CONTACTS 

SUBJECTS
SDS Marketing, Learning time, Create SI, Contacts DB
Controlled Visibility, Review & Comments
All Inclusive, Takes a Long Time to Learn
Complexity of Management is Organized
Correlation Accepted Practice Concepts, 910418
Good Management Define Intelligence Memory Organization Analysis Alig
Organizational Memory New Resource Enables Action in Context
SDS Combines Social and Analytic Capabilities Makes it Harder to Lear
Vision Good Management Capturing Organizational Memory Adding Intelli
Slowing Down to Speed Up and Succeed Faster
Time Not Enough Too Busy Making Money Having Fun to Improve or Try
Invest Intellectual Capital Capture Organizational Memory Who What Wh
Invest Time Saves Time SDS Adds Intelligence to Management Proactive
Learning Investing Time Extra Requires Faith Courage Until ROI Establ
Productivity Intelligence Context Analysis Story Organizational Memor
Learn New Methods Stable Leads to Productivity Improvement
Making Money Too Many People Having Too Many Problems Competence Need
Organizational Memory Not Enough Time to Write Everything Down Write

3820 -
3820 -    ..
3821 - Summary/Objective
3822 -
382201 - Follow up ref SDS 4 0001, ref SDS 3 0001.
382202 -
382203 - Ross is considering pilot testing SDS at home.  Discussed advantage of
382204 - pilot testing at work. ref SDS 0 WS7M  Integration of management tasks
382205 - enables SDS to strengthen human intelligence and organizational memory
382206 - but makes it harder to learn and begin delivering benefits, so people
382207 - are encouraged to keep using it.  The need for these features to be
382208 - used together harms marketing, because people only have 20 minutes to
382209 - pilot test, and that is not enough to learn SDS and begin getting
382210 - benefits. ref SDS 0 LQ5O  Good management seems more expensive,
382211 - because bad management costs nothing initially.  SDS takes less time
382212 - than learning good management, and costs less than bad management.
382213 - ref SDS 0 X45M
382215 -      ..
382216 -     [....called Morris who explained conventional management methods,
382217 -     ref SDS 5 8812, and discussed cultural resistance to improving
382218 -     communication. ref SDS 5 U87H
382219 -
382226 -
382227 -
382228 -
382230 -  ..
3823 -
3824 -
3825 - Discussion
3826 -
382601 - SDS Will Be Tried at Home Before Using it at Work
382602 -
382603 - Ross has not yet installed SDS.  He plans to install it at home,
382604 - first.  He is getting a new cpu at work next month, and he will
382605 - install it on that. I recommended he try to get a 60 to 80 MB hard
382606 - drive, so he has plenty of capacity.
382608 -  ..
382609 - We reviewed the need to pilot test SDS on actual management work
382610 - in order to encounter circumstances that SDS supports, and gain enough
382611 - experience to have faith that investing intellectual captial improves
382612 - productivity, earnings and stock prices.
382614 -  ..
382615 - Obviously, it is a big challenge to switch all at once from using
382616 - conventional manual management practice that relies on talking and
382617 - handwritten notes (see discussion with Morris later this evening,
382618 - ref SDS 5 8812) to using SDS that uses technology to strengthen human
382619 - thinking. again ref SDS 5 7499
382620 -
382621 -      [...below, Ross notes that software that is successful at IBM
382622 -      only takes 20 minutes to learn. ref SDS 0 5U6K
382624 -  ..
382625 - The learning curve is a big issue, because people need to keep getting
382626 - things done using existing skills, while improving those skills to get
382627 - more done with fewer mistakes, so that earnings increase and lives
382628 - are saved.
382629 -
382631 -  ..
382632 - Improving Management and Earnings Takes More than 20 Minutes
382633 - Integrated Technology to Improve Management Takes More Time to Learn
382634 - SDS Has a Broad Range of Integrated Tasks to Improve Management
382635 -
382636 - Ross has read the Overview of the SDS manual, about 15 pages of the
382637 - Editor manual, and 10 or so pages of the SDS chapter.
382639 -  ..
382640 - He explained initially feeling the SDS chapter should preceeed the
382641 - Editor, but he recognized after reading the SDS material, that the
382642 - Editor is critical to using SDS for improving management.
382644 -  ..
382645 - Ross said the broad range of integrated tasks SDS supports to improve
382646 - management, makes the Manual complex, which makes SDS more difficult
382647 - to learn than other programs he has tried while working at IBM.
382649 -  ..
382650 - Ross explained that other software programs take about 20 minutes to
382651 - learn.  He feels there isn't enough time to improve earnings when
382652 - software takes more than 20 minutes to an hour to learn, because there
382653 - is usually a meeting to attend, a call to make, or customer to visit
382654 - about ironing out communication problems in order to fix mistakes,
382655 - then it is time to go home.
382657 -       ..
382658 -      [...Morris explaines communication, solving problems take 80% of
382659 -      management time. ref SDS 5 8812
382661 -       ..
382662 -      [...Morris only has 20 minutes to learn how to improve
382663 -      productivity and earnings; cannot use SDS because integrated
382664 -      tasks are harder to learn. ref SDS 5 2079
382666 -       ..
382667 -      [On 901003 Ross tried again to learn SDS and found the integrated
382668 -      design to improve productivity and earnings seems like overkill
382669 -      unless the company provides support. ref SDS 8 QX44
382671 -       ..
382672 -      [On 920215 Morris reported similar experience. ref SDS 13 5774
382674 -       ..
382675 -      [On 920402 Ross seemed to relate issue of using SDS to improve
382676 -      earnings conflicts with IBM culture where image and style require
382677 -      reliance on conversation. ref SDS 14 0344
382678 -
382679 -
382680 -
382682 -  ..
