CONTACTS 
0201 - Oxford University                                                                                                                                                  O-00000841 0605
020101 - Mr. Andrew Campbell                                                                                                                                              O-00000841 0605

SUBJECTS
Presencing Book Oxford Student Asks about Correlation Application SD
Precision Access with Explicit Links to Context Expedite Understandi
Continual Learning to Think Changes Education Paradigm
Presencing: Human Purpose and the Field of the Future, Peter Senge,

2206 -
2206 -    ..
2207 - Summary/Objective
2208 -
220801 - Follow up ref SDS 38 0000. ref SDS 37 0000.
220802 -
220803 -
220804 -
220805 -
220806 -
220807 -
220809 -  ..
2209 -
2210 -
2211 - Progress
2212 -
221201 - Explicit Links Fast Easy Reference to Verify Add Context
221202 -
221203 - Follow up ref SDS 38 645H.
221204 -
221205 - Received ref DRT 1 0001 from Andrew responding to the letter dated
221206 - 050322, ref DIP 2 0001, reviewing and responding to Andrew's inquiry
221207 - about SDS. ref SDS 38 VK6F
221209 -  ..
221210 - Andrew says...
221211 -
221212 -    1.  Thanks for the wealth of your reply to my letter. This is a
221213 -        private note, just to check i have a 'grip' on the way you want
221214 -        me to respond more formerly later as per the next para.
221216 -         ..
221217 -    2.  I am not very astute about the technology of your 'system' -
221218 -        so, i have followed the instructions you pointed me to, which
221219 -        seems to relate this html document.  Viz, my recent letter to
221220 -        you which 'link' is now pasted into the subject line. [showing
221221 -        the SDS record on January 13, 2005 discussing the gap between
221222 -        experts calling for links to improve communication, yet failing
221223 -        to use any links. ref SDS 36 5X6Q
221225 -         ..
221226 -    3.  Is this what i am supposed to do in future?
221228 -  ..
221229 - Generally, yes!!
221231 -  ..
221232 - Andrew put an Internet address in the Subject field of his letter
221233 - today that links the record on 050113. ref SDS 36 5X6Q
221235 -  ..
221236 - This responds to the action item on 050322 asking for the source that
221237 - led Andrew to ask about SDS, ref SDS 38 QZ8J, and introducing the
221238 - practice of precison access using explicit links.
221240 -  ..
221241 - Andrew successfully applied guidance on 050322, ref SDS 38 125I, to
221242 - use instructions in POIMS on capturing explicit links from sources on
221243 - the Internet, ref OF 8 6J6L, and copying the address into email for
221244 - "connected" communication.  This is a step in the right direction,
221245 - demonstrating that connected communications are easy to learn and
221246 - apply, reported originally on 020905, ref SDS 32 DAPW, and illustrated
221247 - again last month on 050221. ref SDS 37 EP9F
221249 -  ..
221250 - Generally, however, links should not be placed in the Subject field of
221251 - email, because it offers the reader nothing to judge whether to invest
221252 - time opening the link.  Use the Subject field for the subject and
221253 - purpose of the letter.  In this case, opening the link offers nothing
221254 - to summarize the meaning of the letter, which introduces Andrew's
221255 - interest in managment theory and practice, leading to plans for a new
221256 - business venture. ref SDS 0 SY5Q
221258 -  ..
221259 - Links should support something, i.e., verify accuracy of a
221260 - representation, demonstrate error, or provide context and backgound,
221261 - like citations in legal briefs, and like footnotes and bibliogrpahy in
221262 - conventional documents.
221264 -  ..
221265 - In this case, Andrew links to the record on 050113 explaining the
221266 - purpose of links in communication, and noting cultural resistance to a
221267 - new way of working. ref SDS 36 5X6Q  This could have been showing the
221268 - impetus of his letter which was requested on 050322. ref SDS 38 OY59
221269 - On the other hand, Andrew may have been simply demonstrating the
221270 - linking process, and the target of the link has no significance.  The
221271 - construction is not clear, and this defeats the objective for clear,
221272 - concise, complete communication, set out in NWO. ref OF 13 5832
221274 -  ..
221275 - Taking the next step toward constructing and managing knowledge that
221276 - flows from making connections will refine application to associate
221277 - links based on the context of the narrative.
221279 -  ..
221280 - Andrew continues...
221281 -
221282 -    4.  Back to....the NKM (New Kowledge Management) link was/is of
221283 -        interest to me because i seek continually better understanding
221284 -        of the relationships between leadership,
221285 -        learning-organizational theory and practice, complexity as an
221286 -        art and science, embodied and enactive
221287 -        learning/teaching/coaching and i suppose, a spiritual yearning
221288 -        (Maturana's term) to see something of the whole that Bohm
221289 -        implied.
221291 -  ..
221292 - Leadership, learning-organizational theory and practice, and
221293 - complexity are important issues.  Leadership, per se, seems most
221294 - closely concerned with directing, guiding, influencing, selling,
221295 - convincing and persuading.  The challenge is two (2) fold...
221296 -
221297 -    1.  Where to lead what to do...
221298 -
221299 -        a.  Causes no harm, or balances harm against gain.
