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1...How does "understanding" the nature of human emotional response occur
2...Root cause analysis for lessons learned from continually adding
CONTACTS
SUBJECTS
Don't Confirm Understandings Write Everything Down Confirm Understand
High Impact Communication Building the Job with Conversation, Decker
Dilemma Emotion Reason Occur Along a Continuum in Binary Structure Sw
Fear Accountability Responsibility SDS Maintains Alignment Adds Intel
Bad Management Overwhelming Tendency Good Management Culture Resists
Dilemma Binary Forces Thinking Doing Immediate Gratification Informat
Binary Forces Emotion Reason Dilemma Occur Along a Continuum Swing th
Doom SDS Sales Emotion Attractive Method Because Everybody Wants to W
Feel Good Management Driven by Emotional Decisions Management Develop
Pay Fix Problems No Money to Avoid Problems Using Proactive Managemen
Pay Now Invest to Increase Earnings or Pay More Later Avoid Huge Loss
2613 -
2613 - ..
2614 - Summary/Objective
2615 -
261501 - Follow up ref SDS 27 1L30.
261502 -
261503 -
261504 -
261505 -
261506 -
261507 -
261508 -
261510 - ..
2616 -
2617 -
2618 - 1930
2619 -
261901 - Gary submitted a letter this morning...
261902 -
261903 - 1. Subject: High Impact Communication
261904 - Date: Tue, 27 Jan 2004 09:42:12 -0800
261905 - From: "EXT-Johnson, Garold L"
261906 - To: "Rod Welch (E-mail)"
261908 - ..
261909 - 2. Rod,
261911 - ..
261912 - 3. From a tape I was listening to this morning.
261914 - ..
261915 - 4. =High Impact Communication
261916 -
261917 - "High Impact Communications" tape set by Bert Decker.
261918 -
261919 -
261921 - ..
261922 - Dilemma Emotion and Reason Swing through Periodic Cycles
261923 - Emotion and Reason Binary Structure of Human Capacities
261924 - High Impact Communication Building the Job with Conversation
261925 - Feel Good Management Driven by Emotion Crisis Talk is Cheap
261926 -
261927 -
261928 - 5. The message continues to be repeated that we all make decisions
261929 - using emotion and then justify with facts.
261931 - ..
261932 - 6. While Decker pays lip service to writing "if all you want to do
261933 - is transfer information", his essential position is that facts
261934 - are irrelevant in the vast majority of human interaction.
261936 - ..
261937 - 7. The unfortunate truth is that he is likely right, which is why
261938 - we are doomed as a species unless we can find some way to
261939 - improve that situation at least to some degree.
261941 - ..
261942 - "Doomed" overlooks binary structure of existence, see NWO. ref OF 11
261943 - 4077 and ref OF 11 XF6F People operate along a continuum from emotion
261944 - to reason; sometimes careful and calculating, other times impulsive
261945 - and panicking when danger seems either far removed or imminent. Going
261946 - to a wedding, funeral or rock concert emphasize emotion. Constructing
261947 - a bridge, double entry bookkeeping, crossing the street in heavy
261948 - traffic, deciding which dress to buy, aiming to please Tom or Tom's
261949 - mom -- where there is risk, people tend to be more reflective, and,
261950 - when they are not, disaster follows. During a calamity people become
261951 - even more emotional crying out never again -- another lesson learned.
261952 - So, we all cycle through periods of being more emotional and then more
261953 - reasonable. It's another KM dilemma.
261954 -
261955 - [...see below for more "doomed." ref SDS 0 9V54 and ref SDS 0
261956 - 4T7Q
261958 - ..
261959 - The dilemma of continuing cycles swinging between over emphasis of
261960 - emotion that leads to disaster ushering in overemphasis on reason that
261961 - leads to stuffiness, suggests a biology that sustains continuing
261962 - demand for good management to counter the overwhelming tendency to use
261963 - bad management, discussed below. ref SDS 0 MP92
261965 - ..
261966 - NWO explains the dilemma of emotion conflicting with accuracy, and so
261967 - people invest time for accuracy in order to live. ref OF 14 41G9
261968 - People who say things like...
261969 -
261970 - • Talk is cheap...................... ref OF 6 0381
261971 -
261972 - • Write it don't say it.............. ref OF 6 3G4H
261973 -
261974 - ...are attracted by tools and methods for working quickly and
261975 - accurately.
261977 - ..
261978 - These situations that push against denial, explained in the annual
261979 - review on 040102, ref SDS 27 MC6G, arise more often on the job, where
261980 - consequences for staying employed, maintaining health insurance, and
261981 - career advance depend on getting things done quickly to save time and
261982 - accurately to avoid harm. While the Information Highway generates
261983 - synergy that increases crisis driving people toward emotion to react
261984 - quickly, without deliberation, which leads to further crises, there
261985 - are others who recognize danger in over reacting emotionally, and so
261986 - seek a better balance with tools and methods to augment intelligence
261987 - for working smarter rather than harder.
