THE WELCH COMPANY
440 Davis Court #1602
San Francisco, CA 94111-2496
415 781 5700
S U M M A R Y
DIARY: January 2, 2004 12:14 PM Tuesday;
Gary reports using SDS 8 steps of Communication Metrics, part 2.
2...Lessons Learned (24) Using SDS for Just One Year on Major Project
3...Integrate Personal and Organizational Methods for Memory Management
4...Context Management Segments Narrative for Command and Control
5...Control Fields for Command and Control Segment Narrative into Context
6...Steady Exposure Makes New Way of Working Intelligently Familiar
7...Experience Only Formula to Overcome Ignorance Fear Denial Inexperience
8...Objections to Unfamiliar New Path Do Not Justify Avoiding Improvement
9...3-layer Architecture Builds Faith New Way of Working with Free Samples
10...Lesson Learned Expand Circle of People Who Experience Com Metrics
11...Communication Metrics Experienced 2 - 6 Months Launches Transformation
12...Favorable Feedback Using SDS Com Metrics for Organizational Memory
13...Transformation to Com Metrics SDS and New Professional Work Role
14...Connecting Dots Shows Growing Awareness of Good Management
15...Case Study Transform Fragile Awareness into Knowledge Belief Faith
.....Bruce - M&S Manager
.....Steve - Gary's Boss
.....Customer - US Army
.....Paul - M&S Systems Chief Architect
.....Dave - Steve's Assistant Manager
16...2nd Act to Follow Up Powerful Ingredient of Transformation
17...Learning Requires Education through Experience and Explanation
18...Limited Time Limits Follow Up for Teaching Educating Enlightening
19...Following Up Feedback Transforms Situational Awareness into Knowledge
20...Professional Papers and Events Foster Culture of Knowledge
21...3-layer Architecture Expands Knowledge of SDS with 3-step Strategy
22...3-step Strategy Expands Knowledge of SDS Using 3-layer Architecture
23...Linking Becomes Easier by Investing Time for Study
24...Understanding SDS Aided by Improving Foundational Documents
25...Foundational Documents Improved by Explaining SDS to Others
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Lessons Learned 24 Using SDS for One Year on Major Technology Projec
2003 - ..
2004 - Summary/Objective
200501 - Follow up ref SDS F3 0000.
200503 - This is the 2nd half of the record that reviews progress using SDS at
200504 - Boeing during 2003.
200508 - ..
200509 - Lessons Learned (24) Using SDS for Just One Year on Major Project
200511 - Follow up ref SDS F3 PX5H.
200513 - More examples showing SDS support for "lessons learned" derived from
200514 - managing the record of daily experience...
200516 - 1. Gary's experience using SDS at a
200517 - major aerospace contracting firm
200518 - indicates a lesson learned that
200519 - other people using SDS can increase
200520 - synergy from collaboration for other
200521 - projects and organizations..................... ref SDS F3 526L
200523 - ..
200524 - 2. SDS Organic Structure to manage
200525 - context with the Subject Index
200526 - supports lessons learned....................... ref SDS F3 Q15I
200528 - ..
200529 - 3. Experience using SDS for 20 years
200530 - supports lesson learned from story
200531 - of Hansel and Gretle investing time
200532 - organizing and linking strengthens
200533 - discovery, memory and understanding
200534 - of critical details that aid analysis
200535 - for strategy and planning...................... ref SDS F3 GJ69
200537 - ..
200538 - 4. USACE reported lesson learned that
200539 - Communication Metrics improves daily
200540 - work by adding intelligence to
200541 - management..................................... ref DRP 3 6172
200543 - ..
200544 - 5. USACE reported lesson learned that
200545 - using SDS improves common management
200546 - practice for drawing on experience to
200547 - discover lessons learned....................... ref SDS F3 5V6Q
200549 - ..
200550 - 6. USACE reported lesson learned that
200551 - organic structure to manage context
200552 - increases synergy from collaboration
200553 - by organizing and linking to strengthen
200554 - discovery, memory and understanding
200555 - of critical details that aid analysis
200556 - for strategy and planning to improve
200557 - management and productivity by saving
200558 - a lot of time and money ....................... ref DRP 4 4172
200560 - ..
200561 - 7. People learn from exposure to accept
200562 - and then expect to get records with
200563 - the SDS format and style of Knowledge
200564 - Space, because experience brings
200565 - discovery that knowledge works better
200566 - than information for getting things
200567 - done accurately, on time and within
200568 - budget......................................... ref SDS F3 164F
200570 - ..
200571 - 8. Transformation requires early
200572 - adopters who "get it" to give
200573 - links into foundational documents
200574 - explaining the "it" they got,
200575 - in order to build faith in others
200576 - to try a new way of working for
200577 - a long enough time to discover
200578 - the power of knowledge from using
200579 - good management practices saves
200580 - a lot of time and money........................ ref SDS F3 PQ4L
200582 - ..
200583 - [On 040216 Gary's record on 040129 shows progress learning
200584 - to use explicit link in foundational documents to empower
200585 - people with immediate access that grows association between
200586 - SDS support and Com Metrics theory and practice.
200587 - ref SDS G3 KI7H
200589 - ..
200590 - 9. People get mad when analysis in the
200591 - record conflicts with their memory
200592 - of events, because everybody has a
200593 - different interpretation attending
200594 - events and participating in the
200595 - same discussion........................ 961017, ref SDS 33 5832
200597 - ..
200598 - 10. People get mad and frustrated
200599 - by getting lost in links and
200600 - proclaim they hate the history
200601 - of work maintained in project
200602 - archives before they learn to
200603 - navigate in a connected record
200604 - of Knowledge Space..................... 000824, ref SDS 70 7O9I
200606 - ..
200607 - 11. People get mad anyway when everybody
200608 - is pointing fingers in accusation
200609 - and blame from remembering things
200610 - differently because nobody can point
200611 - to a record of organizational
200612 - memory................................. 020217, ref SDS 86 9360
200614 - ..
200615 - 12. Without SDS to maintain alignment
200616 - between daily work and objectives,
200617 - requirements and commitments under
200618 - lesson 3, little, inconsequential
200619 - details later explode into major
200620 - problems -- and everybody gets
200621 - mad.................................... 921127, ref SDS 11 0674
200623 - ..
200624 - 13. Limited span of attention causes
200625 - lessons learned long ago to be
200626 - overlooked and forgotten on the
200627 - job due to information overload
200628 - illustrated by lesson 3 and 9
200629 - having been laid down by Aristotle
200630 - in 400 BC...................................... ref OF 10 JV3G
200632 - ..
200633 - 14. Standards and regulations for
200634 - good management are hidden in
200635 - plain sight by information
200636 - overload that overwhelms limited
200637 - span of attention, creating a
200638 - permanent "fog of war" on the
200639 - job going from one meeting to
200640 - the next, continual calls and
200641 - email.................................. 030708, ref SDS C3 LV8G
200643 - ..
200644 - 15. Forgetting critical details,
200645 - lessons learned with everybody
200646 - remembering things differently
200647 - in the "fog of war" where meaning
200648 - drifts continually standards and
200649 - regulations for good management
200650 - are hidden in plain sight by
200651 - success of technology creating
200652 - faster flow of information, making
200653 - communication the biggest risk in
200654 - enterprise because nobody has time
200655 - to think; biological drive for
200656 - immediacy drives reliance to work
200657 - by conversation that seems fast
200658 - and easy makes management an
200659 - Alice in Wonderland of continual
200660 - bumbling............................... 940609, ref SDS 16 4238
200662 - ..
200663 - 16. There is a ripple effect when too
200664 - many people have too many problems
200665 - remembering critical details and
200666 - connecting the dots accurately,
200667 - productivity, earnings and stock
200668 - prices fall and then everybody
200669 - really gets mad........................ 001207, ref SDS 72 V54M
200671 - ..
200672 - 17. SDS support for accurate memory is
200673 - better than forgetting................. 031008, ref SDS D5 KR6X
200675 - ..
200676 - 18. Analysis that connects the dots
200677 - of causation drives strategy and
200678 - planning to improve productivity
200679 - and earnings........................... 031008, ref SDS D5 KR5Y
200681 - ..
200682 - 19. Learning SDS makes people mad by
200683 - taking more than 20 minutes when
200684 - everybody is pressed for time; but,
200685 - saving lives, time and money by
200686 - using SDS for "intelligence" to
200687 - connect the dots in organizational
200688 - memory for accurate understanding
200689 - of cause and effect improves
200690 - earnings, productivity and stock
200691 - prices that changes attitudes from
200692 - mad to glad............................ 890809, ref SDS 4 MK3H
200694 - ..
200695 - 20. Helping people discover opportunity
200696 - and new skills for improving
200697 - personal and organizational
200698 - management is like walking through
200699 - the valley of death.................... 980307, ref SDS 43 1657
200701 - ..
200702 - 21. Relentless pressure being persistent
200703 - delivering "the goods" with SDS under
200704 - point 7, ref SDS F3 PX9X, transforms
200705 - cultural power to first question,
200706 - then resist popular, ineffective
200707 - methods, format and style as "old
200708 - fashioned"; working intelligently
200709 - that initially seems funny, foreign
200710 - and alien is gradually transformed
200711 - into popular demand for good
200712 - management............................. 030524, ref SDS B5 9X62
200714 - ..