382683 - Improvement Requires Slowing Down to Speed Up Learning Better Methods
382684 - Slowing Down to Speed Up Learning Better Methods Improves Productivity
382685 -
382686 - We discussed the challenge of improving management practice and
382687 - limited time in relation to learning new ways of doing traditional
382688 - tasks that improve productivity and earnings.  Sometimes we have to
382689 - slow down in order to speed up.  This requires not attending some
382690 - meetings, not talking on the phone, not visiting customers for a short
382691 - time, in order to invest time for learning to make meetings calls and
382692 - visits with customers more productive.
382694 -       ..
382695 -      [...below, integration needed to improve productivity, earnings
382696 -      and stock prices, increases time to learn SDS. ref SDS 5 R17O
382697 -
382698 -
382699 -
382700 -
3828 -

SUBJECTS
Cost Intelligence Proactive Management Avoid Problems Mistakes Discov
Front-end Investment Difficult Managers to Make, Wideman
SDS Takes More than 20 Minutes to Learn How to Improve Productivity E

5405 -
540601 -  ..
540602 - Good Management Price of Success Cheaper than Cost of Bad Management
540603 - Integration Makes SDS Powerful to Improve Earnings and Hard to Learn
540604 -
540605 - Ross asked why SDS is complex and hard to learn, when other programs
540606 - are learned in 20 minutes, per above? ref SDS 0 QY6L  He feels this is
540607 - a disadvantage for SDS because....
540608 -
540609 -    a.  People like the satisfaction of accomplishment from learning
540610 -        new things quickly, and
540612 -         ..
540613 -    b.  Organizational policy requires conformity using information
540614 -        technologies that brought prior success; experimerimenting is
540615 -        discourged in order to allocate time for generating revenue
540616 -        with proven practices for meetings, calls, and documents.
540617 -
540618 -            [On 920402 organizational imperatives and peer pressure
540619 -            encourage conformity to a culture based on style and image.
540620 -            ref SDS 14 0344
540622 -             ..
540623 -            [On 040203 bureaucracy encourages reliance on sustaining
540624 -            technologies and discourages innovation. ref SDS 54 E44K
540626 -         ..
540627 -    c.  People resist spending more time learning because information
540628 -        technology mandated for meetings, calls, and documents takes up
540629 -        all the time on the job, and
540630 -
540631 -            [On 960205 managers waste 70% of the day in unproductive
540632 -            meetings. ref SDS 28 5222
540634 -         ..
540635 -    d.  Most new methods turn out not to be helpful, and so investing
540636 -        more than 20 minutes presents a huge risk of lowering
540637 -        productivity by taking time away from using existing methods
540638 -        for getting things done.
540640 -             ..
540641 -            [....Morris doesn't have enough time to write notes twice.
540642 -            ref SDS 5 5930
540644 -             ..
540645 -            [On 910529 SDS counterintuitive hard to learn. ref SDS 9
540646 -            9989
540648 -             ..
540649 -            [On 901003 Ross tried again to learn SDS and found the
540650 -            integrated design to improve productivity and earnings
540651 -            seems like overkill unless the company provides support.
540652 -            ref SDS 8 QX44
540654 -             ..
540655 -            [On 910911 investors looking for easy diggings back
540656 -            software that can be learned in 20 minutes; feel improving
540657 -            productivity is no important, because everybody assumes
540658 -            something they can learn in 20 minutes and looks like
540659 -            Microsoft products, will improve productivity. ref SDS 10
540660 -            4U5L
540662 -             ..
540663 -            [On 911121 Morris doesn't have enough time to learn SDS.
540664 -            ref SDS 11 7420
540666 -             ..
540667 -            [On 920215 frustrations learning to save time and money
540668 -            cause executives to give up and use methods that waste time
540669 -            and money. ref SDS 13 5820
540671 -             ..
540672 -            [On 940121 "Killer Application" that improves productivity
540673 -            of management. ref SDS 19 6301
540675 -             ..
540676 -            [On 950710 book "The Trouble with Computers" getting
540677 -            computers to improve human thinking, necessary to improve
540678 -            productivity, is hard to do. ref SDS 25 1222
540680 -             ..
540681 -            [On 951022 investors worried Killer Application that
540682 -            improves productivity needed to sustain inflated stock
540683 -            prices. ref SDS 27 6565
540685 -             ..
540686 -            [On 970919 article reports study found IT reduces
540687 -            productivity because tools that can be learned in 20
540688 -            minutes do not improve anything. ref SDS 29 4739
540690 -             ..
540691 -            [On 950710 book "The Trouble with Computers" says
540692 -            technology to aid human thinking is hard to design and
540693 -            complex. Software that is easy to learn in 20 minutes does
540694 -            improve anything. ref SDS 25 1222 and ref SDS 25 3Y7J
540696 -             ..
540697 -            [On 950915 Ross suggested creating a Windows version of SDS
540698 -            so it is easier to learn. ref SDS 26 1930
540700 -             ..
540701 -            [On 990530 multi-tasking Enter for entering other records
540702 -            and documents integrates thousands of commands to execute
540703 -            automatically; increases command and control of the work to
540704 -            make working intelligently fast and easy, and takes less
540705 -            time to learn. ref SDS 36 2R63
540707 -             ..
540708 -            [On 000307 knowledge management is a lot of hard work using
540709 -            information technology. ref SDS 40 ZM9H
540711 -             ..
540712 -            [On 000227 Eric Armstrong explained risks investing more
540713 -            than 20 minutes to pilot test new methods are huge.
540714 -            ref SDS 39 5952
540716 -             ..
540717 -            [On 001219 SDS new way of working. ref SDS 44 QT6F
540719 -             ..
540720 -            [On 010428 explain challenge of marketing SDS because
540721 -            people get discouraged if they cannot improve stock prices
540722 -            in 20 minutes. ref SDS 47 VR5O
540724 -             ..
