CONTACTS 

SUBJECTS
New Reality Business Becoming More Complex New World Order
Productivity Requires Changes in Organization Structure New Work Role
Drucker, Peter New Realities Require Doing Things Differently to Meet

1605 -
1605 -    ..
1606 - Summary/Objective
1607 -
160701 - Follow up ref SDS 29 0000.
160702 -
160703 - This continues review of Drucker's book. ref SDS 29 9046
160704 -
160705 -
160707 -  ..
160708 - Organizational Structure Changes to Meet Challenges of New Realities
160709 - Work Role Changes in Job Structure Essential to Improve Productivity
160710 - New Realities of 21st Century - Business Becoming More Complex
160711 -
160712 - Drucker says on page 34 business is becoming more complex and this is
160713 - a new reality that managers must prepare to meet. ref OF 6 1775
160714 -
160715 -        ...on page 513, managers need a systematic supply of organized
160716 -        knowledge for decisions of business enterprise in a complex and
160717 -        rapidly changing technology, economy, and society. ref OF 6
160718 -        J822
160720 -  ..
160721 - Drucker warns that information overload harms management productivity,
160722 - ref SDS 0 2855, and says "knowledge" is the critical ingredient of
160723 - productivity, as discussed above, ref SDS 29 2134, essential for
160724 - civilization to advance. ref SDS 29 1199
160726 -  ..
160727 - Drucker recognizes that the role of knowledge worker requires changes
160728 - in job structure, careers and organizations as drastic as those which
160729 - resulted from scientific management. ref OF 6 2364  Below, he calls
160730 - for analysis as a core management responsibility to be proactive in
160731 - preparing to meet future conditions. ref SDS 0 7911
160732 -
160733 -      [...below, Drucker explains better management requires doing
160734 -      things differently, rather than doing the same things better.
160735 -      ref SDS 0 1DW2
160737 -       ..
160738 -      [On 020705 professional event at UCB sponsored by CITRIS to
160739 -      improve homeland security discussed changes in organizational
160740 -      structure to enable intelligence. ref SDS E6 WE3H
160742 -  ..
160743 - Since Drucker further notes that people have given up on communication
160744 - because, as noted in POIMS, communication is the biggest risk in
160745 - enterprise, ref OF 2 R69H, and that analysis is a critical task to
160746 - provide organizational memory, this suggests a change in job structure
160747 - to provide a role for adding intelligence to daily management, as
160748 - called out in POIMS, ref OF 2 V8P1 and NWO. ref OF 3 6369
160749 -
160750 -      [On 970707 USAFIT study reports management implodes to entropy
160751 -      because information explosion from constant meetings, calls, and
160752 -      documents overwhelms memory; people cannot cope with complexity.
160753 -      ref SDS 79 0108
160755 -       ..
160756 -      [On 980307 Andy Grove cites new realities that impact management,
160757 -      requires working intelligently to prepare copious notes analysing
160758 -      work that avoids ambiguity of mental maps. ref SDS 91 1209
160760 -       ..
160761 -      [On 001219 8 steps using SDS for new way of working intelligently
160762 -      that makes information an asset. ref SDS D2 4W4L
160763 -
160764 -
160765 -
160766 -
1608 -

SUBJECTS
New Reality Business Becoming More Complex New World Order
Productivity Requires Changes in Organization Structure New Work Role

2204 -
220501 -  ..
220502 - Investing to Discover Innovation Core Responsibility of Management
220503 - Reengineering is TQM Concept of Search for Continual Improvement
220504 -
220505 - Drucker sets out a rationale for management innovation. ref OF 6 WW30
220506 -
220507 -     A business enterprise can exist only in an expanding economy, or
220508 -     at least in one which considers change both natural and
220509 -     acceptable. And business is the specific organ of growth,
220510 -     expansion, and change.
220512 -      ..
220513 -     The second function of a business is, therefore, innovation--the
220514 -     provision of different economic satisfactions. It is not enough
220515 -     for the business to provide just any economic goods and services;
220516 -     it must provide better and more economic ones. It is not necessary
220517 -     for a business to grow bigger; but it is necessary that it
220518 -     constantly grow better.
220520 -        ..
220521 -       [On 990527 Christensen points out in the Innovator's Dilemma
220522 -       economic and cutlural forces that inhibit innovation is going
220523 -       concerns. ref SDS A6 9711 and ref SDS A6 4077
220525 -      ..
220526 -     Innovation may result in a lower price--the datum with which the
220527 -     economist has been most concerned, for the simple reason that it
220528 -     is the only one that can be handled by quantitative tools. But the
220529 -     result may also be a new and better product, a new convenience, or
220530 -     the definition of a new want.
220532 -      ..
220533 -     The most productive innovation is a different product or service
220534 -     creating a new potential of satisfaction, rather than an
220535 -     improvement.  Typically this new and different product costs
220536 -     more--yet its overall effect is to make the economy more
220537 -     productive.
220539 -  ..
220540 - ...and further at ref OF 6 TF6G
220541 -
220542 -    In the organization of the business enterprise innovation can no
220543 -    more be considered a separate function than marketing.  It is not
220544 -    confined to engineering or research but extends across all parts of
220545 -    the business, all functions, all activities.  It cannot be confined
220546 -    to manufacturing business. Innovation in distribution has been as
220547 -    important as innovation in manufacturing; and so has been innova-
220548 -    tion in an insurance company or in a bank.
220550 -  ..
220551 - This supports idea that managers use SDS records to support continual
220552 - improvement through continual learning that brings innovation.
220553 -
220554 -     [On 950924 creativity defined by Hofstadter. ref SDS 53 1683]
220555 -
220556 -    Supports Communication Metrics theory in NWO that a new work role
220557 -    is needed to use SDS, like a pilot that flys an airplane, to align
220558 -    communication, similar to the way accountants align daily finances.
220559 -    ref OF 3 6369  Below, Drucker says analysis is a big responsibility
220560 -    of management. ref SDS 0 7911  Therefore, if the new reality of
220561 -    information overload is preventing this responsibility from being
220562 -    performed, then a Com Manager seems like an effective change in
220563 -    organization structure.
220565 -       ..
220566 -      [On 950911 Toffler's cite challenge of accomodating a faster
220567 -      paced world. ref SDS 52 0001
220569 -       ..
220570 -      [On 980307 Andy Grove's book "Only the Paranoid Survive" says
220571 -      that leadership must help managers change one way or the other to
220572 -      meet new realties. ref SDS 89 1566]
220574 -       ..
220575 -      [On 971202 HQ USACE unaware of new realities. ref SDS 86 3231]
220577 -       ..
220578 -      [On 980412 CBS News reported on 60 Minutes that more information
220579 -      reduces time to think that is essential for the human mind to
220580 -      produce useful knowledge. ref SDS 93 0000]
220582 -       ..
220583 -      [On 980613 "Today's Engineer" says information overload is a
220584 -      burden that reduces management productivity. ref SDS 94 3499]
220586 -       ..
220587 -      [On 980905 people realize that management practice has changed
220588 -      since the 1970s. ref SDS 99 0714]
220589 -
220590 -
220591 -
220592 -
2206 -

SUBJECTS
Management Looking Forward by Understanding History Enables Effective
Scientific Management Leaves False Impression Work Analysis Requires
Integrate Tasks Improves Management Requires Learning Complex Process
Drucker, Peter Advance Requires Doing New Things Doing Things Differe

3906 -
390701 -  ..
390702 - Planning Primary Task of Management to Secure the Future
390703 -
390704 - Drucker says "planning" is major task of good management, ref OF 6
390705 - 2894, which reflects the SDS design of integrating time and
390706 - information. see POIMS at ref OF 2 8951 and ref OF 2 8535
390708 -  ..
390709 - POIMS defines "management" as a forward thinking analysis and planning
390710 - activity, see POIMS, ref OF 2 CZ8O, that empowers people to succeed
390711 - despite limited span of attention. ref OF 2 9878
390712 -
390714 -      ..