261989 - ..
261990 - People also say...
261991 -
261992 - • Loosen up!
261994 - ..
261995 - • Don't be so stuffy!
261997 - ..
261998 - • You only live once, so enjoy and smell the roses!
262000 - ..
262001 - • Don't be a slave to the job, spend quality time at home
262002 - with mom and the kids.
262004 - ..
262005 - • Don't make waves, why bother, do just enough to get by
262006 - so the kids have health insurance
262007 -
262008 -
262010 - ..
262011 - Balance Emotion Reason Gives Customers What Everybody Wants
262012 - Customers Can Work by Conversation Backed up by Com Metrics
262013 - Give Customers What Everybody Wants Better Balance Emotion Reason
262014 - Doomed to Bad Management Dooms Customers to Continual Demand for SDS
262015 -
262016 - POIMS explains "feel good" management drives people from one crisis to
262017 - the next in a constant state of emotional tension, ref OF 7 RJ5O, due
262018 - to limited span of attention and meaning drift that make communication
262019 - the biggest risk in enterprise. Since people like to talk, and since
262020 - management training teaches executives to build the job with
262021 - conversation, e.g., Decker, Covey, et al, and since talking things out
262022 - in continual meetings and email seems fast and easy, these forces
262023 - create an overwhelming tendency to reach for the "fools gold" of bad
262024 - management, noted by Jack Park on 010908. ref SDS 16 YF5O
262025 -
262026 - [On 040214 Gary submits a letter indicating the truth of
262027 - understanding points to importance of relying on evidence
262028 - rather than emotional speculation for lessons learned.
262029 - ref SDS 30 W148
262031 - ..
262032 - Since bad management causes continual bumbling, noted by Kissinger,
262033 - reported on 940609, ref SDS 2 4238, fear of failure, loss, conflict,
262034 - crisis and calamity dooms customers to demand for tools and methods
262035 - that enable good management. In other words, overwhelming desire for
262036 - bad management puts into play forces that lead people inevitably to
262037 - seek solutions to avoid problems.
262039 - ..
262040 - Communication Metrics provides a marketing appeal to...
262041 -
262042 - Pay now to invest for avoiding problems and increase earnings,
262043 - reported by USACE that Com Metrics returns 10:1, ref DRP 4
262044 - 7401; or, pay later to avoid huge loss and total collapse.
262046 - ..
262047 - Morris first introduced management training teaching feel good
262048 - management on 911123, drawing a similar picture presented by Decker of
262049 - people deciding issues based on emotion, ref SDS 0 WO7Y, and later
262050 - drum up reasons to justify what was done. ref SDS 1 1331 We all do
262051 - this to some degree, just as everbody is proactive, calculating and
262052 - reasonable from time to time. The issue is how to balance emotion and
262053 - reason, since both are essential to life.
262055 - ..
262056 - Communication Metrics says that past methods of striking a better
262057 - balance with bad management by promulgating standards, regulations and
262058 - specifications to mandate good management are increasingly less
262059 - effective, because the success of technology to enable faster
262060 - information listed in the record on 980307, ref SDS 10 LW42, is a new
262061 - reality that overwhelms human span of attention, discussed in POIMS.
262062 - ref OF 5 0307 This permanent "fog of war" hides good management in
262063 - plain sight from everyone, noted by Gary on 030708, ref SDS 26 LV8G,
262064 - so few realize that standards, regulations and specifications are not
262065 - being followed, and those who do are forced by social (peer) pressure
262066 - to be a "team player" and look the other way. The only solution is to
262067 - to provide new tools and skills to restore balance between emotion and
262068 - reason by making good management fast and easy.
262070 - ..
262071 - Research shows...
262072 -
262073 - Management training teaches
262074 - executives to work by
262075 - conversation, perhpas Decker
262076 - attended the same class,
262077 - ref SDS 0 WO9W, that calls
262078 - bad management "expediting"........ 950426, re SDS 4 4392
262080 - ..
262081 - Doctors are required by
262082 - professional guidelines to
262083 - work intelligently in order
262084 - to provide effective care.......... 990625, ref SDS 12 0806
262086 - ..
262087 - Doctors report they don't
262088 - have enough time to follow
262089 - requirements for good
262090 - practice, so they go by
262091 - conversation to expedite........... 990625, ref SDS 12 1978
262093 - ..
262094 - 300% more people die from
262095 - mistakes due to bad medical
262096 - management using conversation
262097 - to expedite than die from
262098 - automobile and airplane
262099 - accidents combined................. 990912, ref SDS 13 0001
262101 - ..
262102 - Engineers avoid good management
262103 - because they are in love with
262104 - technology......................... 990525. ref SDS 11 0966
262106 - ..
262107 - Engineers overwhelming tendency
262108 - to use bad management hides
262109 - useful technology in plain
262110 - sight.............................. 001101, ref SDS 15 T441
262111 -
262113 - ..