540725 -            [On 010908 Jack Park reported laziness is an emotional
540726 -            drive to select "fools gold" that seems fast and easy to
540727 -            pick up in 20 minutes, rather than invest time and effort
540728 -            to create real value. ref SDS 50 YF5O
540730 -             ..
540731 -            [On 040203 bureaucracy resists change through command and
540732 -            control of people that reduces command and control of the
540733 -            work, ref SDS 54 WM9K; people try to recover by having more
540734 -            meetings, calls and email that induces information overload
540735 -            where there is no time to invest for improvement.
540736 -            ref SDS 54 NK4J
540738 -             ..
540739 -            [On 050118 Henry van Eyken sites studies in neuroscience
540740 -            showing emotion often overrides reason in decisions make
540741 -            about selecting new tools and methods to learn and deploy.
540742 -            ref SDS 55 D26O
540743 -
540745 -  ..
540746 - Ross raises several important points...
540748 -  ..
540749 - One --
540750 -
540751 -     How to determine when to invest more than 20 minutes to learn new
540752 -     skills and use them long enough to evaluate whether productivity,
540753 -     earnings and stock prices are improved?
540755 -  ..
540756 - Determination to invest more than 20 minutes can be based on...
540757 -
540758 -    1.  Work product of the new system compared to work product of
540759 -        existing methods.  Does SDS work product, like this record,
540760 -        seem desirable for getting things done correctly, on time and
540761 -        within budget?
540763 -         ..
540764 -    2.  Examine results where SDS work product has been used, reported
540765 -        recently on 890324. ref SDS 1 LZ5F  How does this compare to
540766 -        work product using existing methods?
540768 -         ..
540769 -    3.  If results using SDS work product seem desirable, estimate how
540770 -        much time would it take to produce SDS work product with other
540771 -        methods that can be learned in 20 minutes?  If it would take a
540772 -        lot of time to create SDS records using other methods, then it
540773 -        might be worthwhile to invest more than 20 minutes to learn and
540774 -        use SDS that makes good management fast and easy.
540776 -  ..
540777 - Two --
540778 -
540779 -     Why does software that improves productivity take more than 20
540780 -     minutes to learn? ref SDS 0 5U6K  Why can't IBM, Lotus Notes,
540781 -     Microsoft and others make software to improve management that
540782 -     people can learn in 20 minutes in the same way that people learn
540783 -     software that doesn't improve productivity, per above? ref SDS 0
540784 -     5U6K
540786 -  ..
540787 - Management software is hard to develop and to learn because in crude
540788 - terms, "management" is the "brains" of the outfit.  Human thinking
540789 - must be aided by improving a range of integrated tasks called out in
540790 - POIMS. ref OF 1 2688  Integrated tasks applied in the flexible
540791 - structure of human thinking are complex, as explained in 890523,
540792 - ref SDS 2 YN8J, and this extends the learning curve, like learning to
540793 - drive a car or use the alphabet, which both take more than 20 minutes.
540795 -  ..
540796 - However, if a critical mass of complementary tasks is not improved,
540797 - there will be no gain in productivity.  There is no choice. If we wish
540798 - to improve management, we must identify tasks that aid the
540799 - intelligence process of "connecting the dot" showing cause and effect.
540800 - We must build tools for efficient integration that makes
540801 - implementation fast, easy, fun, effective, smooth and seamless, called
540802 - out in POIMS, ref OF 1 8559, because only the synergy of integration
540803 - leverages the power of human intellect.  Better tools alone are not
540804 - enough.  Good management, also, requires investing time to learn
540805 - implementation, regardless of how long it takes.  If we don't care
540806 - about saving lives, time and money, if we feel things are going okay,
540807 - then don't worry about investing more than 20 minutes to learn how to
540808 - improve productivity, earnings and stock prices.
540809 -
540810 -      [On 030813 report that some people don't care how much damage is
540811 -      caused using information technology, and are willing to work as
540812 -      hard as necessary performing rework to fix problems, so long as
540813 -      they can use existing skills. ref SDS 53 2G9U
540815 -  ..
540816 - Technology that is "intuitive" and easy to learn provides momentary
540817 - feelings of power, and satisfaction of having gained something
540818 - valuable with minimal effort, like finding fools gold, noted by Ross
540819 - above as a powerful marketing advantage. ref SDS 0 5U6K
540820 -
540821 -      [On 910529 SDS counterintuitive hard to learn. ref SDS 9 9989
540823 -       ..
540824 -      [On 931130 Drucker recommends managers learn how to do new things
540825 -      rather than doing old things better. ref SDS 18 E34M
540827 -       ..
540828 -      [On 950710 Landauer says people are attracted to computers that
540829 -      do not improve productivity, because there is an emotional
540830 -      feeling of "effectance" from learning something that provides
540831 -      immediate feedback of cause and effect, e.g., strike a key, see
540832 -      something happen. ref SDS 25 0738
540834 -       ..
540835 -      [On 001004 "fools gold defined. ref SDS 42 636N
540837 -  ..
540838 - Selling software that is easy to learn can sustain sales for a short
540839 - while, but soon people turn to the next gadget that seems neat and
540840 - cool because learning occurs in 20 minutes.  When productivity is not
540841 - improved, then earnings and stock prices fall.  Accordingly, SDS is
540842 - designed to improve productivity, and as people discover the value of
540843 - intelligence to improve earnings and stock prices, they have a clear
540844 - choice between fast and easy to learn, or making more money.  SDS is
540845 - like the alphabet: it takes a little time to learn in the beginning,
540846 - but then yields dividends for a lifetime of enhanced literacy, as
540847 - explained in POIMS. ref OF 1 ER3G
540849 -       ..
540850 -      [On 940121 "Killer Application" improves productivity of
540851 -      management. ref SDS 19 6301
540853 -       ..
