CONTACTS 

SUBJECTS
Correlation to accepted practice and
Automation Trends, Design Objectives
Product Design "Emphatic"
Computers not used for management
Disallusioned by Technology
Empathic Design Computers Strengthens Intelligence

1208 -
1208 -    ..
1209 - Summary/Objective
1210 -
121001 - Follow up
121002 -
121003 - HBR for Mar-Apr 1994 has a number of articles that set out features in
121004 - SDS or which support the reasoning implemented by SDS.  I made three
121005 - separate records, instead of one large record.
121006 -
121008 -  ..
121009 - Empathic Design and Usability Engineering POIMS Requirements SDS
121010 -
121011 - This article explains the rationale for developing SDS by providing
121012 - tools users need before they have recognized the need. ref OF 1 9630
121013 - Seems similar to Intel planning on 910418 to think through scenarios
121014 - of how people work and develop products that improve productivity.
121015 - ref SDS 4 UT7F
121017 -  ..
121018 - Empathic design extrapolates how the environment is evolving and
121019 - applies "usability engineering, per below, ref SDS 0 417G, to position
121020 - products that meet actual needs of the work. ref OF 1 6838
121022 -  ..
121023 - Empathic designa and usability engineering align with requirements
121024 - for SDS set out in...
121026 -                ..
121027 -               New World Order needs old time religion
121028 -
121029 - ...paper vis a vis the Information Highway, ref OF 8 0520, and in the
121030 - article for PMI on Art of Management for 21st Century, at ref OF 7
121031 - 6221 (see ref SDS 15 0000).
121033 -      ..
121034 -     [On 940510 Human Centered Design is similar to "empathic design"
121035 -     cited in a HBR article, ref SDS 10 3850, applies Intel planning to
121036 -     think through use case scenarios for improving how people work,
121037 -     reported 910418. ref SDS 4 UT7F
121039 -      ..
121040 -     [On 940527 another article on designing software so users can
121041 -     learn incrementally. ref SDS 12 0672]
121043 -      ..
121044 -     [On 950710 Landauer posits User Centered Design, similar to "
121045 -     "empathic design reviewed on 940510, for studying how people work
121046 -     and designing tools that optimize productivity, ref SDS 18 6403,
121047 -     called out by Intel in the Byte article today, per above.
121048 -     ref SDS 4 UT7F
121050 -      ..
121051 -     [On 951225 example of IT lack of usefulness. ref SDS 23 8848]
121053 -      ..
121054 -     [On 990527 book by Clay Christensen "The Innovator's Dilemma"
121055 -     seems to explain empathic design concepts. ref SDS 31 6633 and
121056 -     also ref SDS 31 1890]
121058 -      ..
121059 -     [On 991129 Net Intelligence uses "Interactive Empathetic Design"
121060 -     that enable clients to cohere priority knowledge assets. These
121061 -     quality assets expand capacity to apply knowledge for greater
121062 -     business results. ref SDS 33 2745]
121064 -  ..
121065 - The concept of SDS being positioned to meet market demand for the
121066 - "Information Highway" is supported by another article reviewed on
121067 - 940522 that is about the world becoming a smaller place. ref SDS 11
121068 - 8865
121069 -
121071 -       ..
121072 -      Usability Engineering
121073 -
121074 -      Explained in article reviewed on 940527. ref SDS 12 0001
121075 -
121076 -      Article on why automation has not improved management is reviewed
121077 -      on 940729. ref SDS 15 0001
121079 -       ..
121080 -      TQM movement creates awareness for advantages of Schedule and
121081 -      Cost engineers and metrics.  SDS provides the next wave of
121082 -      support for "communication metrics" and engineers.
121083 -
121084 -           [On 950202 this idea was formalized at ref SDS 16 0333.]
121085 -
121087 -  ..
121088 - Anthropology Analysis -- Empathic Design Process
121089 -
121090 - "Empathic design reaches beyond traditional market research, like
121091 - surveys and focus groups.  It is like an anthropological expedition
121092 - into the user's world, similar to researching remote native villages
121093 - to see what work is performed, how it is accomplished and limitations
121094 - of existing tools to see what is needed to improve results, even
121095 - though people engaged in daily activity do not realize a change can
121096 - bring dramatic improvement.  Such approaches are not new, the authors
121097 - say, just more broadly applied than once thought possible to the
121098 - executive suite and the daily grind of middle management, as related
121099 - in the NWO... paper, ref OF 8 3077
121100 -
121101 -     [On 940510 reviewed "Human Centered Design." ref SDS 10 3850
121102 - ..
121103 - Pioneer industrial designer Henry Dreyfuss used to make his
121104 - designers ride corn pickers or roam factory floors to get a deeper
121105 - understanding of workers' needs." ref OF 1 0899  Executives and
121106 - managers, however, have used their power and authority to resist this
121107 - same level of scrutiny to discover the core nature of their work
121108 - practices, yet empathic design holds that only through such
121109 - understanding can technology make effective improvements.
121110 -
121111 -        [On 951225 example of IT lack of effort, ref SDS 23 8848]
121113 -         ..
121114 -        [On 980307 Andy Grove, Chairman of Intel, notices in his book
121115 -        "Only the Paranoid Survive" that managers talk about bringing
121116 -        change, but loathe changing their own work, and the inertia of
121117 -        success resists awareness of the need for improvement.
121118 -        ref SDS 30 1657,
121120 -         ..
121121 -        [On 990625 article in Fortune reports executives refuse
121122 -        improvement in their work due to "psyche." ref SDS 32 4914]
121123 -
121125 -  ..
121126 - SDS applies the "empathic design" principle to formulate a powerful
121127 - automated process that supports the core management cycle of plan,
121128 - perform, report, explained in POIMS, ref OF 7 1104, in light of the
121129 - changing environment, best epitomized by the...
121130 -
121131 -
121132 -                      Information Highway
121133 -
121134 -
121135 -      ...that causes...
121136 -
121138 -                            ..
121139 -                           information overload
121140 -
121142 -         ..
121143 -        [On 940609 Henry Kissinger explains current management
121144 -        environment is an "Alice in Wonderland" of continual bumbling,
121145 -        rather than continual learning. ref SDS 13 4238]
121147 -         ..
121148 -        [On 970707 article on information entropy shows management
121149 -        systems breakdown because cannot keep up with flow of
121150 -        information, resulting in management by guess and gossip, hunch
121151 -        and hope. ref SDS 26 0108]
121153 -         ..
121154 -        [On 970907 executives do not have time to think. ref SDS 27
121155 -        3479]
121156 -
121157 -
121158 -
121159 -
1212 -

