CONTACTS 
0201 - SRI International
020101 - Mr. Patrick L. Lincoln; Director
020103 - Computer Science Laboratory
0202 - SRI International
020201 - Mr. Jack Park;
020203 - CALO Project

SUBJECTS
Scaleable Knowledge Apply Jack's Talent Writing Leadership to Advanc

1903 -
1903 -    ..
1904 - Summary/Objective
1905 -
190501 - Follow up ref SDS 60 0000. ref SDS 59 0000.
190502 -
190503 -
190504 -
190505 -
190506 -
190508 -  ..
1906 -
1907 -
1908 - Progress
1909 -
190901 - Jack Positioned with Writing Talent Leadership Standing to Advance KM
190902 -
190903 - Jack sent several letters on 060713, including a request to review a
190904 - paper that is pending release for publication. ref SDS 60 JX4M
190906 -  ..
190907 - Submitted ref DIT 1 0001 to Jack saying...
190908 -
190909 -    1.  Following up on your letter, ref DRP 2 0001, from July 13th,
190910 -        ref SDS 60 EG3I, you have a strong flair for capturing
190911 -        attention with writing.  Combining this with a personal history
190912 -        of medical issues, and the fact that health care will occupy
190913 -        increasing attention by an expanding segment of the population
190914 -        (baby boomers), presents an opportunity to advance your
190915 -        interest in Knowledge Management for biology and medical work,
190916 -        ref DIT 1 0001, shown by Jack's paper reviewed on 060713.
190917 -        ref SDS 60 6357
190919 -         ..
190920 -    2.  Steven Pinker points out in his book "How the Mind Works" that
190921 -        error is a feature, ref SDS 6 3196, not a bug of human
190922 -        cognition. ref DIT 1 QJ6O
190924 -         ..
190925 -    3.  Evolution of the brain favored speed over accuracy under
190926 -        the common rule that "...separates the quick from the dead."
190927 -        ref DIT 1 5O7K
190929 -         ..
190930 -    4.  This design is effective competing with creatures of greater
190931 -        size, speed, and strength on the African savanna. ref DIT 1
190932 -        QO8F  Doug Engelbart points out in a 1992 article that vastly
190933 -        changing the scale of relationships changes results of cause
190934 -        and effect, reviewed on 991222. ref SDS 9 1596  Doug didn't say
190935 -        it quite like that, but he clearly captured the essence of
190936 -        quantum mechanics theory, reviewed on 040312. ref SDS 29 GT4O
190937 -        Advance of civilization is changing the equation between speed
190938 -        and accuracy for human affairs.  Today, the primary concern is
190939 -        no longer avoiding the designs of large furry predators, nor
190940 -        capturing same for the daily repast.  Much, if not most, human
190941 -        cognitive energy expended in meetings, calls and documents is
190942 -        directed toward future action, rather the here and now, as
190943 -        related in NWO. ref OF 11 156O
190945 -         ..
190946 -    5.  Since the human mind is designed to overlook errors on the
190947 -        basis that adjustments can be resolved by the context of taking
190948 -        action, shifting the character of work from reaction to
190949 -        proaction based on analysis and communication, collaboration,
190950 -        coordination, etc., has a dramatic impact on results by
190951 -        compounding error that is endemic to mentalese, noted by
190952 -        Pinker, Landauer, et al. ref DIT 1 HR9L
190953 -
190955 -         ..
190956 -        Oncology Project Management and Knowledge Management
190957 -
190958 -
190959 -    6.  You might therefore consider making this a focus of your papers
190960 -        and talks.  Oncology mentioned in your letter on July 13 (see
190961 -        below), is primarily a project management process.  Millie's
190962 -        doctor for example makes examinations, but his primary task is
190963 -        directing the work of others. ref DIT 1 HT4J  It turns out that
190964 -        "knowledge management" is a more apt description of medical
190965 -        practice in oncology (see on 020321 primary care physician
190966 -        assigned to oncology for project management to direct the work,
190967 -        ref SDS 23 MA3F), because the doctor must make connections
190968 -        between information from multiple sources and grasp causal
190969 -        correlations, implications and nuance in time to be effective.
190970 -        This is very hard to do without tools for support because
190971 -        cancer and medical care in general are very complex processes
190972 -        that must integrate personal and organizational memory for
190973 -        effective management.  See for example, consideration of Mil's
190974 -        current issues for prescribing treatment. ref SDS 58 K36G
190976 -         ..
190977 -    7.  Without tools and support, the record of daily events is
190978 -        overwhelming to doctors and patients, ref DIT 1 HU6H, under the
190979 -        rules of complexity reviewed on 040312. ref SDS 28 CA5I
190981 -         ..