540854 -      [On 940916 computers are sold by people who do not use them, and
540855 -      are purchased by people who do not use them, and are then given
540856 -      to people who only have 20 minutes to learn to use them.
540857 -      ref SDS 22 8209
540859 -       ..
540860 -      [On 951022 investors worried Killer Application that improves
540861 -      productivity needed to sustain inflated stock prices. ref SDS 27
540862 -      6565
540864 -       ..
540865 -      [On 001207 too many people having too many problems causes
540866 -      productivity, earnings and stock prices to fall. ref SDS 43 V54M
540868 -  ..
540869 - Maybe a compromise can be achieved.  As noted above, ref SDS 0 WS7M, a
540870 - scaled down version of SDS may enable people to learn a few features
540871 - in 20 minutes that deliver immediate benefits, and thereby encourage
540872 - continued use that expands awareness of advantages learning the full
540873 - range of SDS capability.
540875 -  ..
540876 - In any case, 20 minutes may be optimistic for learning to improve
540877 - productivity, earnings and stock prices under the SDS Typical Day
540878 - Scenario. ref OF 2 0001
540879 -
540880 -      [On 920402 discussed this idea again. ref SDS 14 4E5I
540881 -
540883 -  ..
540884 - Vision of SDS
540885 - Expanding Power of Good Management Used Consistently
540886 -
540887 - SDS is designed to improve management by improving "intelligence" and
540888 - organizational memory, which is a complex process.  Management is
540889 - responsible for planning to be prepared, and for communication to
540890 - guide daily work.  This requires a combination of analysis and social
540891 - skills to figure out what orders to give, and to give orders in a way
540892 - that is effective.  Deciding what orders to give requires setting
540893 - objectives, organizing, analysing, aligning communication with
540894 - objectives, summarizing to focus on the big picture, and getting
540895 - feedback to verify things are getting done correctly, on time and
540896 - within budget. see POIMS. ref OF 1 0367
540898 -       ..
540899 -      [...below, discussed "listening" skills to understand and methods
540900 -      to follow up are essential to compliment skills for getting
540901 -      people to say "yes." ref SDS 5 CJ9J
540903 -       ..
540904 -      [On 010321 new movement in Knowledge Management combines social
540905 -      and technology skills. ref SDS 45 8B4N
540907 -  ..
540908 - People go to school to learn about improving productivity, earnings
540909 - and stock prices.  SDS takes less time and works better than going to
540910 - school for learning to use good management consistently that captures
540911 - and uses organizational memory accurately minute by minute, hour by
540912 - hour, over days, months and years.  The time and cost to learn SDS is
540913 - much less than the time and cost to fix problems caused by bad
540914 - management.  Moreover, the time and expense to learn SDS is repaid
540915 - within a few months, and thereafter the return is compounded througout
540916 - a lifetime of better management.  For example, IBM could save money by
540917 - not giving Ross a desk, but investing time and money to make
540918 - management productive improves earnings and stock prices, i.e., it is
540919 - the price of success.
540921 -  ..
540922 - Everyone knows that good management is not free, but it costs less
540923 - than bad management, which brings loss, conflict, crisis and calamity.
540924 - The dilemma is that we don't how much bad management costs until it is
540925 - too late.  The dilemma is compounded by SDS, because organizational
540926 - memory has traditionally been a personal responsibility.  Only the
540927 - government pays for intelligence support to capture and analyse
540928 - organizational memory.
540930 -       ..
540931 -      [On 900809 Ross noted SDS organic subject structures take longer
540932 -      than 20 minutes to learn, create and apply; indicated SDS ability
540933 -      to manage subjects is a big advantage. ref SDS 7 3M4H
540935 -       ..
540936 -      [On 940121 "Killer Application" improves productivity of
540937 -      management. ref SDS 19 6301
540939 -       ..
540940 -      [On 951022 investors worried Killer Application that improves
540941 -      productivity needed to sustain inflated stock prices. ref SDS 27
540942 -      6565
540944 -       ..
540945 -      [On 000709 Bill DeHart at PG&E explains SDS work product is
540946 -      easier to use for management than conventional IT work product,
540947 -      because SDS has a natural organization; his perspective is on the
540948 -      basis of being supported by a com manager, rather than learning
540949 -      to use SDS, as Ross discusses today. ref SDS 41 0784
540950 -
540952 -  ..
540953 - Organizational Memory New Capability Takes Time to Learn
540954 - Executives are Good Learners, but Bad Habits Difficult to Improve
540955 - Experience Makes Performing Common Tasks Faster, Better, Cheaper
540956 -
540957 - SDS is harder to learn than other software, because it supports
540958 - integrated tasks to plan, perform and report through a continual
540959 - "intelligence" process that aids human memory and reasoning, which
540960 - other software does not support.  Learning technology that augments
540961 - intelligence to organize and remember cause and effect is awkward at
540962 - first, because the human mind maintains organizational memory in the
540963 - background, so it doesn't take any time and doesn't seem to cost
540964 - anything, until mistakes occur that cost a lot.  Then people talk
540965 - about not being told, nobody ever tells me anything, I was on
540966 - vacation, I can't think of everything at once, why is this always
540967 - happening to me, etc. see POIMS. ref OF 1 0557
540969 -       ..
540970 -      [On 980815 US military and foreign policy failures caused by lack
540971 -      of "intelligence." ref SDS 35 0001
540973 -  ..
540974 - Executives get and issue a lot of information every day in constant
540975 - communication, and innately manage organizational memory of who, what,
540976 - when, where, why, and how things happen through associative and
540977 - comparative prisms (i.e. paradigms, attitudes, opinions, and
540978 - objectives to name a few) that filter complexity into a few simple
540979 - decision positions.  SDS emulates this process through a design of
540980 - "Controlled Visibility" that adds "intelligence" to process
540981 - information into a more useful cognitive resource commonly called
540982 - "knowledge." see POIMS. ref OF 1 1103
540984 -          ..