262114 - As problems grow from over reliance on emotion under new realities
262115 - where the cost of miscalculation and failure rises when bad management
262116 - causes loss, conflict, crisis and calamity, Decker's ideas may seem
262117 - old fashioned in the new world order guided by a culture of knowledge.
262119 - ..
262120 - Communication Metrics theory calls for technology to enable a better
262121 - balance between analysis that drives intelligence for timely, accurate
262122 - undersanding, and impulse that drives emotion for responding to
262123 - continual crisis. ref OF 5 1OSJ
262125 - ..
262126 - Roy Roebuck points out that people point their finger in emotional
262127 - accusation and anger because they cannot point to relevant facts in
262128 - the record of organizational memory. reviewed 020127. ref SDS 19 9360
262129 -
262130 - [On 040214 Gary submits a letter indicating the truth of
262131 - understanding points to importance of relying on evidence
262132 - rather than emotional speculation for lessons learned.
262133 - ref SDS 30 W148
262135 - ..
262136 - Intel uses emotion to conduct meetings, with everybody yelling about
262137 - who said what at the last meeting, reported on 970123. ref SDS 7 1111
262139 - ..
262140 - Emotion relieves frustration when there is no practical alternative.
262141 - This places a premium on "good communication skills" with powerful
262142 - pictures to be persuavive by making people feel good and forget about
262143 - accuracy. When a solution is beyond reach, people fall back on what
262144 - can be accomplished with the tools they have, reported on 040203.
262145 - ref SDS 29 VI78 On 960103 Dave Vannier reported executives don't have
262146 - time to understand, so managers emphasize summary and style.
262147 - ref SDS 6 8409
262148 -
262149 -
262150 -
262152 - ..
262153 - Gary reviews POIMS below. ref SDS 0 4T9X
262155 - ..
262156 - Gary continues...
262157 -
262158 - 8. "The Irish are the only truly logical people on earth -- facts
262159 - will not sway them in the face of a higher truth" -- Rufo in
262160 - "Glory Road" by Robert A. Heinlein
262162 - ..
262163 - 9. Decker states three truths that he then demonstrates:
262165 - ..
262166 - 1) The spoken word is the polar opposite of the written word.
262168 - ..
262169 - 2) When speaking, your message must be believed in order to be
262170 - heard.
262172 - ..
262173 - 3) Belief occurs at the pre-conscious level.
262175 - ..
262176 - 10. Decker makes a solid case that, with respect to convincing or
262177 - persuading people, facts are largely irrelevant, since
262178 - decisions are not made on facts, and facts are used only to
262179 - rationalize the decisions we reach emotionally.
262180 -
262181 - [On 040214 Gary submits a letter indicating the truth of
262182 - understanding points to importance of relying on evidence
262183 - rather than emotional speculation for lessons learned.
262184 - ref SDS 30 W148
262186 - ..
262187 - The role of speech to entertain and writing to analyse for accurate
262188 - understanding is developed in the record on 991108, explaining the
262189 - history of writing. ref SDS 14 4505
262191 - ..
262192 - Gary continues...
262193 -
262194 - 11. This is great news for all those managers who are convinced
262195 - that the objective is to "get people to say yes".
262196 - Unfortunately, there is an additional piece of reality -- if
262197 - the people you persuaded never understood the facts, what you
262198 - persuaded them of will not allow them to take independent
262199 - action to achieve the desired goals.
262201 - ..
262202 - 12. Persuasion works well in getting someone to take an immediate
262203 - action, but is not adequate to the task of obtaining *correct,
262204 - independent* action -- that requires understanding in addition
262205 - to agreement.
262206 -
262208 - ..
262209 - Gary sent another letter that evidently extended the first, so will
262210 - not repeat the header...
262212 - ..
262213 - 13. Thursday, January 29, 2004 - Side 4
262215 - ..
262216 - 14. Decker contends that we have placed undue importance on reason
262217 - rather than understanding the nature of human emotional
262218 - responses, but that is only on the surface. In fact, only a few
262219 - scientists, engineers, and philosophers have paid any attention
262220 - to reason at all. Those few are responsible for essentially all
262221 - of human progress, but to say that our society places *any*
262222 - emphasis on reason is to mistake the appearances for the
262223 - reality.
262225 - ..
262226 - Decker's formulation that only a few people have used reason to grow
262227 - civilization, ref SDS 0 4S4R, supports Com Metrics theory that by
262228 - expanding support for more people to work intelligently by retooling
262229 - basic skills to rely on accurate personal and organizational memory
262230 - (POIMS), rather than react spontaneously, because accurate memory is
262231 - not available, this will necessarily lift civilization by advancing
262232 - from information to a culture of knowledge, ref OF 5 6528, under the
262233 - common sense idea that knowledge is power. ref OF 4 0793
262234 -
262235 - [On 040214 Gary submits a letter indicating the truth of
262236 - understanding points to importance of relying on evidence
262237 - rather than emotional speculation for lessons learned.