390715 -     Knowledge Management 4 Principles of Production
390716 -     Knowledge Work Improved by Similar Methods as Manual Tasks
390717 -     Mangement Improvement Integrates Tasks for Better Knowledge Work
390718 -     Scientific Management, Industrial Engineering Improve Management
390719 -
390720 -     Drucker notes work by Taylor, Gilbreth, and Gantt, beginning in
390721 -     the 1880s, ref OF 6 4601, and today industrial engineers, leads
390722 -     executives and managers to believe that work requires very little
390723 -     analysis. ref OF 6 2765
390725 -      ..
390726 -     This belief is manifested in the common executive mind set that
390727 -     asks for the "bottom line" and the "Big picture" because
390728 -     information density overwhelms span of attention.  When there is
390729 -     not enough time to think about knowledge of cause and effect that
390730 -     provides intelligence for effective management, people ask for
390731 -     appearance, guess and gossip, hunch and hope for success muddling
390732 -     through the perils of Murhyph's Law.
390734 -      ..
390735 -     Drucker outlines a practice of knowledge management citing four
390736 -     (4) principles of production developed for traditional manual
390737 -     work, also, apply to managing knowledge work, ref OF 6 8392, which
390738 -     he explains below is primarily analysis. ref SDS 0 XM9G
390740 -      ..
390741 -     Work improvement requires organizing on principles of a more
390742 -     advanced system, and harmonizing different systems within the same
390743 -     process.  Management has to learn how to do new things rather than
390744 -     learn to do old things better. ref OF 6 4827
390746 -      ..
390747 -     Doing things differently rather than working harder to do the same
390748 -     things better, ref OF 6 W799, reflects Drucker's call for working
390749 -     smarter by producing knowledge, rather than working harder than
390750 -     Grandfather, per above. ref SDS 0 1199
390751 -
390752 -         [...above, Drucker says better management requires changes in
390753 -         job structure that comes with new roles. ref SDS 0 1652
390755 -          ..
390756 -         [On 010126 transformation from information based on a culture
390757 -         of "documents" to a culture of knowledge advances civilization
390758 -         by improving basic literacy.
390760 -          ..
390761 -         [On 021119 people prefer culture of documents that support
390762 -         conventions of commercial enterprise rather than advancing to
390763 -         a culture of knowledge for advancing civilization. ref SDS F0
390764 -         VO9K
390766 -      ..
390767 -     Drucker says on page 70 that productivity is aided by "product
390768 -     mix." ref OF 6 4006  "Process mix" influences productivity,
390769 -     ref OF 6 5817, explained as a decision to buy or make a part,
390770 -     market directly or through independent wholesalers.
390772 -      ..
390773 -     SDS implements Drucker's theory by integrating a critical mass of
390774 -     core management processes, ref OF 2 2688, into a "plan, perform,
390775 -     report" intelligence cycle. ref OF 2 685K  Working "intelligently"
390776 -     connects cause and effect that converts mere information into the
390777 -     power of knowledge that controls the future, rather than react to
390778 -     constant conflict, crisis, and calamity.
390780 -      ..
390781 -     Integrated tasks increase the speed and accuracy of getting things
390782 -     done by simplifying the complexity of daily management. But
390783 -     learning to do new integrated tasks that save time and money is
390784 -     initially more complex than performing tasks that have already
390785 -     been learned, as explained on 890809. ref SDS 5 2U4F  Managers
390786 -     doing tasks they already know, like attend meetings, talk on the
390787 -     phone and send email, because this seems fast and easy.  People
390788 -     resistance using a new way of working that takes more than 20
390789 -     minutes to learn, no matter how much time and money it saves, as
390790 -     also reported on 890809. ref SDS 6 2079
390792 -      ..
390793 -     On 920215 new way of working too hard to learn. ref SDS 18 5820
390795 -      ..
390796 -     On 920402 new way of working to invest intellectual capital is
390797 -     resisted because managers are evaluated on style and image.
390798 -     ref SDS 19 0344
390799 -
390800 -         [On 980307 Andy Grove explains resistance to learning a new
390801 -         way of working to save time and money, because people like to
390802 -         work on familiar things in familiar ways, and successful
390803 -         executives suffer the inertia of success that denies the need
390804 -         for improvement. ref SDS 90 3740
390806 -          ..
390807 -         [On 990527 strong cultural forces prevent improving management
390808 -         using new way of working to save time and money by working
390809 -         intelligently. ref SDS A8 1233
390811 -          ..
390812 -         [On 001126 Eugene Kim calls for working harder using greater
390813 -         diligence using IT methods and tools everybody knows rather
390814 -         than learning to do new things differently with SDS for
390815 -         performing Knowledge Management. ref SDS D0 QW8I
390816 -
390817 -
390818 -
390819 -
390820 -
390821 -
390822 -
390823 -
3909 -

SUBJECTS
Context Chronologies Story Analysis Report History Who What When Whe
Good Management Define Intelligence Memory Organization Analysis Ali
Capture Record Improves Knowledge Management Organizational Memory
Analysis Listening Thinking Planning Follow Up
Span of Attention Expanded
Writing Communication Metric Reveals Lack of Understanding Difficult
SDS Innovation Dynamic Linking Causal Relationships
Killer App Intelligence Memory Organizational Personal History Exper
Diary Improves Mental Acuity Memory Reasoning Creativity Innovation
Writing Saves Time Discover Opportunity, Avoiding Mistakes, Investin
Intelligence Adds Value to Information, People, and Organizations
Reengineer Skills Add Value to Existing Staff, Early Retirees, Rathe
Writing Analysis Planning Communication Metric Reveals Lack of Under
Summary Links Details Multiple Views Controlled Visibility Manage Co
Thinking through Writing Intelligence Integrates Time Information Cr
Analysis Primay Task of Management Captures Sequence and Relationshi
Be Prepared by Doing Homework Analysis to Understand Enables Proacti
Analysis 5 Key Tasks Objectives Organize Communicate Measure and Con
Drucker Analysis Writing Primary Management Responsiblity

6821 -
682201 -      ..
682202 -     Analysis Key Ingredient of Proactive Management
682203 -     Leadership Provides Vison and Motivation to Prepare for the Future
682204 -     Management Has Five (5) Primary Tasks for effective Leadership
682205 -
682206 -     Drucker's insight that communication is more than conveying and
682207 -     receiving information, ref SDS 0 2855, supports requirements for
682208 -     analysis enabled by SDS that connects data and information into a
682209 -     coherent "story" aligned with objectives, called out by Covey
682210 -     reviewed on 921205. ref SDS 20 2231  Drucker's reliance on
682211 -     accounting complements analysis with organization and structure,
682212 -     noted above, ref SDS 0 L78J, that are enabled by SDS for adding
682213 -     "intelligence" to management, expained on 890809, ref SDS 6 8211
682214 -     again on 901006. ref SDS 12 ZS4H  On 900303 Jeremy Campbell's book
682215 -     points out that humans reason and think through stories, so
682216 -     "analysis" is a key part of augmenting human intelligence,
682217 -     ref SDS 8 3016, that is strengthened by integrating accounting
682218 -     processes to maintain alignment with an "audit trail" between
682219 -     current events and the context of prior stories that yield
682220 -     knowledge of "history" by "connecting the dots" to discover trends
682221 -     and intentions that forecast future results for planning current
682222 -     action.
682223 -
682225 -      ..
682226 -     Analysis Sequence from Chronology of History Past is Prologue
682227 -     Chronology Knowledge of Sequence Causation Controls the Future
682228 -     Connecting Dots of History Analysis Yields Power of Knowledge
682229 -     Sequence Chronology Connects the Dots to Understand Causation
682230 -
682231 -     Drucker says analysis captures sequence to study relationships, p.
682232 -     199, ref OF 6 2122 and p. 202. ref OF 6 7208, which is part of the
682233 -     "intelligence" process that "connects the dots" enabled by SDS to
682234 -     capture chronology for understanding cause and effect that
682235 -     positions information in context, as explained in POIMS.