200715 - 22. SDS design enables advance from
200716 - information to a culture of
200717 - knowledge, providing a platform
200718 - for continual development...................... ref SDS F3 HH7M
200720 - ..
200721 - 23. Design for technology to advance
200722 - from information to knowledge
200723 - defined by POIMS has proven
200724 - difficult for people to
200725 - develop................................ 020608, ref SDS 88 QV5G
200727 - ..
200728 - 24. People who sound the call for
200729 - a new way of working using a
200730 - "knowledge repository" resist
200731 - using links for applying a
200732 - knowledge repository................... 020812, ref SDS 90 659F
200734 - ..
200735 - 25. Without regular support using SDS
200736 - good management becomes invisible,
200737 - out of sight and out of mind; demand
200738 - falls for organizational memory because
200739 - limited span of attention and the
200740 - "fog of war" from continual bumbling,
200741 - crisis and calamity make people
200742 - forget a little intelligence goes a
200743 - long way toward saving lives, time
200744 - and money using Communication
200745 - Metrics................................ 011006, ref SDS 82 O99K
200747 - ..
200748 - 26. Innovation slow in organizations
200749 - because discovering new ideas and
200750 - better methods and technology
200751 - requires experimenting to improve
200752 - command and control of the work,
200753 - and exercising command and control
200754 - inherently resists pilot testing
200755 - to experiment, causing an innovation
200756 - loop that can only be solved by
200757 - flying below the radar, where
200758 - individuals take initiative that
200759 - risks personal loss.................... 040203, ref SDS F9 E44K
Subject Index Function Index Complex Hard to Learn Takes Time Creatin
Control Fields for Command Control of Work Disrupts Flow of Narrative
Foreign Alien Funny New Way of Working Intelligently Culture Resists
Learning Curve Makes Convenience Using Familiar Methods Prevent People
Frustrating Gary's SDS Record on 030413 Recognizes More to Subject In
Narrative Disrupted by Control Fields for Command Control of Work Dis
Control Fields Unfamiliar Command Control of Work Disrupts Flow of Na
Filing Ancient Method Records Management SDS Enables New Way Working
DNA Biology Organic Structures Grow Large Complex Organisms SDS Grows
Organic Subject Structure Context Management Discover Correlations Im
Flexible Structure Enables New Way Working Thinking Through Writing A
Advanced Technology Subject Index Organic Structure Like DNA Hard to
Flexible Structure Line Numbers Organic Structure Unique Solution Man
531601 - ..
531602 - Integrate Personal and Organizational Methods for Memory Management
531603 - Context Management Segments Narrative for Command and Control
531604 - Control Fields for Command and Control Segment Narrative into Context
531606 - Follow up ref SDS F3 5V6N.
531608 - Gary commented on 030531 that the Subject Index is advanced technology
531609 - for organizing and managing context to support command and control of
531610 - daily work that takes time to learn. ref SDS B7 WL3R The Subject
531611 - Index is not physically hard to use, and concepts for organic
531612 - structure to "grow knowledge" can be grasped from the model of DNA
531613 - that grows life, explained in NWO. ref OF 11 5846 These concepts have
531614 - been applied over millennia at the personal level through common
531615 - practices using staples, paper clips, binders, tabs, and placing
531616 - documents in alphabetical or chronological order using folders,
531617 - computer directories, or stacked on a desk, on the floor, coffee
531618 - table, or the back seat of a car, noted on 000601. ref SDS 63 6035 At
531619 - the organizational level, filing, records management and library
531620 - management have evolved to manage daily working information. SDS
531621 - integrates personal and organizational management methods, under
531622 - POIMS, ref OF 3 01TU, by assigning organization to information at the
531623 - level of granularity needed to understand context, rather than the
531624 - traditional method of moving documents into a fixed structure set by
531625 - the comptroller. This new design transcends ancient traditions of
531626 - handling documents by managing content based on evolving context of
531627 - daily work and correlations with other content. On 920215, Morris
531628 - reported experience showing change to counterintuitive methods that
531629 - improve long standing practices are hard to learn. ref SDS 9 5820
531630 - Gary made a similar point on 030114. ref SDS A0 B1C5 On 890809 Morris
531631 - reported people are reluctant to use a new way of working that
531632 - obviates years of prior investment learning difficult, time consuming
531633 - practices for using staples, paper clips, binders, Outlook, Word,
531634 - wikis, blogs, and the like. ref SDS F5 2079 This record suggests that
531635 - in the instant case, Gary sees the need to track lessons learned, and
531636 - may not want to use the Subject Index.
531638 - ..
531639 - The problem to solve is the complexity of existence, noted by Steven
531640 - Pinker in his book "How the Mind Works," reviewed on 990329.
531641 - ref SDS 47 GP2S, and addressed on 890523 with the SDS design for
531642 - flexible structure. ref SDS 3 SQ5L The subconscious mind buffers
531643 - complexity in order to permit the conscious mind to take immediate
531644 - action by making connections that seem useful to address situational
531645 - awareness, i.e., circumstances in the moment. see POIMS, ref OF 3 8536
531646 - The design of innate cognition spares the conscious mind the burden of
531647 - converting complex information into knowledge. POIMS explains that
531648 - connections for causation and organic structure mostly occur on
531649 - automatic pilot. ref OF 3 V57N Reliance on the binary process of
531650 - human cognition works well enough for humanity to dominate other
531651 - species and evolve into civilization, but causes mistakes when
531652 - decisions that impact success relate to subjects beyond the moment, as
531653 - set out in NWO. ref OF 11 14IA
531655 - ..
531656 - In the new emerging reality of the 21st century, situational
531657 - awareness, remains critical to survival, but is now relatively less
531658 - important than capability to "connect the dots" for recognizing
531659 - patterns of cause and effect, so that people can (a) plan ahead to be
531660 - prepared for events that unfold later by seeing over the horizon and
531661 - beyond the moment, and then (b) maintain alignment so that original
531662 - understandings can be implemented, rather than become confused and
531663 - misguided by a sea of details that occur between planning and taking
531664 - action. Management in the new world order requires new skills to be
531665 - prepared for taking action days, weeks, months and years later. Tools
531666 - that complement subconscious processing by leveraging conscious
531667 - analysis to proactively manage the organic structure of evolving
531668 - context, as explained in POIMS, ref OF 3 G26H, enable leadership with
531669 - a broader vision, as set out in NWO. ref OF 10 8303 Therefore,
531670 - confronting the Pandora's Box of complexity encountered in performing
531671 - context management, noted on 000221, ref SDS 59 L58O, is initially
531672 - shocking and frustrating until people become familiar with a new way
531673 - of working in the Subject Index, and discover SDS makes a better
531674 - partnership between technology and leadership by making good practices
531675 - fast and easy, and increasing the rewards of good management. see
531676 - POIMS, ref OF 3 6221, and discussion below. ref SDS F3 393U
531678 - ..
531679 - An easier, less comprehensive way to track lessons learned is to use
531680 - only Functions. A more comprehensive method is to use both Functions
531681 - and Subjects.
531683 - ..
531684 - Gary notes today that all of these methods use the Control Field
531685 - system for command and control, also, noted above, ref SDS F3 1K4J,
531686 - including action items, and schedule and cost control from identifying
531687 - employee, billable organization, time and mileage, providing an
531688 - effective electronic time card.
531690 - ..
531691 - Control Fields organize the continual story of life into smaller
531692 - organic segments (also "chunks") of personal and organizational memory
531693 - that fit span of attention, discussed on 990303 reviewing George
531694 - Miller's research. ref SDS 45 6120 Segments also enable assembling
531695 - the record into alternate views that greatly expand synthesis for
531696 - pattern recognition, commonly called "discovery." Morris noted on
531697 - 950223 that SDS flexible provides granular control, similar to the way
531698 - people use outlining and 3 x 5 cards. ref SDS 21 9933 On 010916 Eric
531699 - Armstrong reported experience showing that SDS enables amazing memory
531700 - with methods that obviously work. ref SDS 80 0001 Control Fields
531701 - support these requirements for leveraging intelligence to lift the
531702 - capacity to think, remember and communicate, explained in POIMS.
531703 - ref OF 7 3742 On 971007 USACE reported Communication Metrics supports
531704 - command and control, explained in POIMS, ref OF 7 1113, that saves
531705 - time and money at the rate of 10:1. ref DRP 4 0001
531707 - ..
531708 - Gary indicated Control Fields take extra time to create and to
531709 - navigate by scrolling the record up and down with F9 and F10 and the
531710 - mouse. Research on 000307 indicates SDS makes Knowledge Management
531711 - faster and easier than using other tools and methods, reported on
531712 - 000307. ref SDS 60 5362 This year, with Gary's help, thousands of
531713 - keystrokes per day have been reduced for performing knowledge work,
531714 - per above. ref SDS F3 JY5K Using SDS takes more time to create
531715 - knowledge than relying on information technology by remembering the
531716 - gist of the story, and this time invested to work intelligently saves
531717 - lives, time and money, per above. ref SDS F3 5W32
531719 - ..