262238 - ref SDS 30 W148
262240 - ..
262241 - Decker saying people place "undue importance on reason" is not an
262242 - unreasonable observation for those who strive to suppress all emotion.
262243 - By definition, placing "undue importance' on anything requires
262244 - adjustment. Rather the goal, which is never achieved, is to place due
262245 - importance on emotion and reason based on the context of each
262246 - situation, per above. ref SDS 0 0G4K
262248 - ..
262249 - How does "understanding" the nature of human emotional response occur
262250 - without effective reasoning? What does "understanding" mean? See
262251 - NWO. ref OF 11 5361 Does Decker carve out an exception to use reason
262252 - for understanding the futility of reasoning?
262254 - ..
262255 - People place total emphasis on expecting the contractor had good
262256 - reasons for assembling concrete and steal to hold up while driving
262257 - across a bridge. If public reports disclose contractor's calculations
262258 - were incorrect; that the work does not meet specifications, because
262259 - the contractor reacted emotionally upon finding that costs were over
262260 - budget, even though the contractor made a powerful emotional appeal,
262261 - using all of the tips Decker, et al, present in executive training
262262 - class for getting people to say "yes" with Powerpoint pictures and
262263 - everything, then since the inspector reacted emotionally and looked
262264 - the other way, drivers have good reason to feel emotional about the
262265 - chances of the bridge collapsing before getting across.
262267 - ..
262268 - Gary continues...
262269 -
262270 - 15. Decker continues to reach a conclusion that he refuses to
262271 - acknowledge -- facts and reason are largely irrelevant.
262273 - ..
262274 - Except Decker seems to noted that facts and reason are relevant to the
262275 - people who lift civilization. ref SDS 0 4S4R Retooling basic skills
262276 - can make more people more relevant to advancing civilization by making
262277 - good management fast and easy, i.e., bring reasoning more within reach
262278 - of a wider base of people.
262280 - ..
262281 - Gary continues...
262282 -
262283 - 16. He demonstrates convincingly that all trust and belief is
262284 - emotional, triggered at a pre-conscious level, and is arrived
262285 - at very early, often as a first impression. These responses
262286 - occur in what he calls the "First Brain", the immensely older
262287 - instinctive brain, and that it is based on vast amounts of
262288 - information that never reach the reasoning or "New Brain". He
262289 - recommends learning to trust these intuitions, apparently
262290 - without regard to the fact that they are fast but not
262291 - necessarily accurate. He hasn't addressed the possibility of
262292 - recalibrating early developmental models.
262293 -
262294 - [On 040214 Gary submits a letter indicating the truth of
262295 - understanding points to importance of relying on evidence
262296 - rather than emotional speculation for lessons learned.
262297 - ref SDS 30 W148
262299 - ..
262300 - 17. Ignoring these intuitions *can* be a definite mistake. In
262301 - interviews with women who had been assaulted, nearly 80% of
262302 - them reported having felt uneasy about the person who later
262303 - attacked them, but chose to be "politically correct" and to
262304 - ignore the feelings, which turned out to be a mistake. Relying
262305 - on these first impression in a social context, without any
262306 - reevaluation, is also a definite mistake, as those who argue
262307 - against prejudice warn. {Note: Need to address this topic in
262308 - depth.}
262310 - ..
262311 - 18. He gives numerous examples illustrating that if you *do not*
262312 - obtain trust and believability your message simply will not be
262313 - heard, in which case, facts and reason are irrelevant. He also
262314 - gives numerous examples illustrating that if you *do* obtain
262315 - trust and believability the content matters little if at all -
262316 - facts and reason are irrelevant.
262318 - ..
262319 - See below, noting that obtaining trust by obtaining believability is
262320 - the precise reason for Communication Metrics to use SDS for an
262321 - accurate record of organizational memory showing evidence that
262322 - justifies trust and believability. ref SDS 0 QN5O
262324 - ..
262325 - Gary continues...
262326 -
262327 - 19. Decker would dispute that he has said this, indicating that he
262328 - has acknowledged the importance of facts, but, to use an old
262329 - maxim that encapsulates his thesis quite well,
262331 - ..
262332 - "What you are speaks so loudly that I can't hear a single
262333 - thing you say".
262335 - ..
262336 - 20. POIMS addresses the set of communication skills intended to
262337 - persuade as "getting people to say yes," ref OF 4 R69H
262338 -
262339 -
262341 - ..
262342 - Selling Leadership Critical to Enterprise and Community
262343 -
262344 - 21. It would be comforting to write [Decker] off as a kook.
262345 - Unfortunately, experience and observation really are on his
262346 - side -- people will believe utter trash from a "believable"
262347 - person while ignoring solid reasoning from an "unbelievable"
262348 - person. It is the reason that personal attacks are so much a
262349 - part of politics -- once people are convinced that a person is
262350 - unbelievable, what he says is irrelevant.
