CONTACTS 

SUBJECTS
Backcharges to Voith from Sletten
A02 - Extend Current Contract
Analysis of Pending Tasks
Status, Evaluation
Psychologically Demanding, Truth
Welch Management Method
Communication Engineer/Manager
Ship at Sea, Communication Manager is
Leadership Overcomes Resistance to Comm Metrics
Psychologically Demanding Eternal Vigilence Unpopular, Vietnam, McNam
Seasick Crew Make Enough Waves to Give Notice Future Dangers Avoid Mu
Internal Management Fears Accountability

3614 -
3614 -    ..
3615 - Summary/Objective
3616 -
361601 - Follow up ref SDS 6 0000.
361602 -
361603 - Completed analysis of DNRC's memo on Welch assignment and
361604 - recommendations for DNRC management oversight of Broadwater.
361606 -  ..
361607 - Submitted the record on 920109, ref SDS 6 0001, responding to a
361608 - request by DNRC's counsel for issues that require support.
361610 -  ..
361611 - Discussed this with Wayne and Sarah and agreed to extend the Welch
361612 - Agreement for 3 months.
361613 -
361614 -
361615 -
361617 -  ..
3617 -
3618 -
3619 - Meeting with Wayne
3620 -
362001 - Seasick Caused by Knowledge of Future Problems
362002 - SDS - Psycyologically Demanding
362003 - Communication Manager - Raise Issues, Not Temperatures
362004 -
362005 - Wayne posed an analogy showing the challenge of leadership to get
362006 - timely, accurate organizational memory for understanding daily
362007 - communications based on relevant contextual history, objectives,
362008 - requirements and commitments; and, also, to balance this effort with
362009 - another important need to avoid alienating the people being helped.
362011 -  ..
362012 - Wayne said people get mad when they see issues in SDS records that
362013 - everybody overlooked.  He used the analogy of a ship on a seemingly
362014 - calm sea, and Welch is making people uncomfortable with reports of
362015 - dangerous waves forming over the horizon observed in the Crows Nest
362016 - high above the deck.  Wayne is trying to keep the crew from a mutiny,
362017 - so everyone can help solve impending problems.
362018 -
362019 -     [On 920128 SDS records make people mad; they have to disrupt their
362020 -     work to check small, innocuous details in their notes and files
362021 -     that SDS shows in a context they do not remember; it is
362022 -     frustrating not being able to find critical details, and having to
362023 -     tell their boss and colleagues their first report was mistaken.
362024 -     ref SDS 7 3862
362026 -  ..
362027 - This illustrates the power of knowledge created with the SDS the
362028 - intelligence process of anticipating future consequences by connecting
362029 - the dots to understand cause and effect.
362030 -
362031 -     [On 920128 applied Wayne's concept of a "lookout" in the Crow's
362032 -     Nest posed during a meeting with Wayne's boss, the Director of
362033 -     DNRC. ref SDS 8 1199
362035 -      ..
362036 -     [On 920128 people get mad because Rod seems to be "directing" the
362037 -     work; Wayne points out that Rod doesn't direct anything; the SDS
362038 -     record of events empowers people responsible for directing the
362039 -     work to direct in compliance with objectives, requirements and
362040 -     commitments to save lives, time, and money. ref SDS 7 3354
362042 -      ..
362043 -     [On 920210 DNRC can't get head above water. ref SDS 10 0051]
362045 -      ..
362046 -     [On 940628 Wayne attributed problem of managers not using SDS to
362047 -     "laziness." ref SDS 11 0550
362049 -      ..
362050 -     [On 951103 Chips and L&C tried psychologists. ref SDS 13 4355]
362052 -      ..
362053 -     [On 990505 airport executive found "attitudes" need to change in
362054 -     order to use Com Metrics. ref SDS 18 4732]
362056 -      ..
362057 -     [On 990527 cultural forces keep managers from using "intelligence"
362058 -     ref SDS 19 1233]
362060 -      ..
362061 -     [On 991108 legend of Prometheus develops dilemma of the ages,
362062 -     "Truth or Consequences." ref SDS 20 5810]
362064 -  ..
362065 - Sarah requsted references of people and firms whom she and Walt can
362066 - call to verify Welch's expertise on assisting DNRC with project
362067 - management.  DNRC has work history with Welch that establishes
362068 - expertise, and so should rely on that.  If the references say Welch is
362069 - great, but the work product is inadequate then, Welch should not be
362070 - retained, regardless of what others say.
362071 -
362073 -     ..
362074 -    Truth is Psychologically Demanding, Embarrassing, Kill Messenger
362075 -
362076 -    Sarah said Walt is concerned because he appears "foolish" in some
362077 -    memos.
362078 -
362079 -         On 911213 DNRC met about calling Voith to demand performance
362080 -         of its agreement. ref SDS 5 0770  Walt advocated a course of
362081 -         action that was tried and failed in 1988, but which nominally
362082 -         seems attractive. ref SDS 4 4536
362084 -          ..