540985 -         [...below conventional management practice discussed with
540986 -         Morris. ref SDS 0 8812
540988 -          ..
540989 -         [On 921205 Covey identifies good work habits of successful
540990 -         people. ref SDS 16 2231  7 obstacles to good management.
540991 -         ref SDS 16 6013
540993 -      ..
540994 -     Of course filtering suppresses and thereby hides subtleties that
540995 -     can result in critical failures through misperception (i.e.
540996 -     misunderstanding); so, SDS has the ability to gradually reveal
540997 -     complexity through a series of simple windows that open widening
540998 -     arrays of knowledge using controlled visibility.
541000 -  ..
541001 - Managers perform a lot of simple mechanical tasks to aid memory, which
541002 - are learned over many years, not all at once.  This learning is ad hoc
541003 - observation and experimentation that becomes ingrained as habit rather
541004 - than conscious act. These habits are compatible with a manual world:
541005 - paper, file folders, calendars, pencil, desk drawers cabinets, "in"
541006 - and "out" baskets.  The generic, flexible nature of tools and systems
541007 - managers use permits easy application to a wide range of tasks
541008 - supported by SDS.
541010 -       ..
541011 -      [On 921205 review of Covey analyses difficulty of changing
541012 -      personal work habits. ref SDS 16 4803
541014 -  ..
541015 - SDS seems complex, because learning to do a lot of simple tasks with a
541016 - different kind of technology, called a computer, has two specific
541017 - hurdles.....
541018 -
541019 -      1.  Learning how SDS accomplishes tasks people are doing by
541020 -          paper, pencils, file cabinets, scotch tape, calendars and
541021 -          note books for capturing and organizing information.
541023 -           ..
541024 -      2.  Learning to obtain information without using familiar tools
541025 -          of looking through a file folder or through papers on a desk
541026 -          that prompt human memory.  Information in a computer requires
541027 -          different ways to prompt human memory, which are not familiar
541028 -          and so are uncomfortable in the beginning.
541030 -  ..
541031 - Once this initial learning curve is accomplished, SDS makes it fast
541032 - and easy to perform the complexity of good management tasks day in and
541033 - day out, i.e., consistently.
541034 -
541035 -     [On 921205 Covey says changing bad work habits to good management
541036 -     practices is hard. ref SDS 16 4803
541038 -      ..
541039 -     [On 980307 Andy Grove at Intel notes that people like to work on
541040 -     familiar things in familiar ways, ref SDS 31 3740, so work
541041 -     improvement is a big challenge. ref SDS 32 2648
541042 -
541043 -
541044 -
541045 -
5411 -

SUBJECTS
Not Enough Time to Write Everything Down
Time Not Enough to Read and Write
Writing "everything" down Not Needed to Understand
Knowledge Worker Communication Manager Adds Intelligence to Informati
Bad Management Cheaper than Good Management in the Moment Failure Cos
SDS Pays for Itself Savings Rework Litigation Good Management Front-e
Documentation Paperwork Improved by Intelligence Listening Organizati
Gist 5% Memory Big Opportunity Improve Productivity Avoid Mistakes Or
Writing Everything Down Not Enough Time, Ross Amrstrong Management Di

8611 -
861201 -  ..
861202 - Important Capture Record Don't Write Everything Down
861203 - Write Everything Down Not Required Capture What is Important
861204 -
861205 - Ross said another problem is that SDS is overkill because you have to
861206 - write everything down, and then entering handwritten notes into SDS
861207 - means writing things down twice.  This takes extra time.
861209 -  ..
861210 - Ross asked how does anybody find the time to write things into SDS if
861211 - they are going to meetings and working with people all day?
861213 -  ..
861214 - Ross feels there isn't enough time to write everything down in SDS in
861215 - order to get benefits from organizational memory.  He noted that IBM
861216 - uses communication to reduce paperwork.  IBM training teaches managers
861217 - to work hard getting things done, rather than waste time writing
861218 - everything down.  He feels that people skills for problem handling
861219 - expedite the work by using good communications.
861221 -       ..
861222 -      [...Morris also concerned about duplication writing notes twice,
861223 -      ref SDS 5 5930, having to write everything down, and fitting in
861224 -      with traditional business culture. ref SDS 5 6993
861226 -       ..
861227 -      [...executives worry effective communication requires better
861228 -      listening. ref SDS 5 CJ9J
861230 -       ..
861231 -      [...overkill SDS solution to information overload that improves
861232 -      remembering only 5% of the gist of things. ref SDS 5 U87H
861234 -       ..
861235 -      [On 950426 executive training consultants apply IBM's method of
861236 -      teaching hard work and good communication expedites getting
861237 -      things done. ref SDS 24 2394
861239 -       ..
861240 -      [On 980808 example of working hard on problem handling.
861241 -      ref SDS 34 1125
861243 -       ..
861244 -      [On 011005 since people only remember 5% - 10% of the gist of
861245 -      things, it isn't necessary to write evrything down.  If we only
861246 -      capture another 5% - 10% this doubles productivity, yet still
861247 -      leaves 90% to 80% that is not being managed.  That seems like a
861248 -      good bargain to avoid "overkill." ref SDS 51 9V5G
861250 -       ..
861251 -      [On 010411 Jack Park worried about unnecessary overkill writing
861252 -      down every little thing cited at SRI. ref SDS 46 X34F
861254 -       ..
861255 -      [On 081219 doctor concerned that writing down every little thing
861256 -      prevents good health care focusing on important issues.
861257 -      ref SDS 57 589M
861259 -       ..
861260 -      [On 070201 0800 Jackie, clinical trial coordinator at UCSF, cites
861261 -      dilemma of spending time to write things down and checking for
861262 -      accuracy leaves reduces time to do the work. ref SDS 56 GV4J
861264 -       ..