262352 - ..
262353 - No "reason" to write off (ignore) selling, emotion, speech and
262354 - leadership. see POIMS. ref OF 7 6944 Per above, ref SDS 0 D39O, SDS
262355 - enables a better balance between leadership and understanding and
262356 - follow up, also, per above, ref SDS 0 I26H, and originally reported on
262357 - 950327. ref SDS 3 WO9P
262359 - ..
262360 - Gary continues...
262361 -
262362 - 22. This goes a long way toward explaining why organizations and
262363 - groups continue to defy rational analysis -- they are
262364 - non-rational constructs, rationalized after the fact.
262366 - ..
262367 - From 20,000 feet, organizations seem inherently, apriori "rational
262368 - constructs." A big chart on the wall shows order and structure in
262369 - lines of communication, authority and responsibility, a chart of
262370 - accounts allocate resources, plus contracts, policy and procedures, a
262371 - long list of laws and regulations guide, limit and reward conduct.
262372 - Responding to incentives of loss and reward is rational. On the
262373 - ground where people work, information overload dissipates process,
262374 - spirit and will to work intelligently, turning organizational
262375 - structure for making resources productive into mere trappings of
262376 - "rational constructs." Without intelligence support to make mountains
262377 - of information useful, cited on 970829, ref SDS 9 2878, daily work
262378 - quickly devolves into entropy, found by the study USAFIT published,
262379 - reported on 970707. ref SDS 8 0108
262381 - ..
262382 - Gary continues...
262383 -
262384 - 23. It goes a long way toward explaining why the educational
262385 - establishment continues to use, and to defend with passion,
262386 - techniques which are demonstrably ineffective.
262388 - ..
262389 - SDS enables a method of continual learning that is not known to the
262390 - educational establishiment, because so far there has not been an
262391 - opportunity to present that knowledge. Work was done on 951012 and
262392 - this found a receptive audience, but lacked funding. ref SDS 5 0001
262394 - ..
262395 - Gary continues...
262396 -
262397 - 24. It goes a long way toward explaining why people can't learn new
262398 - disciplines or understand the value of the tools and techniques
262399 - surrounding SDS given facts, evidence, and explanation.
262401 - ..
262402 - 25. The problem with letting this stand is insurmountable --
262403 - without reason we are all doomed.
262405 - ..
262406 - The theory of "doom" is discussed above. ref SDS 0 0G4K
262408 - ..
262409 - Gary continues...
262410 -
262411 - 26. This looks to me like another fact of human biology that needs
262412 - to be understood and moderated if a reasoning, functioning
262413 - society is ever to be developed.
262415 - ..
262416 - 27. The impact for us is, unfortunately, also inescapable -- we are
262417 - going to have to learn how to deal with this pre-conscious
262418 - emotional response, indeed to make use of it, if we are to
262419 - succeed in getting SDS adopted by more than a few thinking
262420 - individuals. All the facts in the world will fail to persuade,
262421 - and most people won't pay sufficient attention to gain the
262422 - experience that might alter their emotionally derived
262423 - "beliefs", which they consider knowledge.
262425 - ..
262426 - We have learned lessons for living with the challenge of emotional
262427 - resistance to using good management for saving time and money,
262428 - reported on 040203. ref SDS 29 E44K A strategy was set using a
262429 - 3-layer architecture applied with three (3) steps listed in the record
262430 - on 040102. ref SDS 28 8Q3N Step one of the strategy implements Gary's
262431 - point to give people experience that drives belief without the burden
262432 - of getting anyone to say yes. The record of favorable feedback on
262433 - Gary's work last year shows this strategy is effective. ref SDS 27
262434 - UO6T
262436 - ..
262437 - Most recently on 040203 Gary's boss illustrated how favorable
262438 - experience grows demand for good management. ref SDS 29 N03C
262440 - ..
262441 - Gary continues...
262442 -
262443 - 28. This is one of the goals of Rational Synthesis -- to explore
262444 - how rationality is possible in the face of such biological
262445 - hardwiring as this.
262446 -
262447 -
262448 -
262449 -
2625 -
SUBJECTS
POIMS Linking Analysis of Good Management Technology for Knowledge Ma
Foundational Documents Need New SDS Function to Make Citing POIMS NWO
POIMS Foundational Documents Teach to Educate SDS Com Metrics Context
Link POIMS 1st Step Analysis of Good Management Technology for Knowle
Explicit Links Fast Easy to Connect Dots in Communication to POIMS Sh
Addressability Explicit Links to SDS Work Product on the Internet Mak
Explict Links Make Connections to SDS Record Fast and Easy
Explicit Links Learning Fast Easy Makes Good Management Fast Easy Com
4210 -
421101 - ..
421102 - POIMS Review Showing Alignment Using Explicit Links
421103 -
421104 - Follow up ref SDS 27 JY5N, ref SDS 25 7P5F.