531720 - Gary explains Control Fields are a new way of working that conflicts
531721 - with traditional methods for narrative, text and analysis. They look
531722 - funny and are hard to create because pressing F1 F6 is awkward on the
531723 - keyboard. Additionally, pausing to think about organic structure in
531724 - order to be prepared for finding critical details later takes more
531725 - time in the moment, and people usually have another meeting to attend
531726 - or call to make, so there is rarely enough time to think on the job,
531727 - as reported at the PMI event on 970910. ref SDS 40 3479 All of these
531728 - factors together make command and control, called out in POIMS,
531729 - ref OF 7 1113, annoying and undesirable for some, because, a new way
531730 - of working "intelligently" to save time and money initially seems
531731 - unfamiliar, noted by Murray Altheim on 020823, ref SDS 93 R87J, and
531732 - illustrated by this record and by prior records on....
531734 - Telecon with Jerry Nord on
531735 - SDS development........................ 031215, ref SDS F0 0001
531737 - ..
531738 - Telecon with Gary on resistance
531739 - to SDS because most people don't
531740 - care about working intelligently
531741 - to save time and money................. 020217, ref SDS 86 0001
531743 - ..
531744 - Gary's letter asking why important,
531745 - well funded projects get fouled up
531746 - so quickly............................. 011006, ref SDS 82 O99K
531748 - ..
531749 - Jack Park explains people like
531750 - "fools gold" created by using
531751 - information technology for making
531752 - mistakes fast and easy................. 010908, ref SDS 79 YF5O
531754 - ..
531755 - The structure of Knowledge Space supported by SDS, explained in POIMS,
531756 - ref OF 3 034J, boils down to what does it take to save lives, time and
531757 - money?
531759 - ..
531760 - Gary noted today that Control Fields are not needed to manage lessons
531761 - learned because a system could be devised to flag lines similar to the
531762 - action item system, per above. ref SDS F3 PA68 Adding another flag for
531763 - lessons learned seems less obtrusive than using Control Fields, and
531764 - this would reduce the need for Control Fields. In sum, the action
531765 - item system is relatively fast and easy, and so Gary proposes managing
531766 - lessons learned the same way.
531768 - ..
531769 - The mission of Gary's project to improve command and control using
531770 - computers for better communication, surveillance and reconnaissance
531771 - requires a new way of working intelligently, which Gary discussed with
531772 - Bruce on 030121, reported on 030123. ref SDS A1 S05L
531774 - ..
531775 - SDS manages Action Items with both "Subject" and "Special" sections in
531776 - Control Fields, reported on 951126. ref SDS 26 8B89 This double entry
531777 - method improves intelligence by increasing command of the record
531778 - through better visibility that enables timely control the work by
531779 - ensuring needed action is not overlooked, and that the correct action
531780 - is taken based on alignment to the context of the original guidance.
531781 - The importance of getting things done quickly and accurately to save
531782 - lives, time and money justifies increased visibility for taking
531783 - action.
531785 - ..
531786 - Using this method for lessons learned would require adding another
531787 - highlight flag, which increases the complexity of the record. The
531788 - "Special" Control Field could be revised to accommodate another use
531789 - case. Will this enhance command and control explained in POIMS?
531790 - ref OF 7 1113
531792 - ..
531793 - Applying an action item-like method to manage a deliberative process
531794 - for lessons learned, per above, ref SDS F3 PA84, may be conflicting.
531796 - ..
531797 - Action items are volital, spontaneous events that come and go at
531798 - particular points in time, as when an assignment or commitment is made
531799 - to do something. Most action items come from communication during
531800 - meetings, discussions or in documents. Action items can be derived
531801 - from review of history (i.e., the record of what has been done) in
531802 - relation to objectives and requirements in contracts, and similar
531803 - instruments. In all cases, by definition, "action" is driven by
531804 - urgency.
531806 - ..
531807 - Lessons learned are not urgent nor volital. They do not come and go,
531808 - but are discerned gradually over time, and almost never leave the
531809 - scene; but, rather, hang around for millennia, illustrated by the
531810 - lesson Aristotle learned about accurate understanding. see NWO,
531811 - ref OF 10 JV3G Learning uses deliberative analysis to "connect the
531812 - dots" from accumulation of experience. SDS manages experience with
531813 - Subjects and Functions to organize history and knowledge. Learning a
531814 - "lesson" often implies discovering through hard won experience that
531815 - common sense belief about cause and effect turns out to be incorrect,
531816 - and so "connecting the dots" over time reveals counterintuitive truth,
531817 - as related by Bruce on 030830. ref SDS D2 TY9H
531819 - ..
531820 - Thus, lessons learned require tools to accumulate and access evidence
531821 - from history in multiple views for evolving context, and is enabled by
531822 - the organic structure of the Subject Index. Action items do not
531823 - typically result from accumulating evidence and research; but instead
531824 - require tools to manage spontaneous assignment by tracking the context
531825 - of dynamic events.
531827 - ..
531828 - Gary correctly points out that lessons learned have a common structure
531829 - with action items because both occur across subjects. This justifies
531830 - investing time for further study.
531832 - ..
531833 - For example, since action items come and go, an action item report is
531834 - feasible, because, as people perform tasks, the list remains
531835 - manageable. Lessons learned, on the other hand, are continual. A
531836 - lesson learned in 400 BC, a lesson learned in 400 AD, 1400, 1950,
531837 - 2000, etc., remain, per above. ref SDS F3 YX5I Since a report on
531838 - lessons learned comparable to action items would be endless, more
531839 - thought is needed on this matter.
531841 - ..
531842 - In effect, the subject index is the organizing mechanism for lessons
531843 - learned by enabling people to report on the chronology that shows
531844 - cause and effect based on the organic structure of context. This
531845 - might be refined by keeping a separate account for "lessons learned"
531846 - in each major subject.
531848 - Wound up creating a new account for "Lessons Learned" in Research
531849 - for History, since experience is the bases of learning lessons, per
531850 - above. ref SDS F3 PY9L
Steady-as-she-goes 3-layer Architecture Strategy Build Experience Bas
3-layer Architecture Bridge Gap 2 Worlds IT Transformation to KM Over
Steady Exposure to SDS Records Applies Theory of Transformation in Bo
Relentless Pressure through Steady Exposure of New Methods that Yield
Transformation Time Objections Universal to Unfamiliar New Path Takes
Paradigm Change 50 Years Adopt Improvement New Way Working Buckminste
50 Years Adopt New Way Working Buckmeister Fuller SDS Conflicts Commo
611001 - ..
611002 - Steady Exposure Makes New Way of Working Intelligently Familiar
611003 - Experience Only Formula to Overcome Ignorance Fear Denial Inexperience
611004 - Objections to Unfamiliar New Path Do Not Justify Avoiding Improvement
611006 - Follow up ref SDS F3 PB61.
611008 - On 031211 Gary explained "relentless pressure from steady exposure to
611009 - SDS reflects research on theory of transformation. ref SDS E9 PE5Y
611010 - The record of Gary helping company staff learn about Com Metrics,
611011 - listed below, ref SDS F3 UO6T, shows the power of this method, per
611012 - above. ref SDS F3 WI3H
611014 - ..
611015 - The problem to solve was set out on 990527 when Morris explained
611016 - Communication Metrics is resisted by the inertia of culture that
611017 - avoids improvement. ref SDS 50 1233
611019 - ..
611020 - People object to the flexible structure of Knowledge Space, discussed
611021 - on 890523, ref SDS 3 P13O, because a new way of working intelligently
611022 - that converts information into knowledge is unfamiliar, i.e., SDS
611023 - looks funny, foreign and alien, and the plan, perform, report
611024 - "intelligence" cycle seems counterintuitive (i.e., unnecessary
611025 - overkill) compared to familiar ways of handling information, discussed
611026 - above. ref SDS F3 5V6N POIMS explains why "intelligence" is not a
611027 - familiar practice in management. ref OF 4 5820 On 920402 Ross
611028 - Armstrong cited common goals for conforming to accepted style at IBM,
611029 - ref SDS 10 0344, and this was confirmed on 960103 by Dave Vannier at
611030 - Intel. ref SDS 27 8409 Henry Kissinger pointed out the devastating
611031 - consequences of being a slave to style rather than improve performance
611032 - of management, based on experience in government, reported on 940609.
611033 - ref SDS 16 4238 Gary discussed the same issue in a powerful letter on
611034 - 011006. ref SDS 82 O99K Andy Grove summarizes the problem that people
611035 - like to work on familiar things in familiar ways, reviewed on 980307.
611036 - ref SDS 43 1657 Reporting on 960304 shows Grove's strong views on
611037 - resistance to improvement, which he calls "strategic dissonance,"
611038 - reflects lessons he learned from hard won experience overcoming the
611039 - inertia of culture that fosters ignorance, fear and denial that caused
611040 - strong resistance by Intel leadership to transformation from computer
611041 - memory chips to instead manufacture microprocessors in the 1980s,
611042 - reported on 960304. ref SDS 28 8499
611044 - ..