682236 -     ref OF 2 0582
682237 -
682238 -        On 900319 an article explains accuracy of information and human
682239 -        reasoning based on information are both impacted by time.
682240 -        ref SDS 9 1323
682242 -         ..
682243 -        On 900703 Paul Teicholz at Stanford observed that managers need
682244 -        to do more analysis. ref SDS 10 1716
682245 -
682246 -           [On 940609 analysis defined in POIMS and NWO, requires
682247 -           constructing an accurate, coherent story. ref SDS 39 8854
682248 -
682249 -           [On 950517 mechanized management objections to using writing
682250 -           for verifying communications and analysis to learn meaning
682251 -           and context. ref SDS 47 8849
682253 -            ..
682254 -           [On 970917 management consultants aver analysis, and prefer
682255 -           summary of what was said. ref SDS 85 0444
682257 -            ..
682258 -           [On 991209 mechanized thinking using literacy to augment
682259 -           innate memory for better accuracy has been controversial
682260 -           since the time of Plato in 400 BC. ref SDS B9 5658
682262 -            ..
682263 -           [On 040312 laws of nature yield order, structure, pattern of
682264 -           cause and effect for logical analysis, ref SDS F4 RP6K;
682265 -           locality principle requires adding energy to connect cause
682266 -           and effect that converts information into the power of
682267 -           knowledge; Knowledge Management takes a lot of hard work
682268 -           (i.e., energy) without tools for intelligence support;
682269 -           without "knowledge," however, information overload drives
682270 -           management toward entropy, which makes email a "killer
682271 -           application" that kills productivity, from lectures on 21st
682272 -           century science. ref SDS F4 YH4G
682273 -
682275 -      ..
682276 -     Knowledge Management Practice Analysis Planning
682277 -
682278 -     Drucker explains "management" is a proactive practice that
682279 -     prepares for success in the future by using analysis, ref SDS 0
682280 -     3077, substituting "brain for brawn" (see p 68, ref OF 6 054G) and
682281 -     thought for muscle.  Substituting the power of knowledge for
682282 -     fokelore and superstitution... ref OF 6 1228), managers improve
682283 -     performance by analysis to test plans against experience. p 101,
682284 -     ref OF 6 0846  Analysis studies the record of experience to plan
682285 -     alternate courses of action and predict consequences. p 113,
682286 -     ref OF 6 XT8H  Analysis harmonizes present and future
682287 -     requirements, p 399. ref OF 6 4813  Opinion states hypothesis that
682288 -     requires rigorous testing against observable experience. p 471,
682289 -     ref OF 6 34MK
682291 -      ..
682292 -     Definition of "knowledge" seems closely related to correlating
682293 -     cause and effect based on experience under Drucker's presentation,
682294 -     but this is not expressly stated.  Managing "knowledge" therefore
682295 -     seems related to tracking work history for lessons learned.
682296 -
682297 -           [On 960304 Vannevar Bush proposed using computers to track
682298 -           work history and maintain "trails of associations" for
682299 -           improving understanding of experience. ref SDS 65 H68K
682301 -            ..
682302 -           [On 990213 Knowledge Management new terminology in popular
682303 -           press promoting technology, but "knowledge" is not defined
682304 -           and failure to identify advance or difference from
682305 -           information management. ref SDS A3 7696
682307 -            ..
682308 -           [On 000515 Peirce proposed philosophy of semiotics that
682309 -           relates knowledge with experience, ref SDS C3 0042, and
682310 -           accuracy is continually refined. ref SDS C3 7380
682312 -      ..
682313 -     Productivity of knowledge management has 4 components, cited by
682314 -     Drucker, per above. ref SDS 0 9666
682316 -      ..
682317 -     Knowledge Management seems a significant step toward making the
682318 -     "Information Revolution" productive, as presented in the popular
682319 -     press, and reviewed last month on 931008. ref SDS 24 1287
682320 -
682321 -           [On 990213 knowledge management experts do not cite Drucker,
682322 -           do not define "knowledge, make no evident distinttion
682323 -           between knowledge and information, and offer no guidance on
682324 -           how "management" applies to knowledge. ref SDS A3 0001
682326 -            ..
682327 -           [On 991025 Drucker proposes using technology to apply
682328 -           cognitive science for enabling a "Knowledge Revolution."
682329 -           ref SDS B7 0785
682331 -            ..
682332 -           [On 000327 Doug Engelbart 1972 paper cites Drucker's theory
682333 -           of management applying practice of knowledge work.
682334 -           ref SDS C2 2030
682336 -            ..
682337 -           [On 011102 Knowledge Management marketing ploy to sell
682338 -           failed seminars, consultant time, computer tools and sofware
682339 -           for information management, reported by Larry Prusak, helped
682340 -           launch Knowledge Management in 1993, ref SDS D8 SZ7O; deadly
682341 -           sin failure to define knowledge. ref SDS D8 CQ5M
682343 -            ..
682344 -           [On 011003 people giving up because productivity paralyzed
682345 -           by hopeless quagmire of complexity due to information
682346 -           overload that prevents analysis. ref SDS D5  EC5N
682348 -            ..
682349 -           [On 20608 knowledge information difference hard for people
682350 -           to understand case study. ref SDS E4 CC6J
682352 -          ..
682353 -         Drucker makes generous use of history for rules that guide the
682354 -         conduct of managers. ref SDS 0 0756  Why then does he shrink
682355 -         from saying people inherently harmonize work in the present
682356 -         with their memory of the past, i.e., experience, history, the
682357 -         record of the meeting 10 minutes ago, yesterday, the letter
682358 -         last week, the contract last year.  It's the past, present and
682359 -         future, not as a newly discovered, previously hidden dimension
682360 -         of management, but as an endemic part of human cognition that
682361 -         makes continual mistakes due to information overload, and so
682362 -         is the core target for improving management, productivity and
682363 -         earnings simply by strengthening the cognitive process of
682364 -         integrating past, present and future. That's the "ball game,"
682365 -         as shown in POIMS. ref OF 2 5884
682366 -
682368 -          ..
682369 -         Difficulty Writing Points to Incomplete Understanding
682370 -
682371 -         On page 484 Drucker relates an old saying among writers:
682372 -         "Difficulties with a sentence mean confused thinking.  It is
682373 -         not the sentence that needs straightening out, it is the
682374 -         thought behind it." ref OF 7 8281
682376 -          ..
682377 -         Supports concept of thinking through writing as a metric of
682378 -         understanding, ref OF 2 3742, and reflects discussions with
682379 -         Wayne Wetzel at DNRC on 911205 dicussing the role of executive
682380 -         support in relation to the "struggle" to write that yields
682381 -         insight for discovery and innovation. ref SDS 16 4755
682383 -             ..
682384 -            [On 950204 SDS improves analysis. ref SDS 41 4995]
682386 -             ..
682387 -            [On 950925 creativity defined as reperceiving what has been
682388 -            thought to be completely understood; SDS using the alphabet
682389 -            for "intelligence" fits this model. ref SDS 53 1683]
682390 -
682391 -
682393 -      ..
682394 -     Being Prepared to Be Productive Requires Analysis, Intelligence
682395 -     Innovation Loop Analysis Needs Communication But People Give Up
682396 -     Analysis Prepares Managers to Work Intelligently and Productively
682397 -     Communication Drives Analysis But People Give Up on Communication
682398 -
682399 -     On page 453 Drucker proposes a core responsiblity of management is
682400 -     to be prepared by doing homework to review evidence and analyse
682401 -     options in relation to objectives, requirements and commitments,
682402 -     also, per above. ref SDS 0 7911  A related responsibility is to
682403 -     inform and educate others so that everyone is prepared to work
682404 -     productively, i.e., efficiently and effectively. ref OF 6 4444
682405 -     Drucker notes communication is the task for informing and
682406 -     educating others, ref SDS 0 6150, however, Drucker further notes
682407 -     that people have given up on communication, because the task is
682408 -     too complex. ref SDS 0 3851  This suggests an innovation loop that
682409 -     prevents improving management.