421105 -
421106 - 29. Leading to starting through POIMS again ...
421107 -
421109 - ..
421110 - 30. =POIMS Analysis
421112 - ..
421113 - 31. The subconscious decision to believe or trust an individual
421114 - appears to be another aspect of the biological tendency to act
421115 - in the moment and to favor speed over accuracy or precision,
421116 - noted in POIMS. ref OF 3 3385 and ref OF 3 MQ6J
421118 - ..
421119 - Gary begins here a careful review using deliberative analysis that
421120 - applies explicit links in Knowledge Space for making connections that
421121 - augment intelligence. This is part of the assignment previously
421122 - discussed on....
421123 -
421124 - • Thinking about Com Metrics......... 011210, ref SDS 17 C56O
421125 - • First step linking to POIMS........ 011212, ref SDS 18 KD6G
421126 - • Starting SDS....................... 020924, ref SDS 21 0001
421127 - • Starting project................... 030126, ref SDS 23 EH5O
421128 - • Project review at year end......... 040102, ref SDS 27 RA6H
421130 - ..
421131 - Gary's experience using explicit links in SDS records supports the
421132 - record showing proof of concept that the SDS design makes working
421133 - intelligently by connecting the dots fast and easy using explicit
421134 - links....
421135 -
421136 - Stuart Harrow at DCMA learned
421137 - to use SDS explicit links
421138 - in 2 minutes and makes working
421139 - intelligently fast and easy........... 020906, ref SDS 20 4GBW
421140 -
421142 - ..
421143 - [On 040216 Gary expanded ideas for speaking at professional
421144 - events by introducing SDS and Com Metrics with an exercise
421145 - to illustrate the power of knowledge based on alphabet
421146 - technology using the title "Man's greatest inventions."
421147 - ref SDS 31 JH4G
421149 - ..
421150 - Analysis in Gary's letter today builds on Gary's experience using SDS
421151 - the past year at Aerospace company, beginning on 030126, and based on planning
421152 - Gary submitted on 030120 setting goals to learn how SDS supports good
421153 - management, because he found SDS unique and provides useful tools and
421154 - functions that are not available from other programs and systems.
421155 - ref SDS 22 TQ6K
421157 - ..
421158 - The step today applying exlicit links in SDS further builds on Gary's
421159 - record for 030413, ref SDS 24 0001, when review on 030416 showed a
421160 - rapid learning curve on the science of Communication Metrics. Linking
421161 - into POIMS to "connect the dots" of analysis with an audit trail
421162 - showing traceability to original sources provides experience for
421163 - writing professional papers explaining SDS support for "Knowledge
421164 - Space," set out in POIMS, ref OF 3 034J, to develop a theory of
421165 - knowedge under the new management science of Communication Metrics.
421166 - Preparing professional papers and speaking at events was reviewed on
421167 - 040102. ref SDS 27 JH4G
421169 - ..
421170 - The other part of the strategy citing foundational documents is to use
421171 - this method to follow up in a "2nd act" in discussion with colleagues
421172 - at work, e.g., to explain a comprehensible theory of knowledge,
421173 - intelligence and command and control, see POIMS, ref OF 7 1113, and
421174 - with other professionals in discussion groups, like OHS/DKR and
421175 - responding in calls for papers on technology, as set out in the annual
421176 - review on 040102. ref SDS 28 VS6J
421178 - ..
421179 - Gary continues...
421180 -
421181 - 32. The primitive brain is fast and reactive. It reaches
421182 - conclusions extremely rapidly and acts on them in the moment.
421183 - One characterization of these responses is the "fight or
421184 - flight" response. (The response is "fight, flight, or freeze"
421185 - as total stillness is another major pattern of defense.)
421187 - ..
421188 - 33. This "first brain" assesses a vast amount of sensory input and
421189 - holographic memory to arrive at an assessment that is nearly
421190 - instantaneous. Since the process is invisible, and much of the
421191 - data on which the assessment is based is not accessible to
421192 - consciousness, the tendency to accept the instantaneous
421193 - assessment is very strong. Often the assessment itself is not
421194 - even noticed, but it still impacts subsequent actions.
421196 - ..
421197 - 34. The net result is that we tend to act on these immediate but
421198 - unknown computations and our responses are often not in accord
421199 - with the actual circumstances.
421201 - ..
421202 - 35. This doesn't even take into account issues of the reactive
421203 - mind, which appears to have access to information even from
421204 - past lives.
421206 - ..
421207 - 36. These patterns of belief actually affect how and what we
421208 - perceive. An experiment showed that cats raised in an
421209 - environment of only horizontal lines or only vertical lines
421210 - couldn't perceive the other sort of line.
421212 - ..
421213 - 37. The work done on hierarchy theory addresses this phenomenon.
421214 - We tend to find what we search for, since we do our searching
421215 - based on what we expect to find -- it is no more complicated
421216 - than that.
421218 - ..
