CONTACTS 

SUBJECTS
Lessons Learned Derived from Continual Learning through Continual Li
Good Management Define Intelligence Memory Organization Analysis Ali
Hidden in Plan Sight by Fog of War Daily Information Overload and En
Aiken, Howard New Ideas Good Safe from Being Stolen Have to Ram them
Copyright/Patent SDS Com Metrics POIMS
Johnson, Gary Aiken, Howard New Ideas Good Safe from Being Stolen Ha
Culture Resists New Ideas Safe from Being Stolen Have to Ram them Do
Traceability to Original Sources Provides Context for Understanding
New Ideas Good Safe from Being Stolen Have to Ram them Down People's
Lessons Learned Trial Error Rework History
Lessons Learned Common Business Objective/Practice
New Way Working Good Management Consistent SDS Plan Perform Report F
Lessons Learned Case Studies Feedback
Attitudes Improved by Technology Problems Belief Solutions Within Re
Definition Lesson Learned Accurate Record Organizational Memory Conn
Proof of Concept Connect Dots Experience Shows Attitudes Change New
Aiken, Howard Don't Worry About People Stealing Your Ideas If Ideas

2919 -
2919 -    ..
2920 - Summary/Objective
2921 -
292101 - Follow up ref SDS 15 WO7Y, ref SDS 14 G54T.
292102 -
292103 - Gary submitted a letter today saying...
292104 -
292105 -        1.  Subject: Too true
292106 -            Date: Sat, 14 Feb 2004 09:03:20 -0800
292107 -            From: "Garold \(Gary\) L. Johnson"
292108 -            To: "Joyce E. Lynn"  "Rod Welch"
292110 -             ..
292111 -        2.  I was sorting quotes and came across this:
292112 -
292113 -                Don't worry about people stealing your ideas. If your
292114 -                ideas are any good, you'll have to ram them down
292115 -                people's throats. -- Howard Aiken I am afraid that is
292116 -                far too true.
292118 -  ..
292119 - Turns out that this is a very famous quote, but the original source is
292120 - hard to find.
292121 -
292122 -                   [On 050903 research on patents found Aiken quoted
292123 -                   and other examples of the challenge of selling new
292124 -                   ideas, and others are listed as well. ref SDS 22
292125 -                   ED74
292127 -             ..
292128 -        3.  Thanks,
292130 -             ..
292131 -        4.  Gary
292132 -
292133 -
292135 -  ..
292136 - Lesson Learned Defined Truth of Cause and Effect Based on Experience
292137 - Truth Lessons Learned Requires Evidence to Avoid Mere Speculation
292138 - Organizational Memory Grows Continual Experience for Lessons Learned
292139 - Knowledge Lessons Learned Continually Refined by Experience Memory
292140 -
292141 -
292142 - Emotion Transformed into Lessons Learned
292143 - Opportunity Dressed in Coveralls Looks Like Work
292144 - Walking through Valley of Death Getting Executives to Improve Earnings
292145 - Evidence Transforms Emotional Fuzzy Gut Feelings into Lessons Learned
292146 -
292147 - Gary submits another example of a "lesson learned" in the sense that
292148 - when people say...
292149 -
292150 -        True
292152 -         ..
292153 -        So true
292155 -         ..
292156 -        Too true
292158 -         ..
292159 -        Far too True
292160 -
292161 - ...these formulations express a sense of hard won experience, which
292162 - fits the model of "lessons learned" shown on 040201, that requires
292163 - evidence from history that points to truth, ref SDS 14 Q15I, otherwise
292164 - there is only speculation on impressions of truth, commonly called a
292165 - "gut feeling," "warm fuzzy feeling," and similar emotions of denial
292166 - that guide actions day-to-day.  On 040129 Gary's letter cited Bert
292167 - Decker on popular methods of executive training to use "feel good"
292168 - management by relying on spontaneous, emotional reaction to events for
292169 - guidance on taking action that impacts lives, time and moeny, rather
292170 - than use deliberative anlaysis. ref SDS 15 WO9W and ref SDS 15 4S5T
292172 -  ..