682411 -      ..
682412 -     This aligns with Covey's call to first "understand" by capturing
682413 -     organizational memory, i.e., a diary, of who, what when, where,
682414 -     why, and how things happened, then take action based on accurate
682415 -     history, reviewed 921205. ref SDS 20 2231  SDS enables capturing
682416 -     the record and adding "intelligence" to organize, analyse, align,
682417 -     summarize and obtain feedback, see POIMS, ref OF 2 0367, and to
682418 -     quickly assemble relevant parts of the record to be prepared, and
682419 -     provide timely information that aids continual learning so
682420 -     everyone can be better prepared, as further called out in POIMS.
682421 -     ref OF 2 1110 and ref OF 2 9878
682423 -            ..
682424 -           [On 950327 "Being Prepared" by doing "homework" is supported
682425 -           by Com Metrics and the SDS design. ref SDS 42 8822
682427 -            ..
682428 -           [On 960205 AP reported managers waste 70% of day attening
682429 -           meetings because people are not prepared. ref SDS 60 5902]
682431 -      ..
682432 -     Analysis entails 5 key tasks set out by Drucker in his book on
682433 -     p. 400. ref OF 6 5827
682434 -
682435 -     a.  Plan Objectives
682436 -
682437 -         Decides what needs to be done within available resources.
682439 -          ..
682440 -     b.  Organize
682441 -
682442 -         Identify manageable activites according to objectives
682444 -          ..
682445 -         Decides who, when (sequence) where and how work activities
682446 -         should be performed.
682448 -          ..
682449 -         Drucker ignores the need to organize information into
682450 -         manageable structures according to objectives, commonly called
682451 -         filing and records management. ref SDS 0 6622
682453 -          ..
682454 -     c.  Communicate and Motivate - teamwork
682455 -
682456 -         Theory X and Y reviewed below. ref SDS 0 9677
682458 -          ..
682459 -         Communication is a predicate to action in each of the other
682460 -         primary tasks Drucker cites, ref SDS 0 273M, reflecting the
682461 -         fact that managers spend all their time in meetings, calls,
682462 -         fax and now email, per below. ref SDS 0 3072
682464 -          ..
682465 -         Drucker says people are giving up on communication, and offers
682466 -         no solutions, ref SDS 0 3851, there is no attempt to apply
682467 -         organization and control to communication, discussed below
682468 -         under MBO. ref SDS 0 5977
682470 -          ..
682471 -         Managers should keep executives "informed" but Drucker does
682472 -         not support command and control of the record. ref SDS 0 5520
682473 -
682474 -             [...below, Drucker's idea to improve productivity by
682475 -             integrating work components, solves communication problem.
682476 -             ref SDS 0 HF6G
682478 -          ..
682479 -     d.  Measure and Control
682480 -
682481 -         Analyses, appraises, interprets performance.
682483 -          ..
682484 -         Communicates meaning of measurements.
682486 -          ..
682487 -         Theory X and Y reflect opposing views of "control" and
682488 -         lattitude, empowerment, discussed below. ref SDS 0 9677
682490 -          ..
682491 -         Drucker says nothing about command and control of the record,
682492 -         which is the predicate to all human enterprise.
682493 -
682494 -            [On 980101 Drucker lauds accounting as best management
682495 -            technology. ref SDS 87 0627
682497 -          ..
682498 -     e.  Develop People
682499 -
682500 -         Continual teaching and learning require history and
682501 -         organization of the record. ref SDS 0 5820
682502 -
682504 -          ..
682505 -         Managing Managers is a Vital, Complex Job
682506 -
682507 -         Managers develop people, Drucker says this is one of the 5 key
682508 -         tasks of management at page 400. ref OF 6 5827
682510 -          ..
682511 -         Drucker's earlier book "The Practice of Management" (Harper &
682512 -         Row, Asia Edition, 1969}, says...
682513 -
682514 -             The manager is the dynamic, life-giving element in every
682515 -             business.  Without leadership the "resources of
682516 -             production" remain resources and never become productive.
682517 -             In a competitive economy, above all, the quality and
682518 -             performance of the managers determine the success of the
682519 -             business. (ibid p. 3)
682521 -              ..
682522 -             Management's ... function is therefore to make a
682523 -             productive enterprise out of human and material resources.
682524 -             Concretely this is the function of managing managers.
682525 -             (Management makes the whole enterprise] greater than the
682526 -             sum of its parts, (i.e., it must produce profits.) {ibid
682527 -             p. 12)
682529 -              ..
682530 -             And management is so complex and multi-faceted a thing,
682531 -             even in a very small business, that managing managers is
682532 -             inevitably not only a vital but a complex job. {ibid p.
682533 -             14}
682534 -
682535 -               [See analysis of "leadership for Asilomar event and
682536 -               PMBOK, per ref SDS 62 4191
682538 -      ..
682539 -     Managers perform analysis tasks noted by Drucker by talking and
682540 -     listening in meetings and phone calls, and by reading and writing
682541 -     using a communication process to think, decide, and evaluate, per
682542 -     below, ref SDS 0 6150, that supports continual learning for
682543 -     improvement, ref SDS 29 5820, which Deming calls plan, do, study,
682544 -     act, cited in POIMS. ref OF 2 0336
682546 -      ..
682547 -     SDS technology enables the cognitive "intelligence" process of
682548 -     plan, perform, report, ref SDS 0 2562, also explained in POIMS.
682549 -     ref OF 2 0561
682551 -      ..
682552 -     However, managers don't like to analyse, because there isn't
682553 -     enough time, per Drucker, see above. ref SDS 0 TP7F  They like to
682554 -     work by conversation because there is less accountability,
682555 -     reported on 911123, ref SDS 14 4930, and analysed above.
682556 -     ref SDS 0 W934
682557 -
682558 -
682559 -
682560 -
682561 -
682562 -
6826 -

SUBJECTS
Ambitous Difficult Define Management Science, 000716
Managemente Science Ambitious No One Has Done It, 000716
Open Sorce Doug Committed, Pat Lincoln
Communication Difficult Everyone Has Different Experience for Alignin
Giving Up Communication Too Complex Difficult to Improve, Drucker
Communication Biggest Risk Enterprise
Giving Up Communication Complex Because Creating Connections Cause E

8609 -
861001 -  ..
861002 - Communication Processes Informaton to Get Knowledge
861003 - More Information Harms Communication Due to Congestion
861004 -
861005 - Made a separate file for the entire chapter 38 beginning on page 481.
861006 - ref OF 7 0001
861008 -  ..
861009 - Drucker seems to recognize communication is the core competency for
861010 - carrying out the primary tasks of management, because communication is
861011 - a predicate to action. ref OF 6 239X  Before work is performed, and
861012 - before resources are committed many meetings, calls and documents
861013 - occur that explore objectives, requirements and commitements, discuss
861014 - methods, tools, resources of time, people, money, space, sequence of
861015 - the work, schedule, and cost. ref SDS 0 5253
861017 -  ..
861018 - Drucker explains how to design communications that work better by
861019 - defining the end product. ref OF 6 5966
861020 -
861021 -     POIMS technology supports Communication Metrics, explained on
861022 -     950327, ref SDS 42 8492, that defines end products of knowledge,
861023 -     intelligence, time and money. ref OF 2 2300
861025 -  ..
861026 - Drucker says communication is a process of converting information into
861027 - knowledge.  Merely conveying and getting information without investing
861028 - time for study and analysis prevents communication, noted part 1,
861029 - also, today ref SDS 29 WO9M, and therefore reduces productivity under
861030 - the new reality of chronic information overload. also part 1 today,
861031 - ref SDS 29 5567  Modern technology compressing time and distance with
861032 - faster information flows makes analysis a core management practice
861033 - (see ref SDS 0 7911), for accurate understanding from communication
861034 - that takes up the vast majority of management time, illustrated by
861035 - experience reported on 890809. ref SDS 6 8812
861037 -  ..
