Manager" to "analyst."  We want something less busy,
430606 - and Gary noted that "Communication Manager" sounds like an the head of
430607 - the PR department.  "Analyst" conveys a large sense of the work
430608 - writing reports to capture daily information, and perform deliberative
430609 - analysis.  For example, "analysis" is a component of "intelligence
430610 - defined in POIMS. ref OF 2 0367  We could expand "analyst" to be a...
430611 -
430612 -                       management analyst
430614 -  ..
430615 - Deliberative analysis is further explained in POIMS. ref OF 4 2300
430616 -
430617 -
430618 -                 management intelligence analyst
430619 -
430621 -  ..
430622 - "Analyst" may be too general for the goal to create a new profession
430623 - to complement accounting by aligning daily communication the way an
430624 - accountant aligns daily finances.
430625 -
430626 - "Management Analyst" could possibly fly the title of new profession.
430627 -
430628 -
430629 -
430630 -
430631 -
430632 -
430633 -
430634 -
4307 -

SUBJECTS
Analyst Com Metrics Does Not Personalize Record Analysts Name is Repo
Name Analyst Reported in Third Person Credit Good Ideas to Others and
Com Metrics Analyst Does Not Personalize Record Analyst's Name is Rep
Best Practices Com Metrics Analyst Does Not Personalize Record Analys
Com Manager Produtivite Meetings Facilitate Be Prepared Writing Recor
Credit Good Ideas to Others and to the Project the Organization Perso
Forward Links Format to Others and to the Project the Organization Av
Productive Meetings Regardless of What Was Actually Said Build Shared
Meetings Add Value Make Successful Regardless of What Said Analysis I
Produtive Meetings Facilitate Be Prepared Writing Record Organization

6112 -
611301 -  ..
611302 - Best Practices Avoid Analyst's Name Credit Others with Good Ideas
611303 -
611304 - Previously, on 030508 the analyst role was defined for using eight (8)
611305 - steps for Communication Metrics makes communications for calls
611306 - meetings and documents effective and productive, regardless of what
611307 - actually transpires. ref SDS 24 PL85
611309 -  ..
611310 - Under this concept the analyst minimizes personal attention in the
611311 - record and instead casts the record for crediting others with making
611312 - effective contributions.  Everyone will know the analyst contributes
611313 - by adding "intelligence" that converts information from meetings,
611314 - calls and documents into useful knowledge, defined in POIMS,
611315 - ref OF 4 2300  As a result, visibility of the analyst in the record is
611316 - minimized in order to avoid becoming too dominate a figure, which
611317 - engenders ill feelings.
611319 -  ..
611320 - In this vein Gary's record on 030801 might be constructed as
611321 - follows....
611322 -
611323 -        Steve joked that the project needs a "history button" like a
611324 -        copying whiteboard, that is familiar to the project team.  Paul
611325 -        commented that a "copying whiteboard" isn't needed because Gary
611326 -        Johnson has become the "history button" on the project.
611327 -
611328 -           On 030801 Nancy Bucher was in the office and requested a
611329 -           demonstration of SDS used to report project history, and
611330 -           track follow up on communication for command and control of
611331 -           the work. ref SDS 25 0001
611333 -  ..
611334 - Note that "history button" was the expression cited by Gary in a
611335 - telecon on 030821. ref SDS 27 NH5N
611337 -  ..
611338 - Note that the format for referencs to prior events does not include a
611339 - forward bracket "[" symbol, as shown in Gary's record on 030820.
611340 - ref SDS 26 TE6F  This symbol is used for follow up links at the
611341 - original source.
611342 -
611343 -
660718 -
6608 -

SUBJECTS
Problems Similar to Prior Projects that Yielded Counterintuitive
Lessons Learned Counterintuitive Problems Similar to Prior Projec
Intelligence Counterintuitive Lessons Learned Problems Similar to
Counterintuitive Lessons Learned Problems Similar to Prior Projec
Intelligence Counterintuitive Lessons Learned Problems Similar to
Mamont, Bruce Lessons Learned Counterintuitive Problems Similar t
Problems Similar to Prior Projects that Yielded Counterintuitive
Mamont, Bruce Reported Project Experience Similar to Problems on

7710 -
771101 -  ..