611045 - In sum, resistance to improvement is a universal force that takes time
611046 - and persistence to overcome, leading to Gary's point about the need
611047 - for relentless pressure, per above. ref SDS F3 PB61 Gary's letter on
611048 - 011210 cited authority suggesting that in a large, established culture
611049 - fundamental change takes years to reach critical mass. ref SDS 83 R66K
611050 - An example is literacy. Alphabet technology emerged on the scene in
611051 - about 700 BC, and took 400 years to be applied for analysis, reported
611052 - on 991108. ref SDS 56 7048 Over the next 2000 years, barely 1% of the
611053 - population was literate. Beginning in about 1455 with the invention
611054 - of the printing press, literacy began to accelerate, and then in about
611055 - 1850 public policy changed to support universal literacy. Once a
611056 - critical mass of people adopted literacy, civilization advanced
611057 - rapidly from a largely agrarian existence eeking out the necessities
611058 - by tilling the land, to the modern era of opulence where the biggest
611059 - challenge is finding a place to park at the mall, or a diet that
611060 - enables losing weight without effort, and hoping the Rover will send
611061 - interesting pictures from Mars. In short, civilization has ridden the
611062 - wave of literacy from hovels in Greece to interstellar travel, but
611063 - has now crested and requires reengineering.
611065 - ..
611066 - How to shorten the period of transforming literacy from information to
611067 - a culture of knowledge to empower the next wave of progress?
611069 - ..
611070 - Reporting on 960612 framed the dilemma of an "innovation loop" that
611071 - resists new methods because ignorance encountering unfamiliar methods
611072 - cause fear and denial that improvement is needed, see POIMS,
611073 - ref OF 7 4079 and the Typical Day Scenario. ref OF 9 XN4K Since all
611074 - "new" methods are "unfamiliar" the challenge is how education through
611075 - teaching and experience can change unfamiliar methods into methods
611076 - that are familiar enough for people to have enough faith to try
611077 - working intelligently long enough to discover that good management
611078 - yields greater rewards than cutting corners to expedite using bad
611079 - management? ref SDS 30 1368
Progress Slow Learn Com Metrics 2003 Year Review Progress Gary Perfor
Time Period for Transformation 2 - 6 Months Using SDS for 8 Steps Com
Transformation Time Period 2 - 6 Months Using SDS for 8 Steps Com Met
Steady Exposure Relentless Pressure 2 - 6 Months Time Period Transfor
Hidden Plain Sight Innovation Loop Defined Ignorance Fear Denial Prev
Com Metrics Time Period Transformation 2 - 6 Months Using SDS for 8 S
680901 - ..
680902 - 3-layer Architecture Builds Faith New Way of Working with Free Samples
680903 - Lesson Learned Expand Circle of People Who Experience Com Metrics
680904 - Communication Metrics Experienced 2 - 6 Months Launches Transformation
680906 - Follow up ref SDS F3 PY8G.
680908 - There are several parts of education to foster a culture of knowledge
680909 - for using SDS and applying work product. A 3-layer architecture was
680910 - formulated on 020820, ref SDS 92 XK9H, to summarize the strategy of
680911 - transformation...
680913 - 1. Learn to use SDS for performing the eight (8) steps of Com
680914 - Metrics, per above, ref SDS F3 KV4O, that generate useful
680915 - intelligence so that a few can help many save lives, time and
680916 - money under the theory that a little intelligence makes a big
680917 - improvement, discussed with Gary on 011006. ref SDS 82 W56K
680919 - ..
680920 - Learning SDS takes several weeks to several months, and then
680921 - continued support for training and guidance gaining experience
680922 - for several years to apply SDS, per above. ref SDS F3 PT5K
680923 - These skills actually evolve over a lifetime of continual
680924 - learning, building synergy between personal skills and
680925 - organizational memory that yields lessons learned, which Gary
680926 - discusses above. ref SDS F3 PA68
680928 - ..
680929 - Finding people to invest the time for retooling skills is
680930 - harder than finding people willing to use work product from
680931 - applying the skills, because learning takes time, while
680932 - receiving intelligence is free and saves time. Typical
680933 - candidates are consultants and folks who are mission oriented,
680934 - shown by doing "homework," staying late, coming in early.
680936 - ..
680937 - 2. Relentless pressure -- deliver SDS records generated under
680938 - point 1 free of charge so that people can experience the power
680939 - of knowledge from working intelligently for a long enough time
680940 - to have faith that good management saves time and money. A key
680941 - factor of transformation is selecting people and organizational
680942 - situations that are conducive to improvement.
680944 - [On 040402 lesson learned that only experience can teach
680945 - people in sufficient measure to make the transition from
680946 - information to a culture of knowledge. ref SDS H6 0001
680948 - ..
680949 - Experience over the past 20 years yields a lesson learned that
680950 - when people gain experience with the benefits of working
680951 - intelligently, they learn to accept, then expect, and then
680952 - demand SDS work product, illustrated by the record on 970107,
680953 - ref SDS 36 4953 and later on 990909. ref SDS 54 5Z4J The
680954 - rationale for this "lesson" was reviewed on 000208, ref SDS 58
680955 - 2726, and developed in the Typical Day Scenario using SDS.
680956 - ref OF 9 1256 Once people gain enough experience to grasp that
680957 - good things happen by relying on the record, rather than
680958 - working from memory, then initial concerns that the format
680959 - looks funny, foreign and alien disappear, and the same power of
680960 - culture, that formerly resisted improvement, is transformed to
680961 - view traditional formats as inadequate to meet their needs,
680962 - i.e., "old fashion," per the record at Aerospace company this past year.
680963 - ref SDS F3 UO6I
680965 - [On 040203 further progress on showing transformation from
680966 - resistance to demand for using SDS to perform Com Metrics
680967 - that enables working intelligently. ref SDS F9 NB70
680969 - ..
680970 - [On 040123 reviewed importance of using SDS to help others
680971 - in order to create and grow awarenss about opportunity to
680972 - work intelligently that grows demand for good management.
680973 - ref SDS F7 ZT7H
680975 - ..
680976 - 3. Relentless pressure -- complement experience using SDS records
680977 - under point 2 with continual education explaining in meetings,
680978 - calls, correspondence and professional settings Communication
680979 - Metrics theory and practice to spread the word (i.e., educate
680980 - people) about the correlation between (a) SDS work product
680981 - experienced under point 2, and (b) things people care, like
680982 - productivity, earnings, vacations, healthcare, national
680983 - defense, CFISR, etc.
680985 - ..
680986 - In other words, transformation requires "continual learning"
680987 - called out by the Tofflers, Senge, and others, through
680988 - continual eduation answering the question Gary asked on 020217.
680989 - ref SDS 86 425M At that time, DOD requirements for good
680990 - management showed a direct correlation with SDS support for
680991 - timely, accurate "intelligence." ref SDS 86 1332
680993 - [On 040229 continual education to enable continual
680994 - learning that enables transformation to a culture of
680995 - knowledge was reviewed on the future of SDS. ref SDS G8
680996 - 886W
680998 - ..
680999 - Correlations with what people care about have been worked out
681000 - over many years in SDS foundational documents. Transformation
681001 - requires providing links between the documents and daily
681002 - scenarios people experience on the job, which are regularly
681003 - discussed in meetings and correspondence. Education bridges
681004 - the gap between strong personal belief from continued exposure
681005 - to SDS work product that builds experiential and emotional
681006 - buy-in, and ability to convey intellectual support for belief
681007 - to others, who have approval authority, but do not have
681008 - experience with SDS work product nor time for study. The basis
681009 - for this step is discussed further explaining the need for a
681010 - "2nd act" to follow up, per below. ref SDS F3 1L30
681012 - ..
681013 - How long does Communication Metrics take to reach a critical mass of
681014 - organizational memory that transforms resistance to good management
681015 - into demand for SDS support?
681024 - ..
681025 - Over the past 20 years experience shows that applying the 3-layer
681026 - architecture strategy for a month or so, turns ignorance, fear and
681027 - denial into awareness, acceptance and demand for Com Metrics, per
681028 - above, ref SDS F3 393U, Examples illustrating this lesson learned
681029 - include...
681031 - Plumbtree.............2 wk in 1986 000723, ref SDS 67 TF4H
681032 - Broadwater............4 m......... 890324, ref SDS 2 8R97
681033 - DNRC..................2 m......... 911205, ref SDS 7 8402
681034 - PG&E..................2 m......... 941010, ref SDS 17 7777
681035 - USACE.................3 wk........ 961015, ref SDS 32 ZH3M
681036 - USACE.................2 m......... 961101, ref SDS 34 8888
681037 - Dutra.................4 m......... 970107, ref SDS 36 4953
681038 - SRI (Jack Park).......3 m......... 000403, ref SDS 61 4862
681039 - SRI (Pat Lincoln).....6 m......... 000725, ref SDS 68 F545
681042 - ..
681043 - During the same period there was strong opposition to using a new way
681044 - of working....
681046 - Broadwater........................ 880907, ref SDS 1 0001
681047 - DNRC.............................. 920210, ref SDS 8 0051
681048 - PG&E.............................. 950123, ref SDS 19 7Y4I
681049 - USACE............................. 961017, ref SDS 33 PS4F
681050 - USACE............................. 961126, ref SDS 35 8845
681051 - USACE............................. 970624, ref SDS 39 6499
681053 - ..
681054 - A record of strong acceptance by people who experience Com Metrics,
681055 - and strong resistance by those without experience, noted for example
681056 - by Leonard Soohoo in his report on the Oakland Harbor project,
681057 - ref DRP 3 1372, has caused discontinuity of sales. Many people have
681058 - published strong endorsements and worked hard to institutionalize SDS,
681059 - e.g., USACE. ref DRP 3 6172 Those efforts have not been adequate to
681060 - help people overcome ignorance, fear and denial as a result of not
681061 - having experienced the power of knowledge through the magic of Com
681062 - Metrics, illustrated by the record on 941228, ref SDS 18 9954, and
681063 - more recently at SRI reported on 010522, ref SDS 76 E688
681065 - ..