362085 -         It was difficult to convey the urgency of not repeating past
362086 -         mistakes, without crafting language that showed the similarity
362087 -         of Walt's idea with the prior efforts.
362089 -  ..
362090 - Wayne is concerned that if Walt feels uncomfortable working with SDS
362091 - records, then Welch will be out of the loop, and this will weaken DNRC
362092 - communication (discussed below, ref SDS 0 T46K)  He proposed initially
362093 - having meetings 3 times a week to review progress where Welch will
362094 - attend and produce a record with analysis of progress.
362095 -
362096 -        [...below, Sarah will draft an amended agreement. ref SDS 0
362097 -        QO5M
362099 -         ..
362100 -        [On 951101 to avoid communication breaking down; psychologists
362101 -        were used in other settings. ref SDS 12 5500
362102 -
362104 -  ..
362105 - Internal Management Wants Only External Intelligence
362106 - Welch Management Method Does Not Direct, Aligns Work with Objectives
362107 - Com Manager Aligns the Record that Helps People Direct the Work
362108 -
362109 - Sarah expressed a concern about Welch directing the Engineer.  She
362110 - requested references showing that Welch is qualified to "direct" the
362111 - work, following up the discussion yesterday. ref SDS 6 6982
362112 -
362113 -    Wayne noted that Welch does not "direct" people.  The Welch
362114 -    contract calls for SDS analysis to support management, based on
362115 -    favorable results using SDS during construction of Broadwater Dam.
362116 -    Helping get things done needed for good management is not
362117 -    "directing" anybody
362118 -
362119 -        [On 920128 more complaints Welch directing the work.
362120 -        ref SDS 7 3354
362122 -     ..
362123 -    Sarah feels that SDS helps Wayne illustrated by the record on
362124 -    911205. ref SDS 3 8402, but others in DNRC feel Rod is directing
362125 -    everybody by putting interpretations in the record that are
362126 -    incorrect.  Wayne reviewed Sarah's recommendation in September to
362127 -    hire Welch for SDS support, based on favorable experience in 1988.
362128 -    Everybody got SDS records at that time, and there was no concern
362129 -    about Rod "directing" people.  On 881003 Sarah compared SDS records
362130 -    to a tape recording and found the records are accurate, and
362131 -    excellent for helping DNRC manage the work. ref SDS 1 7007  What
362132 -    has changed?
362133 -
362135 -     ..
362136 -    Light of Intelligence on Internal Management Does Not Feel Good
362137 -    Feel Good Management Everybody Doing Their Best Based on Trust
362138 -
362139 -    Sarah said that in 1988 SDS records mostly concerned contractors,
362140 -    but now it is mostly about DNRC internal management, because DNRC
362141 -    has assumed duties for which it is not responsible, rather than
362142 -    requiring contractor performance.
362143 -
362144 -        [On 920208 explains cascading problems that cause internal
362145 -        management to feel pressure by failing to exercise rights to
362146 -        require performance by external management. ref SDS 9 0051
362148 -     ..
362149 -    People don't feel good getting help aligning communication, because
362150 -    everybody is doing their best with a complex, difficult job that is
362151 -    hard to remember everything. Worrying about what is in the record
362152 -    all the time hampers trust and listening needed for cooperation,
362153 -    because it seems like Rod is directing the work, even though Wayne
362154 -    explains people direct themselves with an accurate record on
362155 -    objectives, requirements and commitments, per above. ref SDS 0 0869
362156 -    Sarah feels that everyone paying close attention in meetings will
362157 -    improve listening to help DNRC get things done better than SDS can.
362158 -    Sarah wants Wayne to listen to concerns she and Walt are raising
362159 -    today about avoiding the pressures of accuracy, rather than others
362160 -    listen to Wayne about benefits of accuracy.
362162 -          ..
362163 -         [On 920210 Sarah explains tensions between internal and
362164 -         external management again. ref SDS 9 6546
362166 -          ..
362167 -         [...below, Sarah worried about the record again. ref SDS 0
362168 -         9482
362170 -     ..
362171 -    Listening Requires Accurate Understanding and Follow Up
362172 -    Dilemma People Want Better Listening But Not Accurate Communication
362173 -
362174 -    Wayne asked how can records that enable accurate understanding of
362175 -    communication harm "listening"?  Since the Broadwater project is
362176 -    complex, getting the work into a record makes it easier to remember
362177 -    critical tasks.  He suggested that rather than worry about what is
362178 -    in the record, use it to do the work.  He gets the same analysis
362179 -    that everybody else gets with action items, questions and scenarios
362180 -    showing alignment with the contract and everything else.  Notice of
362181 -    ideas, opportunities and problems helps busy people be alert to
362182 -    tasks that need attention.  Wayne explained how he uses SDS records
362183 -    to "direct" himself in deciding what action to take, if any,
362184 -    including what directions to issue for accomplishing DNRC
362185 -    objectives and complying with contractual obligations.