SUBJECTS
Lazy, Lack Discipline Ignorant SDS Enhances Writing Power Intelligenc
Get By Skills Good Enough Feel Good Management Empowerment Cursory Im
Change Loathed by Managers Want Others to Change, but Fear Change to
Ignorance Fear Denial, Overcoming Walking Through Valley of Death, Br
Denial Lazy Loathe Improvement Skills Good Enough to Get By Without I

2307 -
230801 -       ..
230802 -      Gist of Things Good Enough to Get By
230803 -      Getting By on Guess and Gossip, Hope and Hunch, Natural Wits
230804 -      Computers Not Used for Management - Remember the Gist of Things
230805 -
230806 -      Resistance to improving management is partly laziness:  taking
230807 -      the path that requires the least effort, rather than analyse the
230808 -      need for technology using empathic design, per above. ref SDS 0
230809 -      9448  Despite Drucker's call for analysis to continually improve
230810 -      management, reported on 931130, ref SDS 9 7911, people excuse
230811 -      lack of effort due to limited time, even though executive time
230812 -      should be directed toward improving productivity, earnings and
230813 -      stock prices.
230815 -       ..
230816 -      Instead, people hope to get by using natural wits, charm and
230817 -      style that remembers the gist of things for talking and
230818 -      "listening" in the moment.  These skills seem fast and easy,
230819 -      offering understanding on the cheap, cited on 921205 reviewing
230820 -      Covey's ideas on forming successful habits. ref SDS 6 1558
230821 -      Talking provides deniability that seems to reduce accountability.
230822 -      These attributes make talking and listening more attractive, in
230823 -      the moment, than using SDS to capture information and linking it
230824 -      up to create knowledge of organizational memory needed for
230825 -      effective management, despite Drucker's advice that analysis is
230826 -      the primary responsibility of management, reviewed on 931130.
230827 -      ref SDS 9 7911
230828 -
230829 -         [On 940608 Wayne Wetzel cited laziness as resistance to using
230830 -         SDS for improving productivity. ref SDS 14 0550
230832 -          ..
230833 -         [On 950426 executive training for 20 80 method encourages
230834 -         reliance on remembering the gist of things. ref SDS 17 4022
230836 -          ..
230837 -         [On 980307 Andy Grove's book "Only the Paranoid Survive" says
230838 -         people want to continue using existing skills, ref SDS 29
230839 -         3740, that managers resist change more than most, ref SDS 29
230840 -         2044, ref SDS 30 1657, but that leadership must help managers
230841 -         change one way or the other. ref SDS 30 1566]
230843 -          ..
230844 -         [On 990625 Fortune article describes resistance by CEOs to
230845 -         using good management practices results from personal psyche.
230846 -         ref SDS 32 4914
230847 -
230848 -
230849 -
230850 -
230851 -
230852 -
2309 -