190982 -    8.  Your current interest in federating ontologies, reviewed on
190983 -        060713, ref SDS 60 JX4M, can play an important role helping
190984 -        doctors and patients, ref DIT 1 6W6N. work together in
190985 -        partnership to avoid being overwhelmed, called out by Kaiser's
190986 -        Healthwise Handbook, reviewed on 990625, ref SDS 7 4185, and
190987 -        instead make complexity a powerful intelligence asset in
190988 -        medical management. see review of complementarity on 040312.
190989 -        ref SDS 29 486I, and complexity. ref SDS 28 5P9I
190990 -
190991 -           [On 060831 SDS subject index consider sharing with new
190992 -           customers, letter to Gary with copy to Morris and to Jack.
190993 -           ref SDS 61 2I7K
190995 -         ..
190996 -    9.  You have also discussed the need for "sensemaking." see Jack's
190997 -        letter received on 040622. ref SDS 32 FM5W  Both "sense making"
190998 -        and organization need to be integrated, i.e., narrative and
190999 -        structure, (see POIMS chronology, context, connection,
191000 -        ref OF 6 8555) to yield patterns of cause and effect for
191001 -        solving difficult problems in health care and other fields.
191002 -        ref DIT 1 CX3J  Integrated design transforms complexity from a
191003 -        liability into an asset. reviewed on 040312, ref SDS 28 5P9I
191005 -         ..
191006 -   10.  The human mind is essentially an integrating machine that
191007 -        manages time and context.  Tools you are making at SRI in the
191008 -        CALO project and Open Iris, reviewed on 060211, ref SDS 53
191009 -        5W6L, are helping to augment human intelligence for striking a
191010 -        better balance between speed and accuracy, ref DIT 1 FJ4I, (see
191011 -        again Pinker, and review of "complementarity" on 040312.
191012 -        ref SDS 29 KM4K)
191014 -         ..
191015 -   11.  Your writing skills and flair for leadership can help improve
191016 -        health care by framing a constructive role for Knowledge
191017 -        Management and Intelligence support using tools and practices.
191018 -        As people gain confidence "making sense" of personal health
191019 -        care, benefits of "working intelligently" will leak into daily
191020 -        tasks getting things done on the job.  You might consider
191021 -        putting a team together that includes Jeff Conklin, and Cliff
191022 -        Joslyn at LANL, who bring complementary perspectives that aid
191023 -        transformation. ref DIT 1 5L5I
191024 -
191025 -
191026 -
191028 -  ..
1911 -
1912 -
1913 - 1547
1914 -
191401 - Received ref DRT 1 0001 from Jack responding to ref DIT 1 0001
191402 - submitted earlier today, per above. ref SDS 0 YV4G
191404 -  ..
191405 - Jack says...
191406 -
191425 -
191426 -
191428 -  ..
191429 - Submitted ref DIT 1 0001 to Jack and responding to his letter,
191430 - ref DRT 1 0001, per above. ref SDS 0 6R5B
191431 -
191432 -    1.  Thanks for commenting today, ref SDS 0 6R5B, on the letter this
191433 -        morning, ref SDS 0 YV4G, that correlates medical oncology with
191434 -        project management. ref SDS 0 YV5R  Your view that patients
191435 -        would never "see" this correlation makes a lot of sense.
191436 -        ref SDS 0 4R86
191438 -         ..
191439 -        Some patients would see oncology and medical practice generally
191440 -        as an exercise in "project management," but most patients
191441 -        simply want to be "fixed," as you indicate.  Millie's doctor,
191442 -        for example, recently said during a meeting on 060428 that he
191443 -        has never had a customer ask for a test report. ref SDS 55 NL4N
191444 -        Doctors get sloppy, they get tired, distracted, angry when
191445 -        pressed, and frustrated when they can't manipulate the
191446 -        computer.  They get used to skipping the details, and simply
191447 -        glancing at the "Impression" section; then summarize this to
191448 -        the patient.  Summarizing "impressions" of complex findings is
191449 -        a high risk practice.
191451 -         ..
191452 -    2.  Medical tests and analysis are subject to a wide range of
191453 -        errors, and so must be reviewed and aligned for effective
191454 -        diagnosis.  Without regular review, all systems degrade as
191455 -        entropy rises.  Adding "intelligence" by connecting chronology
191456 -        and context necessarily strengthens medical practice under the
191457 -        locality principle.  Since most patients are not familiar with
191458 -        the opportunity to improve care through "partnership" with the
191459 -        doctor, a "patient assistant" role can fill the gap in
191460 -        knowledge management.  Of course some argue that bumbling in
191461 -        health care helps "thin the heard." I'm not sure the average
191462 -        patient would see this as the natural solution to global
191463 -        warming, escalating real estate prices, gridlock on the
191464 -        highways, world peace, etc.
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1915 -