681066 - This record yields a lesson learned... People who "get it" through
681067 - experience under step 2, ref SDS F3 393U, cannot explain their faith in
681068 - a new way of working well enough to impart enough faith for others,
681069 - who have not experienced SDS work product, to try long enough to
681070 - discover the power of knowledge. Generally, people don't have the
681071 - words and phrases to make a coherent explanation of their experience
681072 - using "intelligence" delivered by SDS work product, because the
681073 - explanation must synthesize management, computer and cognitive science
681074 - into the new science of Communication Metrics, see NWO. ref OF 13 6369
681075 - People who study and understand management science (which is a much
681076 - smaller group than the people responsible to perform management), do
681077 - not know computer science, and those familiar with computers don't
681078 - know management science. Very few people in the entire world grasp
681079 - cognitive science in relation to management and computers, and most
681080 - people view cognitive science as largely a mystery. see again NWO.
681081 - ref OF 14 42HC Remedying this shortfall leads to the 3rd step in the
681082 - 3-layer architecture of continual education about SDS and Com Metrics
681083 - in relation to good management practices, using links to foundational
681084 - documents. ref SDS F3 1656
681086 - ..
681087 - Gary's gallactic efforts reported recently on 031201, ref SDS E3 615O,
681088 - and commended previously on 030702, ref SDS C2 1D56, are making
681089 - progress on step one (1) by learning SDS and Com Metrics, and putting
681090 - in the time preparing and delivering daily work product to project
681091 - staff, per above, ref SDS F3 KV4O; and, Gary is working to put SDS
681092 - records on the company intranet for accomplishing step (2) that
681093 - enables shared meaning among project staff throughout the country and
681094 - around the world, including on the customer side to provide
681095 - "organizational memory," explained in POIMS. ref OF 3 1X6G Delivering
681096 - SDS records on an intranet not only gets everybody on the "same page"
681097 - with a common story, an intranet, also, leverages the power of
681098 - knowledge by "turning on the light" of intelligence that makes links
681099 - in the record instantly accessible to everyone, under original
681100 - planning for using the Internet, reported on 971021. ref SDS 41 O25H
681102 - [On 040221 Gary invited to explain success learning SDS to support
681103 - Com Metrics on the project. ref SDS G5 AB6O
681105 - ..
681106 - [On 040329 Aerospace company
681107 - ref SDS H4 439G
Connect Dots Transformation Experience Shows Proof of Concept Attitud
Lessons Learned Continual Case Studies Competence Enabled by Continua
Experience History Favorable Feedback Project Proof of Con
Favorable Feedback Project Proof of Concept Connect Dots E
Theory of Transformation in Book Calling for Transformation through S
Favorable Feedback Project Proof of Concept Connect Dots E
History Experience Favorable Feedback Project Proof of Con
Feedback Favorable Project Proof of Concept Connect Dots E
781101 - ..
781102 - Favorable Feedback Using SDS Com Metrics for Organizational Memory
781103 - Transformation to Com Metrics SDS and New Professional Work Role
781104 - Connecting Dots Shows Growing Awareness of Good Management
781105 - Case Study Transform Fragile Awareness into Knowledge Belief Faith
781107 - Follow up ref SDS F3 UO6T.
781109 - This year, Gary has gotten a lot of favorable feedback that fits the
781110 - model of "lessons learned" described above. ref SDS F3 Q15I Favorable
781111 - feedback on usefulness of "intelligence" on the job demonstrates a
781112 - strong pattern of transformation from resisting organizational memory
781113 - to accepting and now expecting SDS work product for Com Metrics
781114 - support under step one (1) per above. ref SDS F3 4E4I On 030830 Gary
781115 - reported progress on growing awareness about opportunity for
781116 - transformation to a culture of knowledge. ref SDS D2 PPWS At that
781117 - time, specific signs were beginning to appear showing that people were
781118 - discovering benefits of good management. ref SDS D2 846O Since then,
781119 - the "signs" seem to be accelerating demand for more support using the
781120 - 3-layer architecture to deliver "intelligence" on the job...
781122 - [On 040129 Gary's research shows importance of giving people
781123 - experience to transform emotional resistance against good
781124 - managment into demand for SDS support to work intelligently
781125 - that saves time and money. ref SDS F8 QN4G
781127 - ..
781128 - Bruce - M&S Manager
781130 - 1. Commended Gary's plan to
781131 - be proactive using tools and
781132 - methods for good management
781133 - to create project deliverable
781134 - for computers that enables
781135 - intelligence support under
781136 - CFISR........................... 030123, ref SDS A1 2E3O
781138 - ..
781139 - 2. Lesson learned from failure
781140 - to be proactive on prior
781141 - projects; people felt forced
781142 - by pressures of bureaucracy
781143 - to just let things happen
781144 - without taking initiative to
781145 - capture organizational memory
781146 - of work history and develop
781147 - analysis to discover complex
781148 - issues; counterintuitive
781149 - problems are difficult to
781150 - understand; requires tools,
781151 - methods and people to perform
781152 - CFISR by working intelligently
781153 - on the job to routinely
781154 - capture lessons learned ........ 030830, ref SDS D2 TY9H
781156 - [On 040115 Gary notified about removing SDS from computer.
781157 - ref SDS F4 0F99
781159 - ..
781160 - [On 040116 Gary ordered to remove SDS. ref SDS F5 0001
781162 - ..
781163 - [On 040116 people object to removing SDS record of
781164 - organizational memory. ref SDS F5 4L73
781166 - ..
781167 - [On 040203 management recognizes need for professional
781168 - role investing time for Communication Metrics. People
781169 - insist on getting more support for intelligence on daily
781170 - meetings; shows proof of concept for 3-layer architecture
781171 - enabling transformation from resisting to demand for good
781172 - management. ref SDS F9 N03C
781174 - ..
781175 - [On 040203 transformation to apply new tools and methods
781176 - recognized by management is resisted by bureaucracy that
781177 - exercises command and control of people to prevent
781178 - experimenting to improve command and control of the work.
781179 - ref SDS F9 UA9W
781181 - ..
781182 - [On 040221 using other tools were found not effective for
781183 - organizational memory. ref SDS G7 RH6K
781185 - ..
781186 - [On 040402 team notified Aerospace company contract has SDS back in
781187 - business producting intelligence on the job. ref SDS H7
781188 - LN7T
781191 - ..
781192 - Steve - Gary's Boss
781194 - ..
781195 - 3. Requested "history" button
781196 - for access to an accurate
781197 - record of organizational
781198 - memory that facilitates
781199 - meetings by making listening
781200 - effective for understanding
781201 - and timely follow up to get
781202 - things done correctly............. 030821, ref SDS C8 NH5N
781204 - ..
781205 - 4. Requested research to find
781206 - Microsoft technology for
781207 - capturing, organizing and
781208 - finding relevant project
781209 - history on lessons learned........ 030911, ref SDS D3 HA6I
781211 - ..
781212 - Request to find support for "lessons learned" addresses demand by
781213 - Bruce on 030830 to solve problems that caused prior projects to fail.
781214 - ref SDS F3 AH5I Below, follow up from Bruce on 040203 indicates the
781215 - SDS record is "famous" for solving this problem. ref SDS F3 VK6F
781217 - ..
781218 - 5. Asks Gary to make SDS links
781219 - active on company ACE intranet
781220 - would turn on the light of
781221 - intelligence providing instant
781222 - access to records of organizational
781223 - memory, enabling root cause
781224 - analysis following chronology
781225 - of events for discovering
781226 - problems, opportunities and
781227 - lessons learned that are
781228 - hidden in plain sight by
781229 - complexity of information
781230 - overload using popular
781231 - technology everybody likes........ 031211, ref SDS E9 PG7F
781233 - ..
781234 - [On 040529 discussions with ACE group; possibility of
781235 - Gary being assigned liaison to develop intranet support
781236 - for M&S group, that could result in making SDS links
781237 - active. ref SDS I1 ID8T
781239 - ..
781240 - 6. Gary asked to expand support
781241 - for Communication Metrics for
781242 - empowering the team to work
781243 - intelligently..................... 040203, ref SDS F9 N03C
781246 - ..
781247 - Customer - US Army
781249 - 7. Starting to "get it".............. 030702, ref SDS C2 1D4N
781251 - 8. SDS records show Gary has
781252 - good memory and "more"............ 030702, ref SDS C2 IX8L
781254 - ..
781255 - 9. Professional role needed
781256 - for good intelligence to
781257 - make meetings effective by
781258 - capture, maintain and access
781259 - organizational memory on
781260 - project history................... 030702, ref SDS C2 HL6H
781262 - ..
781263 - 10. US Army wants organizational
781264 - memory on project history
781265 - available on an intranet for
781266 - comprehensive, timely access...... 030828, ref SDS D1 SE7L
781268 - ..
781269 - [On 040529 discussions with ACE group; possibility of
781270 - Gary being assigned liaison to develop intranet support
781271 - for M&S group, that could result in making SDS links
781272 - active. ref SDS I1 ID8T
781275 - ..