421219 - 38. POIMS uses the term "span of attention" to describe all of the
421220 - various ways in which the tendency to act in the moment using
421221 - only the immediately accessible information works.
421223 - ..
421224 - 39. Hence, we have a larger issue than "good management" when
421225 - trying to get people to understand the value that SDS can
421226 - provide. This may provide a partial insight into why we don't
421227 - always do what we know we should -- our "knowing" is
421228 - intellectual rather than emotional. Once the knowing becomes
421229 - emotional, so the contention goes, then we will act on the
421230 - "knowledge".
421232 - ..
421233 - 40. POIMS points to "Law, regulations, professional standards,
421234 - training and, most importantly, leadership," as tools to help
421235 - overcome these biological tendencies. ref OF 3 DH7L
421237 - ..
421238 - 41. There is another step that must be taken as well, and possibly
421239 - first, and that is to *recognize* these biological tendencies.
421240 - Peter Covey refers to "action in the moment of choice", and Ayn
421241 - Rand has referred to the fact that it is nearly always possible
421242 - to insert cognition between an impulse and the action taken in
421243 - response. I say "nearly" as a hedge, since, practically, I
421244 - haven't seen a counter example. Any sort of combat training,
421245 - for example, involves replacing a "natural" set of reactions
421246 - with a learned set.
421248 - ..
421249 - 42. So, the first step is recognition. The next step is to
421250 - interrupt the stimulus - response cycle with a cognitive
421251 - intervention. Then it is possible to tailor the response based
421252 - on knowledge, reason, analysis, facts, etc. Thus it is possible
421253 - to employ "good management" even when assailed bye endless
421254 - opportunities for "simply reacting".
421256 - ..
421257 - 43. As noted earlier in the case of women being attacked, it is
421258 - essential to know when to pay attention to spontaneous
421259 - assessments rather than simply overriding them all.
421261 - ..
421262 - 44. It seems clear that the evolution of man, and particularly of
421263 - language and culture, is an ongoing process of modifying
421264 - behavior prompted by the "first brain" using the reasoning
421265 - processes of the "new brain".
421267 - ..
421268 - 45. Even the development of orality can be seen as an effort to
421269 - overcome the "everybody do what seems right" strategy that is
421270 - not terribly workable. Orality provide an ability to plan
421271 - actions within a group, carry out those action, and to discuss
421272 - how the results match the plan -- Plan, Perform, Report.
421274 - ..
421275 - 46. Orality also allows an individual to learn about events that he
421276 - never personally experienced. It allows communication across
421277 - both space and time, provided there is a chain of speakers
421278 - relating the current place and time to a different place and /
421279 - or time.
421281 - ..
421282 - 47. The evolution of language, alphabet technology, and widespread
421283 - literacy can all be seen as attempts to allow man to interact
421284 - with his environment based on reason and cognition rather than
421285 - emotion alone.
421287 - ..
421288 - 48. Knowledge Management, orality, literacy in POIMS, ref OF 4 O87L
421290 - ..
421291 - 49. The practice of "good management" is one set of ideas for ways
421292 - of improving our actions above basing them on the spontaneous
421293 - assessments of the primitive "first brain" as pointed in POIMS.
421294 - ref OF 3 CZ8O
421296 - ..
421297 - 50. Thus the development of language, cognition, reason, and even
421298 - philosophy can all be seen as attempts to overcome the problems
421299 - caused by our limited span of attention. POIMS points out that
421300 - "Understanding requires deliberation to study background,
421301 - history and experience that expands span of attention..."
421302 - ref OF 3 VL5F
421304 - ..
421305 - 51. POIMS states "progress requires taking action, in the moment,
421306 - based on accurate understanding of cause and effect derived
421307 - from experience that is aligned over time, beyond the moment".
421308 - ref OF 4 PY8O
421310 - ..
421311 - 52. POIMS notes that "the rewards of good management are always in
421312 - the future". ref OF 3 026O
421314 - ..
421315 - 53. The penalties of bad management are also in the future.
421316 - Whatever happens, it is seldom connected to the management or
421317 - to the activities that preceded them.
421319 - ..
421320 - 54. The limitations imposed by our span of attention make it
421321 - difficult for people to connect cause and effect when they are
421322 - separated by time or distance. We search for the causes of
421323 - events within our span of attention. The actual decisions or
421324 - actions that led to this result are often sufficiently
421325 - difficult to determine that they are overlooked, and incorrect
421326 - causality is ascribed, or the results are written off to luck
421327 - or Murphy's Law rather than being related to management and to
421328 - actions taken.
421330 - ..
421331 - 55. This is compounded by the fact that real world events seldom
421332 - have only a single cause, but are the result of a large number
421333 - of actions that interact with one another to bring about the
421334 - result.
421336 - ..