861038 - Drucker states on page 491 that...
861039 -
861040 -     More and better information does not solve the communications
861041 -     problem, does not bridge the communications gap.  On the contrary,
861042 -     the more information, the greater is the need for functioning and
861043 -     effective communication.  The more information, in other words,
861044 -     the greater is the communications gap likely to be. ref OF 7 5105
861046 -  ..
861047 - This point is cited in POIMS, ref OF 2 3385, and reflects article in
861048 - A/E Engineering on 920110. ref SDS 15 4977
861050 -  ..
861051 - The information explosion Drucker cites, see above ref SDS 0 5567,
861052 - therefore demands tools, science and roles to make communications
861053 - productive.
861054 -
861055 -     [On 970820 book on management describes "data explosion," and
861056 -     "information overload." ref SDS 81 2878]
861058 -      ..
861059 -     [On 980307 book by Andy Grove, Chairman and CEO of Intel, says
861060 -     new business environment is more complex. ref SDS 89 1660]
861062 -      ..
861063 -     [On 980412 CBS News reported on 60 Minutes that more information
861064 -     reduces time to think that is essential for the human mind to
861065 -     produce useful knowledge. ref SDS 93 2025]
861067 -      ..
861068 -     [On 960301 Morris discussed "managing managers". ref SDS 62 5760.]
861069 -     ..
861070 -     This is the precise rationale for POIMS and SDS.
861072 -      ..
861073 -     [On 940523 PMI article on "Risk" at ref SDS 38 4821, and also
861074 -     ref SDS 38 8302
861076 -  ..
861077 - More Information = Less Communication, Reduces Productivity
861078 -
861079 - The central tenant of POIMS set out in the analysis of the Van Kasper
861080 - article on 931008, ref SDS 23 4757, and reflected in POIMS,
861081 - ref OF 2 8536, is supported by Drucker's analysis noting that...
861082 -
861083 -         ...more talk produces less communication, ref OF 7 8333
861084 -
861085 -         ... communications has proven as elusive as the Unicorn. The
861086 -         noise level has gone up so fast that no one can really listen
861087 -         any more to all that babble about communications. But there is
861088 -         clearly less and less communicating. The communications gap
861089 -         within institutions and between groups in society has been
861090 -         widening steadily--to the point where it threatens to become
861091 -         an unbridgeable gulf of total misunderstanding. ref OF 7 8371
861092 -
861093 -         ...information overload impoverishes understanding, and so
861094 -         weakens communication. ref OF 7 3333
861096 -      ..
861097 -     See also below under "Time". ref SDS 0 8822
861099 -      ..
861100 -     See review on 940603 of Artificial Intelligence, and Mediators at
861101 -     ref SDS 39 9503.
861102 -
861104 -      ..
861105 -     Experience Builds Expectations that Improve Understanding
861106 -
861107 -     Drucker points out the importance of shared experience to improve
861108 -     understanding which is critical to effective communication.
861109 -     ref OF 7 6016
861110 -
861111 -     Com Metrics writes a common story so that all who attended a
861112 -     meeting and those who did not can share a common experience,
861113 -     which provides common context for understanding.
861114 -
861116 -      ..
861117 -     Communication Too Complex, People Giving Up
861118 -     Giving Up on Communications - Too Complex to Improve
861119 -
861120 -     Drucker notes the tendency for people to give up on communication,
861121 -     ref OF 7 7503  The task is complex because "information" is not
861122 -     communication, per above, ref SDS 0 2855, and so information
861123 -     technology is inadequate, noted below, ref SDS 0 TP7F, because no
861124 -     one really has an answer for how the mind converts information
861125 -     into knowledge. ref OF 7 7492, which Drucker indicates is the core
861126 -     communication process.  He proposes a theory where information
861127 -     must be perceived, and this requires a foundation for conception
861128 -     based on experience with comparable context. ref OF 7 2055  Thus,
861129 -     experience and context are critical dimensions of communication in
861130 -     Drucker's model.  No comparable experience, and/or drawing the
861131 -     wrong context, and communication fails.  Since experience is
861132 -     unique to every person, this compounds the complexity of making
861133 -     connections for building shared meaning.
861134 -
861135 -         [On 960409 article on cognitive science relates process in the
861136 -         human mind that turns information into knowledge, to the
861137 -         Biblical mystery of how to water into wine. ref SDS 70 7211
861139 -          ..
861140 -         [On 960518 mental biology causes meaing drift, ref SDS 73 4488
861141 -         and ref SDS 73 3734 without adding energy to maintain
861142 -         alignment connecting cause and effect to yield the power of
861143 -         knowledge for controlling the future. ref SDS 73 8787
861145 -          ..
861146 -         [On 991007 communication mistakes complexity overwhelms span
861147 -         of attention in medical practice, technology, space travel
861148 -         (NASA), all fields meaning drift dissipates power of knowledge
861149 -         causing continual bumbling instead of learning. ref SDS B4
861150 -         FC64
861152 -      ..
861153 -     Drucker notes common despair because everything that has been
861154 -     tried to improve communication has failed. ref OF 7 3186  On
861155 -     901003 Ross noted that learning SDS to improve communication seems
861156 -     like overkill. ref SDS 11 QX44  People feel good communication is
861157 -     beyond reach, so there is no demand for accurate analysis of
861158 -     communication the way there is strong popular demand for accurate
861159 -     analysis of finances using a spreadsheet program.
861160 -
861161 -         [On 980101 accounting best management technology; apply
861162 -         principles to accumulate experience aligned with original
861163 -         sources, verify accuracy, and organize for precision access to
861164 -         understand causation. ref SDS 89 0627
861166 -          ..
861167 -         [On 040312 laws of nature yield order, structure, pattern
861168 -         of cause and effect for logical analysis, ref SDS F4 RP6K;
861169 -         locality principle requires adding energy to connect cause
861170 -         and effect that converts information into the power of
861171 -         knowledge; Knowledge Management takes a lot of hard work
861172 -         (i.e., energy) without tools for intelligence support;
861173 -         without "knowledge," however, information overload drives
861174 -         management toward entropy, which makes email a "killer
861175 -         application" that kills productivity, from lectures on 21st
861176 -         century science. ref SDS F4 YH4G
861178 -      ..
861179 -     New realities of technology compound the difficulty of effective
861180 -     communication, discussed above. ref SDS 0 1855  Every meeting,
861181 -     call and emal sow the seeds of error, loss, conflict, crisis and
861182 -     calamity, making communication the biggest risk in enterprise,
861183 -     noted in POIMS. ref OF 2 IE6L  Dilimma arises because even though
861184 -     people have given up on improving communication, the need to
861185 -     improve is growing, as a result of information overload.  The
861186 -     thing that drives demand also blocks satisfying that demand.  The
861187 -     binary forces of complexity and understanding present a
861188 -     significant dilemma.
861189 -
861190 -         [On 951103 Morris giving up on improving the accuracy of
861191 -         communication, because fear that more effort increases
861192 -         complexity that reduces accuracy. ref SDS 59 9066
861194 -          ..
861195 -         [On 980307 Andy Grove at Intel reports that mental maps which
861196 -         are fast and easy to make assumptions are awfully forgiving of
861197 -         error. ref SDS 91 3668
861199 -          ..
861200 -         [On 991014 people aver links in communication to avoid
861201 -         responsibility for knowledge. ref SDS B2 3066
861203 -          ..
861204 -         [On 970707 USAFIT reports all management systems degrade to
861205 -         entropy because information overload from everybody talking
861206 -         makes communication too complex for anybody to listen.
861207 -         ref SDS 79 0108
861209 -          ..
861210 -         [991021 people destroying intellectual capital after 45 days
861211 -         to avoid responsibility for mistakes, rather than improve
861212 -         communication. ref SDS B4 2695
861214 -          ..