781276 - Paul - M&S Systems Chief Architect
781278 - 11. Gary is the "history
781279 - button" for the project........... 030821, ref SDS C8 NH5N
781281 - ..
781282 - 12. Gary will be spread too
781283 - thin, unable to do professional
781284 - job, because demand grows
781285 - beyond ability of one person
781286 - to provide all organizational
781287 - memory on a big project........... 030830, ref SDS D2 8490
781289 - ..
781290 - 13. Big, complex projects need
781291 - more than one person using
781292 - SDS to deliver "intelligence
781293 - anytime, anywhere................. 031008, ref SDS D4 JU4T
781295 - ..
781296 - 14. Organizational memory important
781297 - concept that empowers good
781298 - management when supported by
781299 - SDS on intranet................... 031201, ref SDS E3 IR4V
781301 - ..
781302 - 15. Propose using intranet for
781303 - confidentiality in making
781304 - SDS "history" on project
781305 - organizational memory
781306 - available at the touch
781307 - of a button....................... 031205, ref SDS E6 RS6W
781310 - ..
781311 - Dave - Steve's Assistant Manager
781313 - 16. Gary's reporting to capture
781314 - and manage organizational
781315 - memory makes understanding
781316 - complex communication in
781317 - meetings fast and easy............ 030527, ref SDS B6 0001
781320 - ..
781321 - Company Staff
781323 - 17. Gary feels SDS records
781324 - gaining acceptance on
781325 - project........................... 030521, ref SDS B3 QX68
781327 - 18. SDS too successful causes
781328 - burnout; Gary overworked;
781329 - 1 person cannot do Com
781330 - Metrics for entire project;
781331 - intelligence requires team
781332 - effort............................ 030830, ref SDS D2 8490
781334 - ..
781335 - 19. Project seeks support to
781336 - manage action items............... 030702, ref SDS C2 JJ7O
781338 - ..
781339 - 20. Not enough time for review to
781340 - expedite action on action items;
781341 - limited span of attention, too
781342 - busy attending meetings setting
781343 - more action items................. 040203, ref SDS F9 1W7F
2nd Act Gary Plans to Meet with Nancy Review SDS Format Intel
Following Up Feedback Transforms Situational Awareness into Knowledge
Teach Educate Nancy Gary Prepared Special Word Version
Understanding Fragile Gets It For the Moment that Management in 21st
Meetings Discussion SDS and Report Use in the Record of Meetings and
Progress Slow Transformation Need 2nd Act Follow Up Needed to Correla
Lesson Learned Narrative Explain Experience Correlate Using SDS with
Continual Learning Needs Continual Education Transformation to Cultu
Experience Using SDS Records for Intelligence Needs Reinforcement PO
Link Foundational Documents POIMS Continual Learning Needs Continual
Transformation 2nd Act Follow Up Needed to Correlate Experience Usin
961401 - ..
961402 - 2nd Act to Follow Up Powerful Ingredient of Transformation
961403 - Learning Requires Education through Experience and Explanation
961404 - Limited Time Limits Follow Up for Teaching Educating Enlightening
961405 - Following Up Feedback Transforms Situational Awareness into Knowledge
961407 - Follow up ref SDS F3 1L30.
961409 - Gary's exposure to SDS records created awareness about applications
961410 - for SDS. Support and training for Gary's work preparing SDS records,
961411 - and getting favorable feedback under step (1), listed above,
961412 - ref SDS F3 UO6T, shows steady growth in Gary's awareness, experience
961413 - and skills using SDS, and also growth by project staff in recognizing
961414 - benefits of organizational memory, due to Gary's excellent writing
961415 - skills. This meets objectives for using SDS on the project. On
961416 - 030126 requirements were set to foster a culture of knowledge by
961417 - providing written analysis and explanations in meetings, calls and
961418 - correspondence, including email, to help project staff understand
961419 - common objectives and needs that arise performing daily work in
961420 - relation to experience getting SDS records, and the theory and
961421 - practice of Com Metrics. ref SDS A2 EH5O
961423 - ..
961424 - Continual learning is a powerful concept advanced by the Tofflers,
961425 - reviewed on 950911, ref SDS 24 2222; Peter Senge at MIT, reviewed on
961426 - 930216, ref SDS 13 8998; and others. Learning to advance from
961427 - information to a culture of knowledge requires continual education on
961428 - theory and practice through routine exposure to explanations of new
961429 - experience. Education narrows the gap between common beliefs about
961430 - management, and theory and practice of Communication Metrics, reviewed
961431 - recently on 031211. ref SDS E9 PE80 Experience with work product
961432 - makes SDS a comfortable and familiar opportunity, rather than funny,
961433 - foreign and alien, which stymies progress, illustrated by the report
961434 - on 990713. ref SDS 52 2150
961436 - [On 040119 example opportunity for continual learning needs
961437 - support from continual education when Paul asks about SDS support
961438 - for "content management." ref SDS F6 O28L
961440 - ..
961441 - [On 040123 reviewed need to continuing explaining SDS to augment
961442 - experience people get from using SDS work product. ref SDS F7 5A5W
961444 - ..
961445 - [On 040119 example of opportunity to educate people who ask about
961446 - SDS and Com Metrics capabilities. ref SDS F6 OH64
961448 - ..
961449 - [On 040203 speaking truth to power is not easy; excessive command
961450 - and control of people through bureaucracy creates an innovation
961451 - loop that prevents pilot testing to improve command and control of
961452 - the work for meeting requirements; people avoid a 2nd act to avoid
961453 - reprisal and intrepret requirements that cannot be met using
961454 - approved tools and methods as suggestions; this makes approved
961455 - tools and methods good enough to get by. ref SDS F9 UA9W
961457 - ..
961458 - Part of the education process is "relentless pressure," reviewed
961459 - above, ref SDS F3 WI3H, following up discussion and questions in
961460 - meetings, calls and correspondence about daily management problems, by
961461 - linking communication in email and SDS records to relevant parts of
961462 - SDS foundational documents, including POIMS, ref SDS A2 EH5O, which
961463 - are listed on the Internet...
961465 - http://www.welchco.com/00601.HTM
961467 - ..
961468 - [On 040216 Gary's record on 040129 shows progress learning to use
961469 - explicit link in foundational documents to empower people with
961470 - immediate access that grows association between SDS support and
961471 - Com Metrics theory and practice. ref SDS G3 KI7H
961473 - ..
961474 - [On 040229 reviewed role of continual education using email to
961475 - advance toward culture of knowledge by exposing people to new
961476 - experience and to theory and practices that explain new
961477 - experience. ref SDS G8 KU3N
961479 - ..
961480 - Requirements for linking to foundational documents were originally set
961481 - when Gary was sent the SDS program on 020924, ref SDS 95 0001, and are
961482 - critical to demonstrate Com Metrics theory can be routinely applied in
961483 - practice using SDS, and thereby overcome feelings of helplessness that
961484 - good management is beyond reach, which otherwise discourages efforts
961485 - to improve. Providing links for fast access to explanations in
961486 - foundational documents helps people on the job who gain confidence in
961487 - a new way of working from experience using SDS records, prepared by
961488 - Gary, explain to others, who do not have experience with SDS records,
961489 - including approving authority, why SDS and Com Metrics are effective.
961490 - In other words, writings must complement experience in order for
961491 - education to enable transformation.
961493 - ..
961494 - On 030626 plans were set for step two (2), per above, ref SDS F3 1656,
961495 - to follow up discussion and correspondence, when appropriate, to build
961496 - on fragile awareness. For convenience, the "follow up" process, that
961497 - applies "relentless pressure" of continual education, by associating
961498 - in continual correspondence what people care about, based on what
961499 - people say and do on the job, noted above, ref SDS F3 WI3H, was
961500 - summarized, as a...
961502 - ..
961503 - 2nd-act
961505 - ..., ref SDS C0 YL6L, that teaches, educates and enlightens with
961506 - knowledge by explaining correlations between experience using SDS for
961507 - Communication Metrics, set out in foundational documents, and project
961508 - objectives for CFISR, reported on 030506. ref SDS B1 HS4M Explanation
961509 - in meetings, calls and documents, per above, ref SDS F3 RA6H, helps
961510 - people "get it," discussed on 030702. ref SDS C2 1D46 Follow up is
961511 - essential for Communication Metrics to expedite progress, defined on
961512 - 950327, ref SDS 22 7777, and so a "2nd act" was planned for...
961514 - [On 040123 letter to Gary reviews need for follow up to teach
961515 - and demonstrate that good management is within reach using
961516 - SDS for Com Metrics. ref SDS F7 5A5W
961518 - ..
961519 - [On 040402 Gary implements 3-step strategy to apply
961520 - relentless pressure submitting a "2nd act" by sending a
961521 - letter to the M&S group that educates about correlations
961522 - between SDS support for Com Metrics and things people care
961523 - about on the job summarized as CFISR, and pointing out
961524 - advantage of configuring intranet support to enable people to
961525 - work intelligently. ref SDS H7 LN7T
961527 - ..
961528 - [On 040508 Gary submits research on language and culture
961529 - showing education drives transformation through continual
961530 - learning. ref SDS H9 569H
961532 - ..
961533 - [On 040602 review opportunity for 2nd Act to confirm progress
961534 - on intranet for turning on the lights of intelligence.
961535 - ref SDS I2 AG9I
961537 - ..