861265 -      [On 100829 0700 Ross discussing challenge of finding time to
861266 -      write everything down, based on 20 years experience at IBM.
861267 -      ref SDS 58 7A4K
861269 -  ..
861270 - Investing time and money for good management is the price of success;
861271 - bad management is initially cheaper than the cost to succeed, because
861272 - it requires doing nothing, as discussed above. ref SDS 0 5U6K  Adding
861273 - intelligence to management is not "paperwork."  Intelligence in SDS
861274 - shows knowledge of cause and effect that improves productivity and
861275 - increases earnings. ref OF 1 KE1T and ref OF 3 15TI
861277 -       ..
861278 -      [On 921205 Covey is a popular management expert; says accurate
861279 -      understanding gets things done correctly to avoid delay and cost
861280 -      of rework, and keeping a diary sharpens acuity. ref SDS 16 2229
861282 -       ..
861283 -      [On 931130 Drucker talks about analysis, core managemenet task to
861284 -      get things done. ref SDS 17 7911  Drucker says communication is
861285 -      not as easy as it seems. ref SDS 17 3851
861287 -       ..
861288 -      [On 940121 "Killer Application" that improves productivity of
861289 -      management. ref SDS 19 6301
861291 -       ..
861292 -      [On 951022 investors worried Killer Application that improves
861293 -      productivity needed to sustain inflated stock prices. ref SDS 27
861294 -      6565
861296 -       ..
861297 -      [On 971008 government report found cost savings SDS ROI 10:1.
861298 -      ref SDS 30 5775
861300 -       ..
861301 -      [On 980405 intelligence adds value to paperwork, documentation.
861302 -      ref SDS 33 3307
861304 -       ..
861305 -      [On 001219 SDS new way of working. ref SDS 44 QT6F
861307 -  ..
861308 - The solution to worrying about writing everything down is don't write
861309 - everything down; capture what is important to objectives,
861310 - requirements, and commitments, ref OF 1 20EH, and add "intelligence"
861311 - by using SDS to electronically "connect the dots" of cause and effect
861312 - that identify critical actions for success.
861313 -
861314 -      [On 010228 a little intelligence from some communication,
861315 -      improves all communication. ref SDS 49 T55L
861317 -  ..
861318 - SDS provides a flexible structure to capture more organizational
861319 - memory within the time available than can be done with conventional
861320 - methods, explained on 890523. ref SDS 2 P13O  Analysis for
861321 - understanding can be fleshed out later, if necessary, when time
861322 - permits.  SDS added power does not require that people create more
861323 - organizational memory to save time and money.  SDS empowers people to
861324 - invest the time already used for thinking, pondering and worrying
861325 - about what happened, and what needs to be done as a result. This time
861326 - is more productive using SDS to think through solutions and plan
861327 - action, rather than just worrying. see POIMS, ref OF 1 3742
861329 -       ..
861330 -      [...below, Morris concerned about having to write notes twice.
861331 -      ref SDS 5 8850
861333 -       ..
861334 -      [On 940510 managers waking up 0300 screaming about what has been
861335 -      overlooked. ref SDS 20 9482
861337 -       ..
861338 -      [On 001219 using SDS new way of working. ref SDS 44 QT6F
861340 -  ..
861341 - Ross said it is not always clear what is important at the time things
861342 - happen, so you are not sure how much to write down.  Something may
861343 - turn out later to be important that doesn't seem important at the
861344 - time.  Since managers don't have enough time for analysis to figure
861345 - out what is important, it seems faster and easier to rely on immediate
861346 - impressions.  That way you save time by not writing notes twice.
861348 -       ..
861349 -      [On 911123 Morris explained executives are taught to go by what
861350 -      feels good at the moment, rather than waste time on analysis to
861351 -      figure out what is important to earnings. ref SDS 12 1331
861353 -       ..
861354 -      [On 921127 Morris reported that small, inconsequential details
861355 -      turn out later to cause major problems. ref SDS 15 0674
861357 -       ..
861358 -      [On 931130 Drucker indicates analysis is important management
861359 -      responsibility. ref SDS 17 7911
861361 -  ..
861362 - People use judgement to write useful intelligence within the time
861363 - available.  SDS facilitates adding context later when there is more
861364 - time.  Special tools in SDS for aligning new information with
861365 - objectives, requirements and commitments enable people to discover
861366 - important correlations, implications and nuance that are otherwise
861367 - hidden by the pace of daily work.  A specialist, like a scribe, can
861368 - capture a greater share of organizational memory and add
861369 - "intelligence" to create knowledge as an enterprise resource, if the
861370 - value at risk justifies more thorough effort than current staff can
861371 - accomplish.
861373 -       ..
861374 -      [On 950327 developed concept of Com analyst. ref SDS 23 6118
861375 -
861376 -
861377 -
861378 -
861379 -
861380 -
8614 -

SUBJECTS
SDS Stress Knowledge is Power and Power is a Big Responsibility
Psychologically Demanding Com Manager Consistently Discovering Notify
Responsibility Notice Burden of Knowledge
Psychologically Overwhelming Constant Exposure to Error
Magnifying Glass of Law on Truth and Causation
Little Deviations Lead to Big Problems

A308 -
A30901 -  ..
A30902 - SDS Converts Information into Knowledge that Increases Responsibility
A30903 - Knowledge is Power Brings Burdens of Responsibility, Accountability
A30904 -
A30905 - Ross feels there is still a stress factor he cannot quite explain
A30906 - that makes SDS seem harder to use.
A30908 -  ..
A30909 - One reason might be that capturing organizational memory to save time
A30910 - and money, brings an added burden to exercise the power of knowledge
A30911 - responsibly.  Being ignorant avoids this burden, under the rule
A30912 - ignorance is bliss.