861215 -         [On 000716 communication process key to theory of management
861216 -         in Com Metrics that has eluded great thinkers since 17th
861217 -         century. ref SDS C5  7838
861219 -          ..
861220 -         [On 011003 IT engineer giving up on communication because
861221 -         productivity paralyzed by hopeless quagmire of complexity due
861222 -         to information overload. ref SDS D5  EC5N
861224 -          ..
861225 -         [On 020415 executive gives up on improving communication;
861226 -         ignorant about SDS saving time and money. ref SDS E3 5N3M
861228 -          ..
861229 -         [On 020608 Dave Snowden reports research at IBM shows efforts
861230 -         the past 10 years to develop KM have failed. ref SDS E4 QV5G
861232 -          ..
861233 -         [On 200608 Dave Snowden cites analysis by Nanoka and Takiuci
861234 -         that provides common rationale for giving up on knowledge
861235 -         management, like people give up on improving communication.
861236 -         ref SDS E4 UT8F
861238 -          ..
861239 -         [On 020618 SDS records on the Internet show benefits of good
861240 -         management; creates desire to work intelligently, but seems
861241 -         out of reach using familiar technology and methods everygody
861242 -         likes. SDS explicit links change attitudes from getting by
861243 -         with bad management that seems fast and easy, to using good
861244 -         management because SDS makes working intelligently to save
861245 -         time and money fast and easy. ref SDS E5 MU6H
861247 -          ..
861248 -         [On 020820 people give up on accuracy in conversation and
861249 -         email. ref SDS E8 0G4F
861251 -          ..
861252 -         [On 030307 IBIS methods tried for improving communication
861253 -         failed when discussion degraded into acrimony and ended.
861254 -         ref SDS F1 033O
861256 -          ..
861257 -         [On 030410 people giving because popular software programs
861258 -         like Microsoft Outlook make saving information for knowledge
861259 -         management a "mess." ref SDS F2 R65F
861261 -          ..
861262 -         [On 040620 John Maloney's press release advertising a seminar
861263 -         on Knowledge Management disparaging good management supports
861264 -         Drucker's point that people have just given up. ref SDS F6
861265 -         JZ3O
861267 -          ..
861268 -         [On 041110 Stanford Medical Center people giving up, fear of
861269 -         accountability prevents timely, accurate communication;
861270 -         stifle, proactive management, taking initiative to enable
861271 -         effective care. ref SDS F8 2J42
861273 -          ..
861274 -         [On 050722 example common scenarios comedy of errors on big
861275 -         DOD project getting fouled up; management degrades to entropy
861276 -         because nobody has command and control of the record.
861277 -         ref SDS G0 PK6Y
861279 -          ..
861280 -         [On 050722 aerospace manager giving up reading email; requires
861281 -         verbal briefing to save time; over 300 unread email.
861282 -         ref SDS G0 UW7O
861284 -          ..
861285 -         [On 050728 Susan says GE cannot confirm understandings for
861286 -         accurate communications; more afraid of accountability for
861287 -         mistakes than for damages caused by mistakes. ref SDS G1 AN98
861289 -          ..
861290 -         [On 060221 Jimmy said he gets so many email at the VA that his
861291 -         directory is full, and he does not have time to read the
861292 -         letters nor to delete anything. ref SDS G2 NT6J
861294 -          ..
861295 -         [On 060428 doctor submitted via electronic transmission
861296 -         (email) full report for PET scan test on 060414; enabled being
861297 -         prepared to facilitate a productive meeting; Millie is
861298 -         doctor's only patient who requests medical reports to be
861299 -         prepared for effective meetings. ref SDS G3 W54F
861301 -          ..
861302 -         [On 080403 UCSF requests doctor patient partnership support
861303 -         referral coordination with Kaiser because communication is too
861304 -         complicated takes too much time; delay for cognitive overhead
861305 -         too frustrating. ref SDS G4 U27M
861307 -          ..
861308 -         [On 080404 UCSF medical professionals feel conversation is
861309 -         fast and easy, so there is not enough time to submit feedback
861310 -         that verifies accuracy of understandings, ref SDS G5 YO6G;
861311 -         writing to authenticate conversation seems like unnecessary
861312 -         overkill. ref SDS G5 O166
861314 -          ..
861315 -         [On 080410 UCSF proposes telephone conversation to "document"
861316 -         audit trail showing chain of causation for traceability to
861317 -         original sources on documentation of processing medical
861318 -         disability. ref SDS G6 866I
861320 -      ..
861321 -     On 890809 communication is 80% of a manager's time. ref SDS 6 8812
861322 -
861323 -         [On 960919 contracting officer said communication is 90% of
861324 -         the work. ref SDS 76 9834
861326 -      ..
861327 -     If people have given up on communication that is 90% of the work,
861328 -     this does not leave a lot of room for Drucker's ideas to improve
861329 -     productivity and earnings by improving only 10% of the work.
861330 -
861331 -         [On 970707 USAFIT reports all management systems degrade to
861332 -         entropy because information overload from everybody talking
861333 -         makes communication too complex for anybody to listen.
861334 -         ref SDS 79 0108
861336 -      ..
861337 -     Drucker's frustration reflects worry on 890809 that managers only
861338 -     have 20 minutes to learn SDS technology for improving productivity
861339 -     and earnings. ref SDS 5 5U6K  Executives feel better listening is
861340 -     needed to improve communication, and that it is a lot faster and
861341 -     easier to tell people to "listen," than to learn SDS, but nobody
861342 -     will listen. ref SDS 6 CJ9J   Later, a report on 940506 shows
861343 -     managers provide summary because executives do not have time for
861344 -     listening to details. ref SDS 34 2945  On 960103 executives rely
861345 -     on summary and style, because there isn't enough time to
861346 -     understand content. ref SDS 58 8409
861347 -
861348 -            [On 981223 people hope hiring more diligent people will
861349 -            improve communication rather than using SDS for Com Metrics
861350 -            to maintain alignment. ref SDS A2 HS8J
861352 -          ..
861353 -         Everybody's Talking Nobody's Listening Makes...
861354 -         Communication Biggest Risk in Enterprise
861355 -
861356 -         If managers won't listen to executives, and if executives
861357 -         don't have time to listen to managers, cursory, incomplete
861358 -         communication becomes merely an entertainment that causes
861359 -         mistakes, loss, conflict, crisis and calamity.  This is why
861360 -         communication is the biggest risk in enterprise.
861361 -
861362 -            [On 950412 executives believe failures are caused by people
861363 -            who do not tell the truth. ref SDS 43 3920
861365 -             ..
861366 -            [On 991010 paradigm shift of millennium--communication is
861367 -            biggest risk in enterprise. ref SDS B0 7920
861369 -             ..
861370 -            [On 001207 productivity, earnings and stock prices fall
861371 -            because too many people are having too many problems.
861372 -            ref SDS C8  V54M
861374 -      ..
861375 -     Above, Drucker expands on the challenge of complexity caused by
861376 -     information overload. ref SDS 0 2855
861377 -
861378 -        On 911123 feel good management defined, managers prefer to work
861379 -        by conversation. ref SDS 14 1331
861380 -
861381 -        On 920215 learning technology to improve productivity, earnings
861382 -        and stock prices takes too much time, is too difficult, people
861383 -        are disallusioned, giving up. ref SDS 17 5820
861385 -         ..
861386 -        On 920402 report IBM reverted to traditional manual methods and
861387 -        conventional technologies to maintain style and image of
861388 -        management as folks who like to talk. ref SDS 18 0001
861389 -
861390 -           [On 951101 denial information overload impacts daily
861391 -           management. ref SDS 56 1759
861393 -            ..
861394 -           [On 950927 Dave Vannier at Intel returned to traditional
861395 -           manual support for management practice, ref SDS 54 7732,
861396 -           giving up on Intel's goal to automate and integrte key
861397 -           management tasks accomplished by SDS. ref SDS 54 8943
861399 -            ..