292173 - Previously, on 911123 Morris Jones described executive training for
292174 - "feel good" management practice that dominates daily work. ref SDS 1
292175 - 1331
292176 -
292177 -     [On 040429 Gary submitted research suggesting that business
292178 -     success rests on lying and exaggeration for effective marketing.
292179 -     ref SDS 18 S35M
292181 -      ..
292182 -     [On 040508 Gary submitted additional research that language is a
292183 -     powerful dimension of leadership for improving culture.
292184 -     ref SDS 19 0001
292186 -      ..
292187 -     [On 041110 despair, frustration slow progress on transformation.
292188 -     ref SDS 20 WH9I and ref SDS 20 KN8V
292190 -  ..
292191 - Lessons learned based on evidence from an accurate record of
292192 - organizational memory aligns with Peirce's definition of "knowledge"
292193 - as a process of accurate understanding cause and effect that is
292194 - continually refined by experience, reported on 000515. ref SDS 8 RK5O
292195 - and ref SDS 8 7380
292197 -  ..
292198 - Howard Aiken developed the first computer as a research project at
292199 - Harvard University beginning in 1943. ref OF 1 0001
292201 -  ..
292202 - Aiken's feeling that resistance to improvement secures confidentiality
292203 - of intellectual property because good ideas must be "rammed down
292204 - people's throats," ref SDS 0 N87M, fits the model posed by Milton
292205 - Friedmand in his book explaining the tyranny of the status quo that
292206 - relies on established paradigms, and fears disruptive technology that
292207 - implies a new paradigm, cited in the record on 950911, ref SDS 4 OG8L,
292208 - and is closely related to...
292209 -
292210 -               [On 041213 Tesla found no interest by electrical
292211 -               engineers, and he could not even give his solution away
292212 -               for alternating current. ref SDS 21 DS7J
292214 -                ..
292215 -               [On 050903 research on patents found Aiken quoted and
292216 -               other examples of the challenge of selling new ideas,
292217 -               and others are listed as well. ref SDS 22 ED74
292218 -
292219 -        1.  People miss opportunity
292220 -            hidden in plain sight for
292221 -            improving the work using
292222 -            SDS for Com Metrics............... 030708, ref SDS 12 LV8G
292224 -             ..
292225 -        2.  Movie Gladiator shows a scene
292226 -            where Caesar says understanding
292227 -            "republic" and "democracy" is
292228 -            fragile, because in the beginning,
292229 -            until people gain experience,
292230 -            the meaning of concepts and
292231 -            practices that enable a new
292232 -            way of working, like SDS, is
292233 -            only minimal, fragmentary and
292234 -            occassional, like whispers
292235 -            that are barely heard............. 030708, ref SDS 13 WZ7N
292237 -             ..
292238 -        3.  Good management seems beyond
292239 -            reach because analysis in
292240 -            SDS shows opportunity to save
292241 -            lives, time and money by
292242 -            working intelligently comes
292243 -            dressed in coveralls and looks
292244 -            like work......................... 940609, ref SDS 2 5V44
292246 -             ..
292247 -        4.  Attitude of despair ("sour
292248 -            grapes") permeates bureacracy
292249 -            because ignorance, fear and
292250 -            denial make trying to use
292251 -            a good idea for improving
292252 -            the work seem beyond reach........ 040203, ref SDS 16 XI4O
292254 -             ..
292255 -        5.  50 years required to improve
292256 -            established culture because
292257 -            improvement comes dressed in
292258 -            coveralls and looks like work
292259 -            to overcome attitudes that
292260 -            inculcate a tyranny of the
292261 -            status quo........................ 011210, ref SDS 11 R66K
292263 -             ..
292264 -        6.  IBM searching for next
292265 -            Killer Application to regain
292266 -            market share rather than
292267 -            fall into the trap of
292268 -            avoiding opportunity that
292269 -            comes dressed in coveralls
292270 -            and looks like work............... 940615, ref SDS 3 M16H
292272 -             ..