SUBJECTS
Fear Unable to Write, Like to Talk
Keyboard is Hard for Executives to Use
Accountability is Burdensom for Executives
Entering History is Costly and Takes Too
Not Enough Time to Write Everything Down,
Ego Self Esteem Embarrassed by Someone Else
Ignorance, Fear, Denial
Credibility Power of Knowledge Opposed by Fear Defferred Rewards
Learning Takes More than 20 Min Improve Skills Productivity Earnings
Overkill Complexity SDS Records Details Management Psychologically Bu
Get By Skills Good Enough Feel Good Management Empowerment Cursory Im
Fear Don't Know What to Write, SDS Doesn't Start from Scratch

3614 -
361501 -       ..
361502 -      Ignorance Fear Denial
361503 -
361504 -      There is, also, a genuine fear that after investing time and
361505 -      emotion, the hoped for results will not materialize, as related
361506 -      at the PMI seminar in Seattle on 890513. ref SDS 1 BI5L
361507 -
361508 -      This fear of the unknown, or lack of faith (see review of Covey
361509 -      on 921205, ref SDS 6 4803), is spawned by experience learning
361510 -      other programs that turned out not to produce hoped for results,
361511 -      i.e. dashed expectations, such as Lotus Notes, Agenda, Act,
361512 -      Newton, Sidekick, etc.  Thus, ignorance of SDS benefits, and fear
361513 -      from prior failures propel people away from their salvation,
361514 -      explained by Wayne Wetzel on 940628 explaining laziness prevents
361515 -      people from discovering advantage of SDS. ref SDS 14 0550
361516 -
361517 -           [On 951011 Morris suggests that SDS needs to be taught in
361518 -           school, so that executives can learn what to write that
361519 -           impacts productivity, earnings and stock prices. ref SDS 22
361520 -           0990
361522 -            ..
361523 -           [On 951011 reengineering management requires retooling
361524 -           skills to work intelligently, which is resisted, because
361525 -           people want to get by with skills they already have, and can
361526 -           pick up in the course of doing the work. ref SDS 22 3867
361528 -       ..
361529 -      There is fear the manager cannot use the computer, and if even
361530 -      the manager can figure out how to use it, then they fear not
361531 -      knowing what to write, discussed with Wayne on 911205,
361532 -      ref SDS 5 4755, and if they can figure out what to write they
361533 -      fear not having enough time to write everything down, and they
361534 -      fear that hiring an analyst to do the writing will result in
361535 -      discovering mistakes, and then they fear looking bad, demotion,
361536 -      getting fired, or simply feeling embarrased.  Fear of loss of
361537 -      face or that Communication Manager will take over...  So there
361538 -      are lots of fears.
361539 -
361540 -
361541 -
361542 -
361543 -
3616 -

SUBJECTS
Memory Who What When Where Why How Capturing Organizational Memory Hi
Intellectual Capital Organizational Memory Intelligence Organization
HBR Article Learning Strong Skill Characteristic of Successful People
Learning Strong Skill Characteristic of Successful People Managers Ex
Learning to Continually Improve through Innovation Making Business of