961538 - Project deliverables for CFISR
961539 - in public record and discussed
961540 - in meetings presents opportunity
961541 - to learn through experience and
961542 - explain how technology enables
961543 - good management....................... 030430, ref SDS A9 YI5F
961545 - ..
961546 - Strategy 3-layer architecture
961547 - grows awareness among widening
961548 - circle of people about benefits
961549 - of working intelligently that
961550 - converts latent demand into
961551 - dependence on good management......... 030524, ref SDS B5 RT7F
961553 - ..
961554 - Planning 2nd act to follow up
961555 - SDS demonstration..................... 030804, ref SDS C7 OH6J
961557 - ..
961558 - Draft letter to Nancy for 2nd
961559 - act to follow up...................... 030804, ref SDS C7 O25G
961561 - ..
961562 - On 030826 review showed progress on using a 3-layer architecture to
961563 - deliver SDS work product complemented with follow up help people
961564 - understand ideas and solutions based on experience getting SDS
961565 - records. ref SDS D0 V27M
961567 - ..
961568 - Limited time has slowed progress on follow up for a "2nd act" using
961569 - good management to accomplish CFISR objectives, noted by Paul, per
961570 - above, ref SDS F3 OL5U, and discussed on 030826. ref SDS D0 FS8K As a
961571 - result, people on the project have only occasional, fragmented
961572 - impressions that Gary is using technology to advance alphabet
961573 - technology for working intelligently. As Caesar described democracy
961574 - for the Roman republic during the 1st century, so, too, SDS is a mere
961575 - "whisper" in the mind, too fragile for action at the dawn of the 3rd
961576 - millennium, discussed on 030718. ref SDS C5 WZ7N
961578 - ..
961579 - Recently, on 031201 Gary demonstrated the power of adding leadership
961580 - to technology by helping management learn the language for a new way
961581 - of working. ref SDS E3 IQ4W At that time, Paul noted "organizational
961582 - memory" is an important concept to apply on an intranet. ref SDS F3
961583 - 584L The next step is following up. "Act two" strengthens the circle
961584 - of advocates, called out by Don Rumsfeld, see on 020131, ref SDS 85
961585 - 6L5K, by empowering Paul with links to language in SDS foundational
961586 - documents explaining organizational memory enables people to save time
961587 - and money by working intelligently, ref OF 3 1X6G, so that when Paul
961588 - discusses the matter with Bruce, recommended two (2) days later on
961589 - 031203, ref SDS E5 MQ9O, Paul will be prepared to be effective, under
961590 - the lesson learned in the story of Hansel and Gretle, per above.
961591 - ref SDS F3 GJ69
961593 - ..
961594 - One way of helping people learn Communication Metrics is to discuss
961595 - common interests. An example is command and control, explained in
961596 - POIMS. ref OF 7 1113 Another opportunity is to develop models and
961597 - simulations on requirements for CFISR by analysing the mathematical
961598 - model of cognition in relation to productivity, based on the SDS
961599 - design....
961601 - Com Metrics provides a theory of
961602 - knowledge and management sought
961603 - since the 17th century................ 000716, ref SDS 66 7838
961605 - ..
961606 - Mathematical modeling proposed by
961607 - Cliff Joslyn at LANL.................. 000727, ref SDS 69 3960
961609 - ..
961610 - Converting information into
961611 - knowledge turns straw into
961612 - gold by expanding span of
961613 - attention to reverse trends
961614 - toward rework to correct
961615 - mistakes.............................. 971007, ref DRP 4 4172
961617 - ..
961618 - Without Com Metrics, every call,
961619 - meeting, email sows the seeds
961620 - of error, loss, conflict, crisis
961621 - calamity due to meaning drift......... POIMS, ref OF 4 IE6L
Culture of Knowledge Professional Papers Events Powerpoint Presentati
Write about SDS POIMS Link Communication Shows Commitment to SDS and
POIMS Link Communication Shows Commitment to SDS and KM for Awarding
Conferences Professional Seminars Educate Customers about Value Added
2004 Goals Improve Using SDS Learn 8 Steps Using SDS for Communicatio
Link to POIMS Builds Culture of Knowledge by Defining Terms Based on
Professional Papers Events Powerpoint Presentations Explain SDS Com M
A61001 - ..
A61002 - Professional Papers and Events Foster Culture of Knowledge
A61004 - Follow up ref SDS F3 JH4G.
A61006 - Experience using SDS on the job and explaining Com Metrics, per above,
A61007 - ref SDS F3 1L30, can be applied to aid transition from information to a
A61008 - culture of knowledge by submitting papers and speaking at professional
A61009 - events, discussed on...
A61011 - ..
A61012 - Professional paper for
A61013 - submission to Paul to
A61014 - support organizational
A61015 - memory............................... 031205, ref SDS E6 GQ4L
A61017 - ..
A61018 - Call for papers could be
A61019 - opportunity to help people
A61020 - understand how communication
A61021 - is aided by a system of
A61022 - metrics.............................. 031030, ref SDS D9 GQ4L
A61024 - ..
A61025 - Presentation support using
A61026 - Powerpoint files can be
A61027 - expanded and applied to
A61028 - spread the word wide as the
A61029 - waters on SDS and Com Metrics........ 031023, ref SDS D8 MC8L
A61031 - ..
A61032 - Educating people about hard won experience on the project can spread
A61033 - discovery that hopes and dreams for a new way of working smarter
A61034 - ("intelligently") rather than harder, ref OF 6 6649, is within reach,
A61035 - because SDS provides tools that leverage basic skills for literacy to
A61036 - enable Communication Metrics. ref OF 6 1106 Persistance expanding the
A61037 - circle of advocates, noted by Secretary of Defense Don Rumsfeld on
A61038 - 020131, ref SDS 85 QE4H, is justified by knowledge of a breakthrough
A61039 - in "knowledge" technology. Exercising responsibility to spread the
A61040 - word wide as the waters should occur with due caution to the "Legend
A61041 - of Prometheus," reported on 991108. ref SDS 56 7633
A61043 - ..
A61044 - Gary's progress understanding SDS and Com Metrics shown by his record
A61045 - on 030413, ref SDS A5 0001, reviewed on 030416 shows understanding of
A61046 - theory and practice that would be effective in a professional paper,
A61047 - per above. ref SDS F3 JY5N
A61049 - [On 040123 letter to Gary reviews goals for helping others
A61050 - grow awarenss about opportunity to work intelligently that
A61051 - grows demand for good management. ref SDS F7 5A5W
A61053 - ..
A61054 - [On 040129 Gary's review of SDS foundational documents shows
A61055 - progress on linking analysis to original sources that can be
A61056 - explained in a professional paper. ref SDS F8 4T9X
A61058 - ..
A61059 - [On 040211 submit announcement of professional event for KM
A61060 - Cluster sponsored by John Maloney. ref SDS G1 X84G
A61062 - ..
A61063 - [On 040216 Gary expanded ideas for speaking at professional
A61064 - events by introducing SDS and Com Metrics with an exercise to
A61065 - illustrate the power of knowledge based on alphabet
A61066 - technology using the title "Man's greatest inventions."
A61067 - ref SDS G3 JH4G
A61069 - ..
A61070 - [On 040221 Jack asks about Gary making a presentation to his
A61071 - group at SRI. ref SDS G5 TK5I
A61073 - ..
A61074 - [On 040224 letter to Gary submits ideas on responding to
A61075 - Jack's inquiry. ref SDS G6 PE4N
2004 Plan Learn More 8 Steps Using SDS for Com Metrics to Improve Int
3-step Strategy 3-layer Architecture 2004 Plan Learn More 8 Steps Usi
Com Metrics 2004 Plan Learn More 8 Steps Using SDS for Com Metrics to
Exposure Steady to SDS Records Applies Theory of Transformation in Bo
SDS Com Metrics 2004 Plan Learn More 8 Steps Using SDS for Com Metric
AH0801 - ..
AH0802 - 3-layer Architecture Expands Knowledge of SDS with 3-step Strategy
AH0803 - 3-step Strategy Expands Knowledge of SDS Using 3-layer Architecture
AH0805 - Follow up ref SDS F3 8Q3N.
AH0807 - The record using SDS this past year, ref SDS F3 UO6T, suggests a three
AH0808 - (3) step strategy for transformation from information to a culture of
AH0809 - knowledge by expanding use of SDS for adding "intelligence" support to
AH0810 - management at the company....
AH0812 - [On 040330 Aerospace company reports SDS good to go.
AH0813 - ref SDS H5 656G
AH0815 - 1. Use a greater share of the eight (8) steps for Communication
AH0816 - Metrics. ref SDS F3 H55F Routinely delivering work product,
AH0817 - that saves time and money by adding "intelligence" to daily
AH0818 - information on the job, applies Drucker's call for technology
AH0819 - to routinize good management, ref SDS F3 1K4J, and this brings
AH0820 - relentless pressure, planned by Gary, ref SDS F3 WI3H, for
AH0821 - leveraging sporadic and momentary situational awarenss into
AH0822 - actionable belief that grows demand for good management, shown
AH0823 - by Gary's experience, ref SDS F3 1L30, and further illustrated
AH0824 - by feedback from project staff last year. ref SDS F3 UO6T On
AH0825 - 961101 Tom Keesling explained how experience at USACE getting
AH0826 - SDS records with analysis of daily work, suggested by Morris on
AH0827 - 031008, ref SDS D5 KR4N, imparts deeper understanding of
AH0828 - Communication Metrics, that drives use of SDS. ref SDS 34 8888,
AH0829 - further illustrated by Tom's report to the contracting officer
AH0830 - on 970328. ref DRP 3 0001 and ref DRP 3 9952
AH0832 - [On 040123 reviewed importance of using SDS to help others
AH0833 - in order to create and grow awarenss about opportunity to
AH0834 - work intelligently that grows demand for good management.