221301 -             ..
221302 -        b.  Good.
221304 -             ..
221305 -        c.  Improves
221307 -             ..
221308 -        d.  Optimal
221310 -         ..
221311 -        Most leaders spend little time on this task, but rather assume
221312 -        they know where to lead, otherwise they would not be the
221313 -        leader.  SDS is designed to help leadership learn what
221314 -        objectives to set under expanding complexity.
221316 -         ..
221317 -    2.  Getting people to follow.
221318 -
221319 -        This seems to be the total focus of the Pied Piper school of
221320 -        leadership, reviewing Covey's ideas on 921205. ref SDS 4 5940
221322 -  ..
221323 - Organizational theory and practice often focuse on people, charts,
221324 - titles, lines of athority and communication, forms management, policy
221325 - and procedures.
221327 -  ..
221328 - Organizational-theory and practice in the new world order of expanding
221329 - complexity, discussed in NWO, ref OF 11 159O, drives the paradigm shift
221330 - of the millenium that makes communication the biggest risk in
221331 - enterprise, explained in POIMS. ref OF 6 IE6L
221333 -  ..
221334 - Spiritual yearnings, like entertainment, provide emotional relief to
221335 - leadership from tensions of uncertainty, anxiety, and fear of
221336 - accountability that flow from complexity and failure in the fog of
221337 - war, when people fail to use technology for working intelligently,
221338 - defined in POIMS, ref OF 5 1X6G, discussed at Intel on 950927,
221339 - ref SDS 9 2899, and set out in NWO. ref OF 11 159O
221341 -  ..
221342 - Andrew continues...
221343 -
221344 -    3.  I live and learn in a diverse network of about 50 generous
221345 -        thought leaders, who include people like Scharmer, Art Kleiner,
221346 -        Joseph Jaworski, Rick Karash, At de Lange, Richard Knowles,
221347 -        Wheatley, the late Prigogine, Haskell and Linds, Adam Kahane,
221348 -        Anthony Blake (pupil and friend of Bohm) ....and numerous
221349 -        others.  I am not formally attached to the University, save in
221350 -        e-fashion to the Oxford Internet Institute, the Said Business
221351 -        School, Oxford and through personal friendship with Shelley
221352 -        Sacks, Principal at Oxford Brookes University's, Social
221353 -        Sculpture Unit.
221355 -  ..
221356 - Talented and distinguished colleagues collaborating in a circle of
221357 - advocates can accelerate progress toward a culture of knowledge that
221358 - lifts civilization to the next plateau, called out in POIMS.
221359 - ref OF 6 K84L
221361 -  ..
221362 - Experience has also shown that, without a platform on which to build
221363 - and test ideas for creating useful work product, talent and
221364 - collaboration spiral into a black hole of recursive circles leading to
221365 - frustration, anger, and renunciation of goals, demonstrated on 020820.
221366 - ref SDS 31 UV6G
221368 -  ..
221369 - Andrew continues...
221370 -
221371 -    4.  I am 51 years old, and i trained as an artist and art
221372 -        historian.  I give workshops that link human creativity to
221373 -        topics around organizational theory in the broadest sense, NLP
221374 -        (Neuro Linguistic Programming) Synchronicity, Social Sculpture,
221375 -        ...I contribute to forums like the
221376 -
221377 -           http://www.learning-org.com
221378 -
221379 -        (now defunct through massive spam attacks), and the
221380 -
221381 -           http://www.dialogonleadership.org
221383 -         ..
221384 -        ...where some of my artwork is posted....
221386 -  ..
221387 - Training and experience as an artist fits the model of POIMS
221388 - technology advancing the art of management. ref OF 5 0001  The
221389 - artist's eye for synergy and harmony shines the light of discovery to
221390 - penetrate the veil of culture that holds others in darkness.
221392 -  ..
221393 - Experience over the past 20 years shows that designing and using
221394 - technology for management is an "art," and that talented people
221395 - trained for management and engineering struggle to imagine advance
221396 - that sweeps away their training...
221397 -
221398 -            Executives want 100% assurance
221399 -            before experimenting to
221400 -            improve productivity and
221401 -            earnings.......................... 890809, ref SDS 2 V66N
221403 -             ..
221404 -            Engineers fear losing investment
221405 -            in training to use tools replaced
221406 -            by SDS integration................ 890809, ref SDS 2 2079
221408 -             ..
221409 -            Big organizations restrain
221410 -            creativity........................ 890809, ref SDS 2 QS5J
221412 -             ..
221413 -            SDS counterintuitive design
221414 -            essential for converting
221415 -            information into knowledge
221416 -            difficult for brilliant
221417 -            engineers and executives to
221418 -            grasp............................. 920215, ref SDS 3 5820
221420 -             ..
221421 -            Intel set goal in 1991 to
221422 -            develop SDS type solution for
221423 -            technology to improve management,
221424 -            but gave up and reverted to
221425 -            traditional manual methods
221426 -            cause error, loss, calamity,
221427 -            conflict, and crisis.............. 950927, ref SDS 9 7732
221429 -             ..