292273 -        7.  Turner searching for higher
292274 -            profits collides with finding
292275 -            opportunity to improve
292276 -            earnings by saving time
292277 -            and money that comes dressed
292278 -            in coveralls and looks like
292279 -            work.............................. 960529, ref SDS 5 U479
292281 -             ..
292282 -        8.  SRI failed to cash in on
292283 -            Doug Engelbart's discovery
292284 -            in the 1960s because
292285 -            opportunity was dressed in
292286 -            coveralls and looked like
292287 -            work.............................. 001220, ref SDS 9 N33I
292289 -             ..
292290 -        9.  People "don't get it" because
292291 -            until enabling forces align,
292292 -            personal and orgizational
292293 -            inertia resists opportunity
292294 -            that arrives dressed in
292295 -            coveralls and looks like
292296 -            work.............................. 030708, ref SDS 12 CR56
292298 -             ..
292299 -       10.  Executives "won't get it" -
292300 -            willfully blind - popular
292301 -            practices, and approved
292302 -            tools that brought prior
292303 -            success are becoming more
292304 -            obsolete every day, but
292305 -            having to improve working
292306 -            on familiar things in
292307 -            familiar ways by listening
292308 -            to a new idea and studying
292309 -            to retool skills and get
292310 -            approval for new technology
292311 -            required to meet requirements
292312 -            and perform regulations on
292313 -            on good management to
292314 -            increase productivity
292315 -            earnings and stock prices by
292316 -            saving lives, time and
292317 -            money is resisted like
292318 -            walking through the valley
292319 -            of death.......................... 980307, ref SDS 6 1657
292321 -             ..
292322 -       11.  Opportunity comes in coveralls
292323 -            and looks like work is resisted
292324 -            by laziness that avoids effort
292325 -            to retool skills because "fools
292326 -            gold" is so fast and easy to
292327 -            get that investing time for
292328 -            study to discover a new idea
292329 -            retooling skills and using new
292330 -            tools that save lives, time and
292331 -            money looks like unnecessary
292332 -            overkill; so, nobody is trying
292333 -            to "steal" good ideas............. 010908, ref SDS 10 YF5O
292335 -             ..
292336 -       12.  Disruptive technology takes
292337 -            a lot of hard work to change
292338 -            attitudes in the beginning
292339 -            when new ideas must overcome
292340 -            resistance of the status
292341 -            quo, which causes many big
292342 -            organizations to fail, because
292343 -            others become first movers........ 990527, ref SDS 7 KS4O
292345 -             ..
292346 -            Powerful cultural forces
292347 -            prevent improvement............... 990527, ref SDS 7 1233
292349 -             ..
292350 -       13.  Waiting for water to boil
292351 -            on transformation frustrating
292352 -            because progress slow............. 040229, ref SDS 17 JB63
292354 -             ..
292355 -       14.  SDS supports common
292356 -            practices that lead to a
292357 -            new way of working................ 041110, ref SDS 20 KM6S
292359 -             ..
292360 -       15.  SDS offers new tools that
292361 -            improve common practices
292362 -            for working intelligently......... 041110, ref SDS 20 FO3H
292364 -             ..
292365 -       16.  Transformation overcomes
292366 -            biological drive to work on
292367 -            familiar things in familiar
292368 -            ways.............................. 041110, ref SDS 20 TG5H
292370 -             ..
292371 -       17.  Despair slow progress on
292372 -            transformation waiting for
292373 -            enabling forces to align
292374 -            so people are ready to
292375 -            accept new way of working
292376 -            intelligently..................... 041110, ref SDS 20 KN8V
292378 -             ..
292379 -       18.  Dilemma slows Transformation;
292380 -            engineers feel SDS improves
292381 -            management but are not comfortable
292382 -            doing marketing to spread the
292383 -            news that solutions to common
292384 -            Knowledge Management dilemmas
292385 -            bring opportunities for saving
292386 -            lives, time, and money............ 041213, ref SDS 21 PQ7M
292387 -
292388 -
292389 -
292390 -
292391 -
292392 -
292393 -
292394 -
292395 -
2924 -