861400 -           [On 960103 executives do not have time to understand
861401 -           content, so they rely on style and image. ref SDS 58 8409
861403 -            ..
861404 -           [On 960301 giving up on communication, replacing project
861405 -           managers with team leaders, ref SDS 62 4692,
861407 -            ..
861408 -           [On 960304 IT creates information overload under theory that
861409 -           more and faster information improves understanding, i.e.,
861410 -           strengthens management communication. ref SDS 63 SO4K
861412 -            ..
861413 -           [Chips/Intel/Lockheed example failed meeting management on
861414 -           960721. ref SDS 72 0896
861416 -            ..
861417 -           [On 970123, Intel "conflict" method. ref SDS 74 1111]
861419 -            ..
861420 -           [On 970919 article reports IT has reduced productivity, CEOs
861421 -           have been misled. ref SDS 83 4739
861423 -            ..
861424 -           [On 980101 Drucker reported productivity of knowledge work
861425 -           has declinded since 1929. ref SDS 87 4042
861427 -            ..
861428 -           [On 980307 Andy Grove says communication takes diligence for
861429 -           writing copious notes to avoid ambiguity of mental maps,
861430 -           ref SDS 89 3668, but people don't like to do it, because
861431 -           it's not fun. ref SDS 89 3101
861433 -            ..
861434 -           [On 980824 Max Wideman was concerned about loosing track of
861435 -           objectives following SDS links. ref SDS 98 4920]
861437 -            ..
861438 -           [On 990308 engineer on major construction project worries
861439 -           that communication cannot be improved. ref SDS A0 1862
861441 -            ..
861442 -           [On 990625 article says CEOs failing due to failure to write up
861443 -           communications. ref SDS A8 4914]
861445 -            ..
861446 -           [On 990817 example of cursory, conflicting communication.
861447 -           ref SDS A9 3780]
861449 -            ..
861450 -           [On 991025 Drucker proposes in a magazine article to use
861451 -           technology for routinizing good management practices, as a
861452 -           way to solve the communication dilemma. ref SDS B5 0785
861453 -
861454 -
861455 -
861456 -
861457 -
861458 -
861459 -
861460 -
8615 -

SUBJECTS
Thinking Doing
Intelligence Cycle Logo Plan Perform Report Integrated Time Past Pres
Productivity Requires Understanding Work Requirements Automating Inte
Integrate Tasks Improves Management Requires Learning Complex Process
Integrate Past Present Future Analysis Primay Task of Management Capt

8807 -
880801 -  ..
880802 - Integrate Time and Communication Tasks Better Management
880803 - Management Productivity Difficult Integrate Diversity of Factors
880804 - Communication and Time Management Integrated Improves Management
880805 -
880806 - SDS solves Drucker's concern that people have given up improving
880807 - communication and time management, because these tasks are complex,
880808 - ref SDS 0 8822, by applying Drucker's idea of "process mix" that
880809 - integrates traditional management tasks...
880810 -
880812 -                      ..
880813 -                     Plan                Perform
880814 -
880815 -
880816 -                               Report
880817 -
880818 -
880819 -      ...that supports continual learning, ref SDS 0 5820, cited above,
880820 -      using...
880821 -
880823 -                         ..
880824 -                        i n t e l l i g e n c e
880825 -
880826 -
880827 -      ...see ref OF 2 0582, that, adds organization of written
880828 -      analysis, linking and summary to improve mere mental pondering,
880829 -      and reliance on the record, rather than personal recall and
880830 -      conversation.
880831 -      ..
880832 -      Computers applied in the right way can then speed up the
880833 -      human processes of...
880834 -
880835 -
880836 -                think        remember        communicate
880837 -
880839 -  ..
880840 - Productivity is affected by organization structure. ref OF 6 6038
880841 -
880843 -  ..
880844 - Drucker says on page 111...
880845 -
880846 -      Since businesses have pretty much the same resources, per above,
880847 -      ref SDS 0 1504, therefore...
880848 -
880849 -      ... continuous improvement of productivity is one of management's
880850 -      most important jobs.  It is also very difficult because
880851 -      productivity is a balance between a diversity of factors, few of
880852 -      which are easily definable nor clearly measurable. ref OF 6 8471
880854 -  ..
880855 - He notes on page 112...
880856 -
880857 -      Productivity of capital is the area most companies pay least
880858 -      attention to -- if only because so many people mistakenly think
880859 -      that profitability by itself measures it. ref OF 6 5963
880861 -  ..
880862 - This is the argument for continual innovation and testing of new
880863 - products, methods and processes, discussed below. ref SDS 0 8955
880864 -
880865 -
880867 -  ..
880868 - Procedures to Improve Productivity Earnings Stock Prices
880869 -
880870 - Drucker says on page 199 that "work" can be made more productive by
880871 - understanding what the work demands, we can integrate this into the
880872 - human activity called "work", ref OF 6 3609
880873 - ..
880874 - Drucker explains better work requires defining the end product.
880875 - ref OF 6 5966
880877 -  ..
880878 - On 890809 executive says end product of communication is understanding
880879 - and follow up, summarized by the idea of listening. ref SDS 6 CJ9J
880880 -
880881 -     [On 950327 Com Metrics was defined. ref SDS 42 8492
880883 -  ..
880884 - SDS improves productivity by understanding the architecture of human
880885 - thought.  Management is primarily communication, as described in
880886 - POIMS, ref OF 2 0367, and noted by Drucker, per point 3 above.
880887 - ref SDS 0 5253
880888 -
880889 -
880891 -  ..
880892 - Plan Perform Report = Knowledge, Better Management Productivity
880893 -
880894 - Drucker offers clues about the design of human intelligence that guide
880895 - daily management, saying on page 33...
880896 -
880897 -     There can be no divorce of planning from doing in knowledge work.
880898 -     On the contrary, the knowledge worker must be able to plan
880899 -     himself. ref OF 6 2894
880901 -  ..
880902 - POIMS makes the same point, ref OF 2 2050, embodied by the SDS design
880903 - of schedule and diary.
880905 -  ..
880906 - Drucker strongly recommends analysis for planning. ref SDS 0 5520  He
880907 - does not expressly discuss "reporting," but Drucker's practice of
880908 - using case studies to support analysis, shows that planning can only
880909 - be carried out by capturing organizational memory through continual
880910 - reporting that grows understanding and refines accuracy of daily work
880911 - history. ref SDS 0 0756  Therefore, Drucker's prescription for good
880912 - management can be extended to include planning, performing and
880913 - reporting, per SDS management cycle, shown above. ref SDS 0 HF6G
880914 - ..
880915 - Integrated planning, performing and reporting yield continual
880916 - learning, discussed, also, above. ref SDS 0 5820
880917 -
880918 -       [On 950731 ISO requirements support "continual learning"
880919 -       ref SDS 46 2846
880920 -
880921 -
880922 -
880923 -
880924 -
880925 -
880926 -
880927 -
880928 -
8810 -

SUBJECTS
Methods (e.g. MBO, TQM, CPM, Benchmarking)
Empowerment Slippery Slope to Entropy
Theory X and Theory Y
Drucker, Peter Theory X and Y Competing Ideas about Personnel Manage
Theory X Theory Y Command Control v Empowerment Motivate Change Atti
Empowerment Diffuses Authority, Flatter Organizations
Emotional Appeal Safety National Security Credit Promotion Recogniti
Attribution Credit Others with Success Encourages Support Traceabili
Binary Forces Credit Success Accountability for Mistakes
Empower Consistent Good Management Fast and Easy
Do Something Even if Wrong Relieve Frustration Inactivity Feel Good
Drucker, Peter Theory X Theory Y Positive Negative Incentives Reward
Theory X Theory Y Positive Negative Incentives Reward Pain Harm Enco
Drucker, Peter Binary Forces Theory X Theory Y Balance Positive Nega
Binary Forces Theory X Theory Y Balance Positive Negative Incentives

AB17 -
AB1801 -  ..