421337 - 56. There is a analysis procedure known as "root cause analysis"
421338 - that attempts to trace the events or actions contributing to a
421339 - specific event in order to determine the major factor or root
421340 - cause. It isn't clear that there is always a *single* root
421341 - cause, but the analysis can still be very valuable. This
421342 - analysis is always done after the fact, whereas a good
421343 - connected record of decisions and events would make this
421344 - possible very quickly, or even in real time. The incorrect
421345 - connection of cause and effect results in "false knowledge".
421346 - see POIMS, ref OF 4 049O
421348 - ..
421349 - Root cause analysis for lessons learned from continually adding
421350 - intelligence to information with the plan, perform, report process
421351 - enables continual learning that is endemic to using SDS for
421352 - Communication Metrics, see POIMS. ref OF 5 7T9I
421354 - ..
421355 - Recent examples are the record on....
421356 -
421357 - Lessons learned....................... 040102, ref SDS 27 PX5H
421358 -
421360 - ..
421361 - Gary continues...
421362 -
421363 - 57. POIMS refers to the process of connecting cause and effect as
421364 - "connecting the dots"
421365 -
421366 - http://www.welchco.com/03/00050/01/09/01/02/00030.HTM#SK7L
421368 - ..
421369 - 58. POIMS technology is aimed at...
421371 - ..
421372 - 59. 1) Understanding the complexity of daily work by adding alignment with
421373 - objectives requirements and commitments that comprise intelligence.
421375 - ..
421376 - 60. 2) Planning follow up in order to work quickly, accurately and within
421377 - budget.
421379 - ..
421380 - 61. http://www.welchco.com/03/00050/01/09/01/02/00030.HTM#2049
421381 -
421382 - 62. It would seem that before we can address good management vs. bad management
421383 - in any constructive, we need to get across the concept of thinking outside
421384 - of the span of attention and considering that
421386 - ..
421387 - 63. 1) actions we take today will have their results in the future, beyond
421388 - our span of attention
421390 - ..
421391 - 64. 2) events occurring within our span of attention have their causes in the
421392 - past, beyond our span of attention.
421393 -
421394 - 65. Once we can get some agreement on thinking and working outside the span of
421395 - attention, we are in a position to talk about how best to do that.
421396 -
421397 - 66. POIMS addresses using the human strength in pattern recognition with
421398 - augmentation for span of attention issues. The use of pattern recognition
421399 - and the hooks into memory, which are related, should be stressed more
421400 - heavily.
421402 - ..
421403 - 67. http://www.welchco.com/03/00050/01/09/01/02/00030.HTM#SK7L
421404 -
421405 - 68. The description of the architecture of human cognition should also address
421406 - the tendency of human memory to merge memories that are not of a specific
421407 - event or "episode" into a general memory of all events of a similar type.
421408 - Thus, rather than remembering a specific meeting, we tend to remember the
421409 - character of all such meetings. Documenting and reviewing the specific
421410 - events helps keep the memories from getting lumped into a general category.
421412 - ..
421413 - 69. http://www.welchco.com/03/00050/01/09/01/02/00030.HTM#2050
421414 -
421415 - 70. Subjects (topics, categories, classifications) are hooks into the human
421416 - memory web. We need to speak to that more directly.
421418 - ..
421419 - 71. http://www.welchco.com/03/00050/01/09/01/02/00030.HTM#0582
421420 -
421421 - 72. Subjects structure knowledge for access and the structure of subjects is
421422 - separate from the material that discusses the subject, exactly as is done
421423 - with the Subject Index and relates to the concept of "organic structure".
421425 - ..
421426 - 73. http://www.welchco.com/03/00050/01/09/01/02/00030.HTM#G26H.
421427 -
421428 - 74. The idea of "automated integration of time and information to produce
421429 - knowledge" is a better representation than "automated management as given in
421430 - the paper's subtitle.
421432 - ..
421433 - 75. http://www.welchco.com/03/00050/01/09/01/02/00030.HTM#2D4M
421434 -
421435 - 76. The concept of "thinking through writing" deserves references. The book
421436 - "Writing to Learn" addresses the benefits and the reasoning for having
421437 - students in all area of study writing in order to learn to clarify their
421438 - thinking and understanding.
421440 - ..
421441 - 77. http://www.welchco.com/03/00050/01/09/01/02/00030.HTM#5418
421442 -
421443 - 78. {Note: Look at the awareness levels and the Org Chart as a structure of
421444 - processes for improving organizations and civilization.}
421445 -
421446 - 79. POIMS states: "Time is the bridge between talent and tools in knowledge
421447 - work".
421449 - ..
421450 - 80. http://www.welchco.com/03/00050/01/09/01/02/00030.HTM#PR5I
421451 -
421452 - 81. Context is another part of the bridge. Time relates to history and analysis
421453 - of causes over time, but as restricted by context (subjects, topics,
421454 - categories, classifications).
421456 - ..
421457 - 82. http://www.welchco.com/03/00050/01/09/01/02/00030.HTM#0582
421458 -
421459 - 83. Thanks,
421460 -
421461 - 84. Gary
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