771102 - Lessons Learned Methodology Captures Counterintuitive Experience
771103 -
771104 - Follow up ref SDS 23 KT5F.
771105 -
771106 - Gary advised that Bruce joined the meeting and related the project is
771107 - encountering issues that have occurred on prior large program
771108 - developments.
771110 -  ..
771111 - Bruce explained how, on one project, work began under a plan that
771112 - seemed feasible.  Over the course of weeks, months and years issues,
771113 - which originally seemed obvious when work was started, gradually
771114 - revealed subtle problems that could only be discovered through
771115 - experience.  Little deviations and slight communication
771116 - misunderstandings escalated into major problems causing delay and cost
771117 - to escalate, and in some cases failure of the project. After changing
771118 - course, steps were adopted that originally seemed like they would be
771119 - ineffective and unnecessary overkill, but turned out to be essential
771120 - to perform complex work.  Since the solution was counterintuitive,
771121 - these past project problems that led to cost overruns and delays
771122 - yielded important lessons learned.
771123 -
771124 -     [On 030821 Gary's boss, Steve, requested a "history button" to
771125 -     help conduct a productive meeting, and Paul said that "Gary is the
771126 -     project history button." ref SDS 27 NH5N
771128 -      ..
771129 -     [On 041106 Gary reports challenge of managing projects that
771130 -     encounter complex problems; cites Jeff Conklin's ideas and methods
771131 -     for proactive management to avoid and solve wicked problems,
771132 -     ref SDS 41 419O, that are implemented by SDS "...walking the
771133 -     talk." ref SDS 18 4S6H
771135 -  ..
771136 - Bruce's experience aligns with prior projects that yielded "lessons
771137 - learned" from encountering counterintuitive problems....
771138 -
771139 -        1.  Little inconsequential details
771140 -            later become major problems....... 921127, ref SDS 1 0674
771141 -
771142 -        2.  USAFIT study shows management
771143 -            on major procurements loses
771144 -            command and control of the work
771145 -            because communication devolves
771146 -            into entropy where cost and
771147 -            schedule rapidly escalate......... 970707, ref SDS 8 0108
771149 -             ..
771150 -        3.  Broadwater Dam case study......... 990316, ref SDS 10 RE8M
771152 -             ..
771153 -        4.  Oakland Harbor case study......... 981027, ref SDS 9 9152
771155 -             ..
771156 -        5.  $500M Ship building snafu
771157 -            case study........................ 940611, ref SDS 3 8239
771159 -             ..
771160 -        6.  SRI working intelligently
771161 -            caused fear that top executives
771162 -            would revolt...................... 010522, ref SDS 15 E688
771164 -             ..
771165 -        7.  NASA reports cultural inertia
771166 -            prevents using good management
771167 -            mandated by regulations and
771168 -            industry standards................ 030826, ref SDS 28 8K4G
771169 -
771175 -  ..
771176 - Bruce said that previously the government prevented keeping a record
771177 - of organizational memory for lessons learned to save time and money by
771178 - avoiding rework to fix the same mistakes on future projects.  As a
771179 - result, everyone is hampered in developing plans and allocating
771180 - resources to avoid past problems.  Since Bruce contributed to the
771181 - prior experience, he is positioned to help avoid prior problems by
771182 - supporting tools and methods for organizational memory.
771183 -
771184 -         [On 030821 Gary's boss, Steve, requested a "history button" to
771185 -         help conduct a productive meeting, and Paul said that "Gary is
771186 -         the project history button." ref SDS 27 NH5N
771188 -          ..
771189 -         [On 040222 tried to help avoid repeating mistakes of past.
771190 -         ref SDS 40 G14Y
771192 -  ..
771193 - On 030123 Bruce planned to support using tools and practices that
771194 - apply CFISR objectives and principles for proactive management to
771195 - avoid problems that caused past failure. ref SDS 22 2E3O
771197 -      ..