AB1802 - Theory X and Theory Y Management Practices Require Intelligence
AB1803 -
AB1804 - On page 231 Drucker cites Theory X to support immature, lazy managers
AB1805 - who shun responsibilities and hide behind bureaucracy command and
AB1806 - control commonly associated with business metrics.  Theory Y supports
AB1807 - empowerment to experiment and discover better command and control of
AB1808 - the work. ref OF 6 1001
AB1810 -  ..
AB1811 - The dominate drive of authority is command and control applied through
AB1812 - business metrics under theory X that sets policy and procedures for
AB1813 - everyone to conform to "best practices" established by the
AB1814 - organization.
AB1816 -  ..
AB1817 - The dominate drive of people is to avoid accountability by avoiding
AB1818 - responsibility under theory Y which empowers experimenting to discover
AB1819 - better practices rather than conformity to outdated "best practices."
AB1821 -  ..
AB1822 - Competing drives of theory X and theory Y present a dilemma under the
AB1823 - binary structure of existence that frustrates leadership.  In large
AB1824 - organizations smart people "game" the system, resulting in neither
AB1825 - command and control of the work nor empowerment to discover
AB1826 - improvement to save lives, time and money.  When command and control
AB1827 - is exercised arbitrarily under Feel Good management, people fear and
AB1828 - dislike business metrics that prevent command and control of the work.
AB1830 -  ..
AB1831 - On page 99 Drucker relates the practice of assigning responsibility
AB1832 - and holding managers accountable for performance. ref OF 6 GS8I  Later
AB1833 - he relates the correlation between management by objectives and
AB1834 - accountability. ref OF 6 GV5J  On page 113 Drucker cites a movement
AB1835 - toward "management accounting." ref OF 6 XQ6L  Productivity is the key
AB1836 - issue of accountiability. ref OF 6 XT8H
AB1838 -  ..
AB1839 - Credit for success and accountability for mistakes are the binary
AB1840 - forces that increase the tension in management between "Feel Good"
AB1841 - methods that foster empowerment for creativity and synergy to solve
AB1842 - problems and discovering faster and better methods; while traditional
AB1843 - command and control reflects need to hold people with authority for
AB1844 - allocating resources accountable for results.  Since people don't like
AB1845 - accountability, most prefer feel good management, explained on 911123,
AB1846 - ref SDS 14 1331, until the roof caves in, the bridge falls down, or
AB1847 - the wheels come off, then people demand accountability.
AB1849 -  ..
AB1850 - Resolving this tension day-to-day through communication and motivation
AB1851 - is one of the five primary tasks or management, Drucker cites above.
AB1852 - ref SDS 0 5253
AB1854 -  ..
AB1855 - In either case, both theories can be aided by better "intelligence"
AB1856 - that shows cause and effect of events, set out in POIMS, i.e., the
AB1857 - power of literacy lifts all boats.
AB1858 -
AB1859 -     [On 950327 Com Metrics identifies "leadership" as motivation
AB1860 -     dimension of communication. ref SDS 42 7777
AB1862 -      ..
AB1863 -     [On 940909 New Age self-actualization advocates empowerment.
AB1864 -     ref SDS 36 7499
AB1866 -      ..
AB1867 -     [On 950803 humerous example of positive incentives for empowering
AB1868 -     improvement. ref SDS 50 8452
AB1870 -      ..
AB1871 -     [On 950911 Toffler's advocate New Age Empowerment. ref SDS 52 0581
AB1873 -      ..
AB1874 -     [On 960501 Fluor Daniel trying "empowerment." ref SDS 68 0002
AB1876 -      ..
AB1877 -     [On 970123 Intel managers, engineers empowered to avoid effective
AB1878 -     communication, become excessively emotional to avoid frustrations
AB1879 -     of resolving differences. ref SDS 74 1111
AB1881 -      ..
AB1882 -     [On 970710 article Intel "empowerment" eliminates traditional
AB1883 -     management by command and control controls. ref SDS 77 1431
AB1885 -      ..
AB1886 -     [On 970829 accountability and credit are essence of good
AB1887 -     management practice. ref SDS 83 6666
AB1889 -      ..
AB1890 -     [On 980307 Intel uses negative incentives that empower people to
AB1891 -     adopt the attitude for improvement by replacing those who fail to
AB1892 -     investing time for making changes needed to meet new realities.
AB1893 -     ref SDS 91 1660
AB1895 -      ..
AB1896 -     [On 990525 engineers and managers don't feel like using good
AB1897 -     practice. ref SDS A5 0966
AB1899 -      ..
AB1900 -     [On 990625 CEOs psyche prevents using good management practice.
AB1901 -     ref SDS A8 4914
AB1903 -      ..
AB1904 -     [On 991028 Kaiser gives doctors "freedom" to practice medicine as
AB1905 -     it should be practiced. ref SDS B6 2555
AB1907 -      ..
AB1908 -     [On 000227 Organizational memory enables attribution that drives
AB1909 -     binary forces of credit and accountability. ref SDS C1 0987
AB1911 -      ..
AB1912 -     [On 000831 proposal software development of Knowledge Management
AB1913 -     capability to use open source that permits "termite" contributors
AB1914 -     freedom to create without the burden of an imposed pre-architected
AB1915 -     design. ref SDS C5 0001
AB1917 -      ..
AB1918 -     [On 000822 Intel bad management causing delays, losses, conflicts
AB1919 -     among staff, customers, vendors. ref SDS C4 019R
AB1921 -      ..
AB1922 -     [On 001012 engineer wants to get started in wrong direction; open
AB1923 -     source engineers do what they want. ref SDS C7 B4P2
AB1925 -      ..
AB1926 -     [On 020618 Gary reports SDS empowers people to discover that
AB1927 -     investing time for good management saves time and money at a time
AB1928 -     when it takes practically not time at all. ref SDS E5 MU6H
AB1930 -      ..
AB1931 -     [On 020730 Intel uses positive incentives to empower people to
AB1932 -     save time and money by investing time for capturing the record of
AB1933 -     organizational memory for the sales department. ref SDS E7 RS5N
AB1935 -      ..
AB1936 -     [On 020927 popular culture in the movies illustrate theory x and y
AB1937 -     management methods; bureaucracy maintains the status quo by using
AB1938 -     power to command and control people, which stifles innovation to
AB1939 -     improve products, tools and methods for better command control of
AB1940 -     the work to remain viable by avoiding obsolesence and extinction;
AB1941 -     empowerment encourages innovation to improve command and control
AB1942 -     of the work that enables viability and survival under under new
AB1943 -     realities of a new world order, provided organizations do not
AB1944 -     collapse into chaos before the future arrives. ref SDS E9 6C3J
AB1946 -      ..
AB1947 -     [On 040203 speak truth to power is not easy; excessive command
AB1948 -     and control of people through bureaucracy creates an innovation
AB1949 -     loop that prevents pilot testing to improve command and control of
AB1950 -     the work for meeting requirements; people avoid trying in order to
AB1951 -     avoid reprisal and instead intrepret requirements that cannot be
AB1952 -     met using approved tools and methods as suggestions; this makes
AB1953 -     approved tools and methods good enough to get by. ref SDS F3 UA9W
AB1955 -      ..
AB1956 -     [On 040615 Gary recommends filing a standard for "organizational
AB1957 -     memory" using SDS to prepare "meeting minutes" for collaboration.
AB1958 -     ref SDS F5 F43F
AB1960 -      ..
AB1961 -     [On 040615 Gary reports business metrics are disliked on the job,
AB1962 -     leading to negative marketing image for Communication Metrics.
AB1963 -     ref SDS F5 F43F
AB1965 -      ..
AB1966 -     [On 050119 Gary confirms engineers have negative attitudes about
AB1967 -     business metrics that cause dislike for Communication Metrics.
AB1968 -     ref SDS F9 ET3W
AB1969 -
AB1970 -
AB1971 -
AB1972 -
AB1973 -
AB1974 -
AB1975 -
AB1976 -
AB1977 -
AB1978 -
AB20 -