A30913 -
A30914 -      [On 991108 Ross submitted a paper Hutch wrote for school on the
A30915 -      legend of Prometheus, exemplifying the burden of responsibility
A30916 -      that comes with the power of knowledge. ref SDS 37 5368
A30918 -  ..
A30919 - Another reason SDS causes stress is because it works like a magnifying
A30920 - glass to identify deviations in communications and daily work from
A30921 - objectives, requirements and commitments, which are otherwise hidden
A30922 - from the mind's eye, i.e., overlooked, until disaster occurs.
A30924 -  ..
A30925 - Encountering constant deviations, i.e., errors, is psychologically
A30926 - demanding work.  Giving notice of mistakes in order to obtain
A30927 - corrections that strengthen accuracy in a constructive manner that
A30928 - does not cause emotional trauma and accusations of not being a team
A30929 - player, adds to stress.  This is particularly problematic when
A30930 - deviations are small.  Little deviations are easy to fix in the
A30931 - beginning, so they don't grow into big problems, as Aristotle warned
A30932 - 2,000 years ago (see NWO, ref OF 3 4564), but people don't like to
A30933 - work on small problems, because it seems like "overkill" at the time,
A30934 - as reported on 890324. ref SDS 1 LZ5F  In the beginning it seems
A30935 - faster and easier to ignore small problems, and then later it seems
A30936 - expedient to cover-up having ignored small problems. Neither is stress
A30937 - avoided by succumbing to social pressure and witholding notice, since
A30938 - silence about known problems causes stress from worry about harm to
A30939 - others.
A30940 - ..
A30941 - Ross has not yet encountered these concerns, since he is just
A30942 - starting out in his management career, but he may be sensing this
A30943 - eventuality in his questions this evening.
A30944 -
A30945 -     [On 010725 report that big organizations resist work on small
A30946 -     problems, seems like overkill, ignore cover-up to avoid proactive
A30947 -     problem handling that requires analysis for intelligence.
A30948 -     ref SDS 48 02EW
A30949 -
A30950 -
A30951 -
A30952 -
A30953 -
A30954 -
A30955 -
A310 -

SUBJECTS
Organizational Memory Investing Intellectual Capital Enables Action B
Action Based on Context from Capturing Organizational Memory Increase
Action in Context of Organizational Memory
Time Capture Organizational Memory More Productive than Worrying
Writing Discloses Mistakes Before Impacts Work
Integration Makes SDS Powerful Increases Difficulty to Learn Dilemma
20 Minutes to Learn SDS for Improving Productivity Earnings and Stock
Good Management Defined Intelligence Memory Organization Analysis Ali
Organic Subject Structure Like Alphabet Accounting DNA
Thinking through Writing Intelligence Integrates Time Information Cre

BM12 -
BM1301 -  ..
BM1302 - SDS Guides Action in Context of Organizational Memory
BM1303 - Experiment to Develop Procedures Capturing Applying Orgz Memory
BM1304 -
BM1305 - Organizational memory on who, what, when, where, why and how things
BM1306 - happen day-to-day is created by investing intellectual capital from
BM1307 - meetings, calls and correspondence.  This is a new resource that SDS
BM1308 - technology makes practical, explained in POIMS. ref OF 1 1101 and
BM1309 - ref OF 1 2300
BM1311 -  ..
BM1312 - We have to experiment to discover effective implementation, i.e. how
BM1313 - much to write down and how much analysis is needed based on context,
BM1314 - objectives, requirements and value at risk.  If there is a lot at
BM1315 - stake, then more time is needed for analysis.
BM1317 -  ..
BM1318 - Everybody does planning, thinking, pondering and worrying mostly in
BM1319 - the mind through self-dialog and through discussion with colleagues.
BM1320 - Occassionally, a memo is prepared to explain decisions, background and
BM1321 - procedures that guide daily work.  Most of this writing is done by
BM1322 - groups like Strategic Planning and the Legal Department, because
BM1323 - people fear accountability, more than than they fear ignorance and
BM1324 - seek enlightenment.  Managers write letters for the limited purpose of
BM1325 - confirming notice of understandings and actions being taken; sometimes
BM1326 - a letter formalizes notice of instructions or makes objection.
BM1327 - Executive training urges that letters be clear and concise, saying as
BM1328 - little as possible.  Lack of context, however, causes error, so good
BM1329 - management practice requires communication to be complete, which
BM1330 - presents a dilemma of how to be concise and clear, because a complete
BM1331 - record is complex, and complexity is inherently unclear.
BM1332 -
BM1334 -  ..
BM1335 - Deliberative Analysis Adds Context Makes Action Effective
BM1336 - New Way of Thinking through Writing - Deliberative Analysis
BM1337 - Thinking Through Writing New Way Working Using Deliberative Analysis
BM1338 - Context Organizational Memory Enables Enables Effective Management
BM1339 -
BM1340 - Executives are taught to track action items, but are not taught that
BM1341 - the context of action, which requires tools, skills and time to
BM1342 - develop organizational memory, makes action effective.  As a result,
BM1343 - analysis is not a significant part of daily management, and action is
BM1344 - a process of continual bumbling and correcting mistakes.
BM1346 -       ..
BM1347 -      [On 911123 Morris reported executive training encourages work by
BM1348 -      conversation because it is fast and easy; people feel good
BM1349 -      expediting the work by using conversation. ref SDS 12 1331
BM1351 -       ..
BM1352 -      [On 940121 "Killer Application" that improves productivity of
BM1353 -      management. ref SDS 19 6301
BM1355 -       ..
BM1356 -      [On 951022 investors worried Killer Application that improves
BM1357 -      productivity needed to sustain inflated stock prices. ref SDS 27
BM1358 -      6565
BM1360 -       ..