362186 -
362187 -         [...below, Sarah says people do not have enough time to make
362188 -         rational, coherent explanations of decisions because everybody
362189 -         is busy fixing past mistakes. ref SDS 0 7777
362191 -          ..
362192 -         [On 920128 Wayne explains accurate communication to improve
362193 -         listening makes people mad. ref SDS 7 EZ9M
362195 -          ..
362196 -         [On 920210 Sarah says people hate accountability. ref SDS 9
362197 -         1194
362199 -     ..
362200 -    Wayne noted that others at DNRC draft memos proposing actions all
362201 -    the time.  Analysis in SDS helps account for the facts, objectives
362202 -    and obligations DNRC has incurred.  This provides opportunity to
362203 -    review rationale in advance rather than worrying about being
362204 -    second-guessed, or having to be adjusted later.
362205 -
362206 -        [On 920128 Wayne raised this point. ref SDS 7 3354
362208 -         ..
362209 -        [On 961017 USACE worried about Welch "directing" the
362210 -        contractor. ref SDS 14 1127
362212 -         ..
362213 -        [On 961125 Port of Oakland objects to Welch directing meetings.
362214 -        ref SDS 15 6009
362216 -         ..
362217 -        [On 961205 Port objects again to Welch conducting meetings.
362218 -        ref SDS 16 3425
362220 -  ..
362221 - After the meeting, Sarah asked me to draft a proposed amendment #2,
362222 - based on the language of the memo discussed today, as the scope of the
362223 - agreement.  Initially, she felt we concluded an amendment that is not
362224 - needed because we decided we would continue the present scope, but
362225 - then realized we need the amendment for funding.
362226 -
362227 -
362228 -
362229 -
362230 -
362231 -
3623 -

SUBJECTS
Backcharges to Voith from Sletten, A00000000end Current Contract
Social Constraints Internal "Feel Good" Management
Discovery, Advantages and Restraints on saving the Record
Too busy to manage effectively, Welch Management Method
Time, Not Enough, So Need Communication
Usefull Technology Can be Used A Lot
SDS Used alot, Like a Truck Driver Drives a
Haste Makes Waste, Avoid
Pressures Use Good Management Review Record Takes Time Uncomfortable

5511 -
551201 -  ..
551202 - Protecting a Client from Risks of "Feel Good" Management
551203 -
551204 - Sarah expressed a concern that DNRC is in the position of Tudor with
551205 - respect to the SDS record showing Tudor managed Broadwater improperly
551206 - and so she wants to avoid using SDS for DNRC management in order to
551207 - avoid liability rather than to avoid mistakes that cause liability.
551209 -  ..
551210 - On 881007 Tudor was concerned about this risk. ref SDS 2 0951  On
551211 - 890324 Tudor termianted Welch.
551212 -
551213 -      [On 920210 managers "hate" accountability. ref SDS 9 1194
551214 -
551215 -      [On 980405 fear of accountability was reviewed. ref SDS 17 5065]
551217 -  ..
551218 - I explained DNRC's interests have been considered in creating the
551219 - record.  DNRC can review the record to ensure it adequately
551220 - accomplishes this objective and it can take appropriate action where
551221 - reasonable concerns arise indicating improvements are needed.
551222 -
551223 -    We discussed the back and forth on the Dec 13 telecon with Voith in
551224 -    which Sarah proposed adding language on engineering matters, but
551225 -    offered changes that had nothing to do with engineering.
551227 -     ..
551228 -    She was also concerned that DNRC incurred $4,000 in expense for
551229 -    outside legal opinions on firing Tudor which was unnecessary.
551230 -
551231 -         I would like to see the legal opinon on firing Tudor.
551232 -
551234 -  ..
551235 - Too Busy to Avoid Mistakes
551236 - Deleting the Record to Avoid Harm Slippery Slope to Murphy's Law
551237 -
551238 - Sarah said she does not having time to develop a rational explanation
551239 - for changes she feels are needed in the record.  She believes it saves
551240 - time and cost for DNRC to simply delete parts of the record that seem
551241 - "harmful" without developing a rational explanation.
551242 -
551243 -    The purpose of creating the record is to spur analysis, that is to
551244 -    indicate to someone that an issue takes more time than would
551245 -    otherwise be applied.  Another thing that is overlooked is that I
551246 -    spend hours analysing stuff, and so necessarily have a greater
551247 -    incite into an issue.  This does not mean I will have the best
551248 -    answer, but there is a greater liklihood I will have the better
551249 -    answer.  When the record is changed without rational explanation,
551250 -    then those making such changes and all others affected are denied
551251 -    the opportunity to "discover" the inadequacy in their position, the
551252 -    caution and prudence is removed that otherwise increase the chance
551253 -    for accuracy and sound decision making.
551255 -  ..
551256 - When we rush ahead to implement spur of the moment impressions, it
551257 - seems like a lot is getting done, but most of the time we are actually
551258 - creating more mistakes to spend more time correcting in a week, a
551259 - month a year!
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551261 -
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551264 -
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5513 -