221430 -            Knowledge meaningfully
221431 -            distinguished from information
221432 -            difficult for engineers to
221433 -            imagine........................... 000503, ref SDS 21 5033
221435 -             ..
221436 -            Researchers meeting at
221437 -            SRI to develop Knowledge
221438 -            Management technology
221439 -            give up........................... 000615, ref SDS 22 6271
221441 -             ..
221442 -            Years of research by AI and
221443 -            KM experts yield no clues
221444 -            on building technology for
221445 -            Knowledge Management.............. 011003, ref SDS 27 O74L
221447 -             ..
221448 -            Experts change goals for
221449 -            KM from improving productivity
221450 -            to enabling fantastic social
221451 -            contacts, and empathic
221452 -            conversations..................... 010114, ref SDS 24 EK3I
221454 -             ..
221455 -            Engineers, scientists and
221456 -            executives who had great jobs
221457 -            with fantastic social networking
221458 -            and great conversation failed
221459 -            to perform analysis that
221460 -            connects the dots that convert
221461 -            information into knowledge of
221462 -            causation in time to avoid
221463 -            disaster.......................... 010911, ref SDS 26 YNGH
221465 -             ..
221466 -            KM thought leaders who advocate
221467 -            adding links to communication
221468 -            don't link anything............... 020812, ref SDS 30 TV9K
221470 -             ..
221471 -            KM engineers change goals;
221472 -            since people cannot create
221473 -            a connected record with popular
221474 -            tools everyone already knows
221475 -            how to use, then "connecting
221476 -            the dots" to discover and
221477 -            learn causation is not KM......... 020820, ref SDS 31 UV6G
221479 -             ..
221480 -            Demand for KM grows to cope
221481 -            in a world of expanding
221482 -            complexity that is restrained
221483 -            by bureaucracy imposing command
221484 -            and control over people which
221485 -            prevents using technology
221486 -            that gives people command and
221487 -            control of the work............... 040203, ref SDS 34 E44K
221489 -  ..
221490 - Artists may have a chance of showing the way forward to a culture of
221491 - knowledge, since culture is a barriar artists are trained to
221492 - transcend.
221493 -
221494 -
221495 -
221496 -
2215 -

SUBJECTS
Knowledge Management Advances Information Methods Presencing Knowled

2303 -
230401 -          ..
230402 -         Knowledge Management Advances Information Methods
230403 -
230404 -         Follow up ref SDS 38 J96O.
230406 -  ..
230407 - Andrew continues...
230408 -
230409 -    5.  I am currently launching a new business venture with my brother
230410 -        Ian Campbell who was responsible for setting up the first UK
230411 -        corporate university, at Oxford.  His expertise is lean
230412 -        technology, old system KM and he like me is learning about NKM
230413 -        a la complexity.
230415 -         ..
230416 -    6.  I need to digest your materials and reflections. I may like to
230417 -        use it in some fashion when we revamp our web site, and when i
230418 -        put my own up later this year.  How would that be done in the
230419 -        most appropriate way?
230421 -  ..
230422 - Differentiating NKM from "old system KM, suggests NKM posits a "new"
230423 - system of KM, rather than "networked," "natural" or "nucelar" that are
230424 - also common expressions for NKM reported on 050322. ref SDS 38 OY5O
230426 -  ..
230427 - Research on 050322 shows NKM is distinguished by...
230428 -
230429 -        1.  ...learning to solve problems by people who may disagree
230430 -            with current management strategy.  New KM is a child of
230431 -            transparency and openness, of "open enterprises."
230432 -            ref OF 1 PPXU
230434 -             ..
230435 -            Open Enterprise is predicated on the view that top
230436 -            performance in enterprise-wide learning and innovation can
230437 -            only be achieved by creating the conditions in which
230438 -            knowledge processing is politically open and inclusive of
230439 -            all stakeholders.  It is also knowledge claim centric in
230440 -            the sense that the quality of knowledge is determined on
230441 -            the basis of its own merits, and not by reference to who
230442 -            produces it or the level of support it enjoys.
230443 -
230444 -
230445 -
230446 -        2.  ...encourage learning by avoiding "strategy exception
230447 -            error" - question management strategy. ref OF 1 QRQW
230448 -
230449 -        3.  ...commited to Fallibilism, the doctrine that we can never
230450 -            know the truth with certainty. ref OF 1 0439  Karl Popper's
230451 -            fallibilism and falsificationism according to which all
230452 -            knowledge is seen as impossible to prove, but not without
230453 -            errors that we can discover and eliminate to move closer to
230454 -            the truth.  Thus, the quality of our knowledge steadily
230455 -            improves as we eliminate the errors inside of it.
230456 -            ref OF 2 HD5J
230457 -
230458 -        4.  ...we manage the learning environment; in the Old KM, they
230459 -            do not. ref OF 1 0514
230460 -
230461 -        5.  ...question validity of knowledge, and create quality
230462 -            control that is pervasive and perpetual.  No knowledge is
230463 -            sacred in the New KM, not even current strategy or
230464 -            management's point of view. ref OF 1 QSTX
230465 -
230466 -
230467 -
230468 -
230469 -
230470 -
230471 -
230472 -
2305 -