BM1361 -      [On 001207 too many people having too many problems causes
BM1362 -      productivity, earnings and stock prices to fall. ref SDS 43 V54M
BM1364 -  ..
BM1365 - SDS supports a process of deliberative analysis for "thinking through
BM1366 - writing" that makes literacy a stronger force for understanding and
BM1367 - follow up, see POIMS, ref OF 1 3742, which are the weakest aspects of
BM1368 - management. The SDS process of investing intellectual capital captures
BM1369 - a greater share of daily work experience.  Writing things down in a
BM1370 - coherent story, per below, ref SDS 5 9Y5I, and linking them up to
BM1371 - align with history, objectives, requirements and commitments, then
BM1372 - adding subjects for organic structure, and further, adding multiple
BM1373 - headings that summarize meaning is a form of metric, or magnifying
BM1374 - glass, that identifies conflicts and errors in daily communication
BM1375 - that are otherwise overlooked when performing the work, due to limited
BM1376 - time and span of attention.  Providing and receiving continual
BM1377 - feedback further refines accuracy of understanding.  Since
BM1378 - communication is a predicate to action, using SDS gives people a
BM1379 - chance to change course before mistakes occur.  This form of proactive
BM1380 - problem handling saves time and money by reducing the cost of rework
BM1381 - required to fix mistakes.
BM1383 -      ..
BM1384 -     [On 940609 deliberative analysis discussed in relation to alphabet
BM1385 -     technology. ref SDS 21 3U7J
BM1387 -      ..
BM1388 -     [On 980808 discussed problem handling in Ross' work. ref SDS 34
BM1389 -     4140
BM1391 -      ..
BM1392 -     [On 991122 Engelbart wants new way of thinking and working.
BM1393 -     ref SDS 38 3696
BM1394 -
BM1396 -  ..
BM1397 - Dilemma Consistent Good Management Improves Earnings, but Complex
BM1398 - Consistent Use of Good Management Practices Improves Productivity
BM1399 -
BM1400 - Capturing organizational memory and linking it up into chronologies of
BM1401 - cause and effect provides a powerful resource that is not available
BM1402 - using conventional management practice.
BM1404 -  ..
BM1405 - Integrated SDS functions strengthen cognitive skills to think,
BM1406 - remember and communicate.  Just like alphabet technology leverages the
BM1407 - ability to remember and reason, SDS improves this classic advance in
BM1408 - human acuity by integrating time and information to produce a more
BM1409 - powerful cognitive resource commonly called knowledge.  SDS makes it
BM1410 - faster and easier to consistently capture organiztional memory, link
BM1411 - it up to objectives, requirements and commitments, and obtain feedback
BM1412 - to improve accuracy of understanding.  Better memory improves basic
BM1413 - reasoning.  SDS integrated scheduling improves follow up.
BM1415 -  ..
BM1416 - This presents a dilemma.
BM1418 -  ..
BM1419 - Integration that makes SDS easy to use for consistently applying good
BM1420 - management practice that improves productivity, earnings and stock
BM1421 - prices, also, makes SDS hard to learn, as Ross notes.
BM1422 -
BM1423 -      [On 900319 research shows better memory improves reasoning
BM1424 -      ability. ref SDS 6 0702
BM1426 -  ..
BM1427 - The human mind converts information into knowledge basically on the
BM1428 - fly using an automatic pilot called "intelligence."  People don't have
BM1429 - to think about intelligence, and so it doesn't seem to take any time,
BM1430 - as explained in POIMS. ref OF 1 0561  Augmenting native intelligence
BM1431 - to improve management therefore requires a counterintuitive technology
BM1432 - process that is hard to understand, because the mental process is
BM1433 - hidden. see POIMS. ref OF 1 V57N
BM1435 -  ..
BM1436 - The manual for SDS must identify these tasks, and explain how to
BM1437 - accomplish them.  It is long because managers perform a long list of
BM1438 - tasks learned over a long time.
BM1439 -
BM1441 -  ..
BM1442 - Integration Improves Management Software, Harder to Learn
BM1443 -
BM1444 - Conventional management software has a narrow range of applications
BM1445 - for wordprocessing, spreadsheets and data base, e.g., Contacts; each
BM1446 - is a separate environment.  SDS combines word processing and data base
BM1447 - applications to achieve a new, more powerful set of tools that could
BM1448 - be called a.....
BM1450 -  ..
BM1451 -                    Spreadsheet for Knowledge
BM1452 -
BM1454 -  ..
BM1455 - This is very powerful, but to use this power Users have to learn a
BM1456 - richer palette of capabilities.  This takes more than 20 minutes which
BM1457 - folks have available for learning to improve productivity, earnings
BM1458 - and stock prices, per Ross point above. ref SDS 0 5U6K
BM1460 -  ..
BM1461 - Difficulty learning SDS, because it is more useful than other software
BM1462 - programs, is balanced by the fact that learning and using good
BM1463 - management consistently, is much harder than learning and using SDS.
BM1464 - Failing to use good management consistenly is much more costly than
BM1465 - initial front-end investment to learn SDS.
BM1466 -
BM1467 -      [On 940121 "Killer Application" improves productivity of
BM1468 -      management. ref SDS 19 6301
BM1470 -       ..
BM1471 -      [On 950710 Landauer says people are attracted to computers that
BM1472 -      do not improve productivity, because there is an emotional
BM1473 -      feeling of "effectance" from learning something that provides
BM1474 -      immediate feedback of cause and effect, e.g., strike a key, see
BM1475 -      something happen. ref SDS 25 0738
BM1477 -       ..
BM1478 -      [On 951022 investors worried Killer Application that improves
BM1479 -      productivity needed to sustain inflated stock prices. ref SDS 27
BM1480 -      6565
BM1481 -
BM1482 -
BM1483 -
BM1484 -
BM1485 -
BM15 -