771198 -     [On 030911 Gary's boss, Steve, proposed that the project research
771199 -     to find a template for using Microsoft Word to support knowledge
771200 -     capture to preserve lessons learned. ref SDS 32 HA6I
771202 -      ..
771203 -     [On 031017 discussed developing mathematical models and
771204 -     simulations of SDS to understand communication and intelligence
771205 -     for command and control, based on Cliff Joslyn's presentation at
771206 -     SRI on 000727. ref SDS 34 TO4I
771208 -      ..
771209 -     [On 040102 Gary discusses creating a new highlight flag in SDS to
771210 -     track lessons learned similar to managing action items.
771211 -     ref SDS 37 8P4J
771213 -      ..
771214 -     [On 040116 Steve orders Gary to stand down on organizational
771215 -     memory, ref SDS 38 0001; changes mind, orders preserve
771216 -     organizational memory, but eliminate support technology,
771217 -     substitute popular tools. ref SDS 38 4L73
771219 -      ..
771220 -     [On 040203 Bruce orders Gary to increase support for
771221 -     organizational memory. ref SDS 39 NB6G
771223 -      ..
771224 -     [On 040203 bureaucracy stifles proactive management for innovation
771225 -     to solve problem of limited span of attention noted by Bruce
771226 -     today. ref SDS 39 E44K
771228 -      ..
771229 -     [On 040222 proactive management to avoid repeating past mistakes
771230 -     that cause failure. ref SDS 40 KX97
771232 -      ..
771233 -     [On 041106 Gary reports challenge of managing projects that
771234 -     encounter complex problems; cites Jeff Conklin's ideas and methods
771235 -     for proactive management to avoid and solve wicked problems.
771236 -     ref SDS 41 419O
771238 -  ..
771239 - On 030506 analysis showed that Aerospace company's project would incur continual
771240 - problems without support for "intelligence" to capture the record and
771241 - convert daily working information into "intelligence" for strategy and
771242 - planning. ref SDS 23 KT5F  Prior research on 970707 cites study by
771243 - USAFIT finding that information overload drives management toward
771244 - entropy, which paralyzes productivity and increases delays and cost.
771245 - ref SDS 8 0611  Henry Kissinger explains problem of management
771246 - becoming an "Alice in Wonderland" of continual bumbling, because
771247 - people are overwhelmed by information overload, reviewed on 940609.
771248 - ref SDS 2 4238  Eric Armstrong reported that using conventional tools
771249 - paralyzes productivity. ref SDS 16 EC5N  Three (3) days later, Gary
771250 - expressed the same worry based on similar experience. ref SDS 17 O99K
771251 -
771259 -  ..
771260 - A few days ago we discussed doing a meeting to review action items,
771261 - and the indication was that the management culture on the project does
771262 - not care about action items enough to find time for review.  It's a
771263 - sore subject.  Since "projects" are designed to take action (see
771264 - review of PMBOK and ISO on 950721, ref SDS 4 YV6F, if action items are
771265 - a "sore subject" things are already headed downhill, as Bruce
771266 - discusses today. ref SDS 0 TY9H
771268 -  ..
771269 - These concerns are summarized in Gary's letter on 020217 asking does
771270 - anybody care about SDS support for good management? ref SDS 19 425M
771272 -  ..
771273 - At that time, review showed DOD program management cares about working
771274 - intelligently, orgainzing information, analysis, lining up the record
771275 - so folks are prpared to succeed with timely access to relevant
771276 - knowledge about cause and effect showing lessons learned. ref SDS 19
771277 - 1332  It may only be a coincidence, but Bruce says today that he cares
771278 - about lessons learned, ref SDS 0 TY9H, perhaps because the project is
771279 - sponsored by DOD.
771280 -
771281 -
771282 -
771283 -
771284 -
771285 -
771286 -
771287 -
771288 -
771289 -
771290 -
771291 -
771292 -
771293 -
7713 -