AH0835 - ref SDS F7 5A5W
AH0837 - ..
AH0838 - [On 040216 Gary's records for January and February 2004 show
AH0839 - progress on step 1. ref SDS G3 0001
AH0841 - ..
AH0842 - [On 040915 Gary gains exposure and experience to discover
AH0843 - intelligence support strengthens root cause analysis.
AH0844 - ref SDS I3 Z47N
AH0846 - ..
AH0847 - [On 041110 Gary's analysis of marketing strategy cites
AH0848 - requirement for Com Metrics to "deliver the goods" so that
AH0849 - customers can gain experience working intelligently that
AH0850 - grows demand for SDS. ref SDS I4 2G4I
AH0852 - ..
AH0853 - [On 050125 Gary considering using SDS for preparing
AH0854 - technical documents. ref SDS I5 RS37
AH0856 - ..
AH0857 - 2. Expand experience working "intelligently" by putting SDS
AH0858 - records on the company intranet, illustrated by Paul's
AH0859 - request on 031205, ref SDS F3 L14W, and Steve concurrence on
AH0860 - 031211. ref SDS F3 OL91
AH0862 - [On 040229 planning to support next phase transformation
AH0863 - using Aerospace company intranet for faster distribution of
AH0864 - organizational memory and timely access to avoid mistakes.
AH0865 - ref SDS G8 KU6G
AH0867 - ..
AH0868 - [On 040318 Aerospace company Procurement recognizes opportunity for
AH0869 - making organizational memory effective using Aerospace company
AH0870 - intranet. ref SDS H2 PQYW
AH0872 - ..
AH0873 - [On 040326 meeting with Op manager to begin developing
AH0874 - intranet support organizational memory. ref SDS H3 0001
AH0876 - ..
AH0877 - [On 040330 Aerospace company reports SDS "good to go" on network.
AH0878 - ref SDS H5 656G
AH0880 - ..
AH0881 - [On 040402 Gary notifies Aerospace company management for
AH0882 - M&S about support to use SDS records on intranet.
AH0883 - ref SDS H7 L39L
AH0885 - ..
AH0886 - [On 040529 discussions with ACE group; possibility of Gary
AH0887 - being assigned liaison to develop intranet support for M&S
AH0888 - group, that could result in making SDS links active.
AH0889 - ref SDS I1 ID8T
AH0891 - ..
AH0892 - 3. Timely follow up with a "2nd Act," ref SDS F3 Q78J, when
AH0893 - opportunities arise during daily meetings, discussion and
AH0894 - correspondence, per above, ref SDS F3 UO6T, to teach, educate
AH0895 - and enlighten by spreading the word with language that shows
AH0896 - the correlation between SDS foundational documents...
AH0898 - POIMS............................ ref OF 3 0001
AH0899 - NWO.............................. ref OF 10 0001
AH0900 - Typical Day Scenario............. ref OF 9 0001
AH0901 - Diagram and features............. ref OF 8 3385
AH0903 - ...and requirements for good management in...
AH0905 - CFISR......................... 030506, ref SDS B1 HS4M
AH0906 - PMBOK......................... 950721, ref SDS 23 P406
AH0907 - ISO........................... 950721, ref SDS 23 1740
AH0908 - TQM........................... 971202, ref SDS 42 2446
AH0909 - FAR........................... 020504, ref SDS 87 IY4I
AH0910 - Covey......................... 921205, ref SDS 12 2231
AH0911 - Drucker....................... 931130, ref SDS 15 1855
AH0912 - Grove......................... 980307, ref SDS 43 3668
AH0914 - ..
AH0915 - People need help crafting and remembering the language that
AH0916 - makes these connections, illustrated by Gary's letter to Paul,
AH0917 - above, ref SDS F3 594L, because concepts and methods for
AH0918 - augmenting human intelligence are largely counterintuitive and
AH0919 - latent. Experience builds desire that grows demand for a
AH0920 - culture of knowledge. Communication provides the tools people
AH0921 - need for giving voice to the demand, as explained in POIMS on
AH0922 - Command and Control of the record. ref OF 7 1113
AH0924 - [On 040129 Gary uses explicit links to cite SDS
AH0925 - foundational documents, ref SDS F8 4T9X, which can be
AH0926 - applied to support follow up per planning today.
AH0927 - ref SDS F8 D540
AH0929 - ..
AH0930 - [On 040509 Gary develops support for continual education
AH0931 - that grows demand for good management, based on analysis of
AH0932 - leadership and language. ref SDS I0 0001
Foundational Documents Improved by Explaining SDS to Others
Chapter and Verse Citing Foundational Documents Hard Work in Beginning
POIMS Citing Foundational Documents Hard Work in Beginning Takes Time
Foundational Documents Improved by Explaining SDS to Others
AM0701 - ..
AM0702 - Linking Becomes Easier by Investing Time for Study
AM0703 - Understanding SDS Aided by Improving Foundational Documents
AM0704 - Foundational Documents Improved by Explaining SDS to Others
AM0706 - Follow up ref SDS F3 1L3N.
AM0708 - Gary indicated strongly that foundational documents can be improved to
AM0709 - supplement daily SDS work product in helping people grasp the
AM0710 - opportunity for transformation from information to a culture of
AM0711 - knowledge, to implement strategy for 2nd act, per above. ref SDS F3
AM0712 - 1L30 In recent days, Gary has submitted references to other sources
AM0713 - for quotes that may align with Com Metrics theory and practice, but
AM0714 - are not linked back to the foundational documents. Adding links could
AM0715 - make creating improvements to foundational documents faster and easier
AM0716 - when there is enough time for making revisions to foundational
AM0717 - documents. Links further save time understanding critique of
AM0718 - foundational documents.
AM0720 - ..
AM0721 - An example is Gary's idea reported on 030708 of SDS benefits being
AM0722 - difficult for people to grasp because good management practice is
AM0723 - "hidden in plain sight," ref SDS C3 GC9G, which was then added to
AM0724 - improve the foundational documents. ref SDS C3 5C6N
AM0726 - [On 040216 Gary working on citing foundational documents and
AM0727 - offering ideas for improvement. ref SDS G3 IR3H
AM0729 - ..
AM0730 - We agreed that SDS foundational documents can be improved. Writing
AM0731 - citing foundational documents along with improvements to the documents
AM0732 - can enlighten and empower people in government, like USACE, and in
AM0733 - industry like Aerospace company, Microsoft, PG&E, and other organizations, to
AM0734 - change attitudes that resist good management, per planning above.
AM0735 - ref SDS F3 1L30
AM0737 - ..
AM0738 - Gary related today that in the beginning citing foundational documents
AM0739 - is hard because finding ideas, analysis and explanations takes time
AM0740 - for study to become familiar with where subjects are located, which
AM0741 - echoes Andy Grove's call for executives to invest time for studying new
AM0742 - ideas and methods, rather than wait to be overwhelmed by the "next big
AM0743 - thing," reported on 980307. ref SDS 43 5794 Two (2) professional
AM0744 - groups share Gary's concern about investing time for study to know
AM0745 - important sources well enough that links are fast and easy to remember
AM0746 - when needed.
AM0748 - ..
AM0749 - Lawyers learn from writing legal briefs that require study in order to
AM0750 - prepare citations in case law, statutes and regulations. Investing
AM0751 - time for study, enables the lawyer to be prepared for citing
AM0752 - authorities from memory during oral argument in court. Theologians
AM0753 - invest time for study to become sufficiently fluent for....
AM0755 - ..
AM0756 - citing chapter and verse
AM0758 - ..
AM0759 - ...from the Bible during a sermon or discussion. As Gary notes, in
AM0760 - the beginning nobody knows where anything is located. Repetition from
AM0761 - writing citations by initial study that requires looking for
AM0762 - appropriate authority, eventually makes finding important ideas in
AM0763 - foundational documents fast and easy.
AM0765 - ..
AM0766 - Searching for specific words and phrases in POIMS, NWO, TDS, and other
AM0767 - foundational documents brings familiarity that makes future links
AM0768 - faster and easier to create.
AM0770 - ..
AM0771 - Gary indicated that despite cultural viscosity that makes good
AM0772 - management seem like overkill, noted on 950204, ref SDS 20 5932,
AM0773 - potential benefits of Control Fields justify investing time to apply
AM0774 - this part of the eight (8) steps listed on 001219, ref SDS 73 QZ4K,
AM0775 - for using SDS in order to evaluate usefulness of Communication
AM0776 - Metrics, also discussed in the record on 950204. ref SDS 20 0937
AM0778 - ..
AM0779 - This experience will yield more ideas on reducing the time for good
AM0780 - management.
AM0782 - [On 040216 Gary working on citing foundational documents and
AM0783 - offering ideas for improvement. ref SDS G3 IR3H