6407 -
640801 -  ..
640802 - Learning Skill Endemic to Executives, Supported by SDS "Listening"
640803 -
640804 - HBR article on page 14, The Learning Mind-Set, ref OF 10 0001, says
640805 - successful executives are strong "learners," they are better able to
640806 - "...see solutions not readily apparent to others, adapt easily to new
640807 - situations, and see patterns and connections between seemingly
640808 - unconnected variables." ref OF 10 RL5I
640809 -
640810 -      [On 960403 General Hatch reported reading NWO 3 times to learn
640811 -      about adding "intelligence" support for daily management.
640812 -      ref SDS 25 5592
640813 -
640814 - "Intelligence" process of assembling information in different ways
640815 - reveals trends and patterns that impart understanding cause and effect
640816 - that are otherwise missed due to information overload.  Better
640817 - understanding aids follow up to get things done, which improves
640818 - listening.   On 890809 better listening which aids learning was cited
640819 - as a big factor in successful management. ref SDS 2 CJ9J
640821 -       ..
640822 -      [On 010522 Curt Carlson at SRI fears executives will revolt using
640823 -      SDS for adding intelligence to management, rather than exercise
640824 -      good learning skills to improve. ref SDS 35 E688
640826 -       ..
640827 -      [On 020920 Dave Snowden not enough time to study what works.
640828 -      ref SDS 38 UN6H
640830 -  ..
640831 - Aligns with Drucker's call for "analysis" as primary responsibility of
640832 - management, reported on 931130. ref SDS 9 7911 Earlier on 921205 Covey
640833 - calls for "sharpening the saw" by keeping a diary to improve
640834 - understanding of daily events in order to guide decisions. ref SDS 6
640835 - 2229
640836 -
640837 -      [On 020726 Tom Munnecke VP SAIC sponsors professional event
640838 -      calling for advance using practices to "study what works."
640839 -      ref SDS 37 E63H
640841 -  ..
640842 - On 930216 Peter Senge is credited for advocating ideas and practices
640843 - under the heading of "learning organization" that support the HBR
640844 - article. ref SDS 7 8998
640845 -
640846 -      [On 960206 Peter Senge's writings and references are not clear on
640847 -      support for continual learning. ref SDS 24 5884
640849 -       ..
640850 -      [On 011102 organizational learning developed by Senge antecedent
640851 -      to Knowledge Management based on studies of building aircraft
640852 -      during WWII, and later an article published in 1962 that won a
640853 -      Nobel Prize on improving productivity through learning and
640854 -      experience. ref SDS 36 M25K
640856 -  ..
640857 - Indicates demand for SDS features that align information to verify
640858 - accuracy of understandings, and expand meaning to grow useful
640859 - knowledge by discovering correlations, implications and nuance that
640860 - show cause and effect, based on the chronology of prior related
640861 - events.  This general "intelligence" support, explained in POIMS,
640862 - ref OF 7 0561, improves listening and learning that strengthens
640863 - leadership by lifting the ability to "think" and "remember," as
640864 - explained in POIMS. ref OF 7 3742
640866 -  ..
640867 - See for example the discussion with Jeff on 901012 about using the SDS
640868 - Subject Index to facilitate pattern recognition, ref SDS 3 0040.
640869 -
640870 -     [On 950721 review of ISO 10006 shows management standards call for
640871 -     Continual Learning. ref SDS 19 2846
640872 -
640873 -     [On 950927 discussed with Intel on need for technology to support
640874 -     continual learning. ref SDS 21 2320
640876 -      ..
640877 -     [On 950911 Tofflers' recommend teaching "thinking" skills to
640878 -     strengthen listening and learning. ref SDS 20 2222
640880 -      ..
640881 -     [On 960206 Peter Senge promotes learning organization as driving
640882 -     force of effective management.
640884 -      ..
640885 -     [On 971202 SDS improves listening and learning. ref SDS 28 2425
640887 -      ..
640888 -     [On 980307 Andy Grove's book "Only the Paranoid Survive" says
640889 -     executives have to "study" and learn new skills. ref SDS 30 3495
640891 -      ..
640892 -     [On 980307 Grove says executives need to take copious notes that
640893 -     remove ambiguity of mental maps, which improves accuracy of
640894 -     understanding, i.e., good listening strengthens learning and
640895 -     leadership. ref SDS 30 3668
640897 -      ..
640898 -     [On 010118 student doing doctoral thesis on listening and
640899 -     leadership. ref SDS 34 0001
640900 -
640901 -
640902 -
640903 -
6410 -

SUBJECTS
Correlation to accepted practice and
Integration
Change & Buy In
Leadership & Change, 930119

6706 -
670701 -  ..
670702 - Changing Personal Work Practices is Difficult
670703 -
670704 - The article at ref OF 15 line 20 supports analysis of Stephen Covey's
670705 - book that trying to change personal habits is harder than providing
670706 - tools to lift basic capacity, ref SDS 6 line 211, and at ref SDS 6
670707 - line 325, as cited above. ref SDS 0 1926 and on denial, ref SDS 0 3707
670709 -  ..
670710 - Strategy to change habits is to "recruit an anchor" who is a person
670711 - who can give notice that old habits are continuing, ref OF 10 line 36.
670713 -  ..
670714 - This is related to SDS because it provides integration to implement
670715 - good practices without remembering to do so.  Just use the program,
670716 - and it will automatically cause the user to create the necessary
670717 - information needed for success, per ref SDS 6 line 322.
670718 - ..
670719 - The article provides ideas about how to facilitate change and
670720 - overcome resistance to change.
670721 -
670722 -     [On 980307 Andy Grove's book "Only the Paranoid Survive" says
670723 -     leadership must encourage executives to change one way or the
670724 -     other. ref SDS 29 1566]
670725 -
670726 -
670727 -
670728 -
670729 -
6708 -