CONTACTS 
0201 - Chips & Tech.
020101 - Mr. Morris E. Jones
020102 - Vice President
020103 - Advanced Products

SUBJECTS
SDS Brochure
Design and writing
New World Order
Analysis Context Linking Intelligence
SDS Explanation

0807 -
0807 -    ..
0808 - Summary/Objective
0809 -
080901 - Follow up ref SDS 24 0000.
080902 -
080903 - Began effort to develop a presentation aimed at customer emotions
080904 - using graphics, rather a document that explains SDS per se.
080906 -  ..
080907 - Main effort was on identifying the message.
080909 -  ..
080910 - Was unable to work on SDS Windows app, per ref SDS 23 0000.
080911 -
080913 -  ..
0810 -
0811 -
0812 - Progress
0813 -
081301 - Morris suggested we consider the different personality types and shape
081302 - an emotional message with the widest appeal.  The key point seems to
081303 - be make an appeal to positive emotions, rather than indicate they are
081304 - floundering.  [See "Graphical Scenario" below.]
081305 -
081307 -  ..
081308 - The first question is what is the purpose of the brochure?
081309 -
081310 -      1.  To explain SDS so people will buy it.
081311 -
081312 -      2.  To identify a need so people will call us to inquire?
081313 -
081314 -   We considered that people are not likely to buy SDS based on the
081315 -   brochure, because a complex issue like a changing world that needs a
081316 -   new management tool to implement a new management practice, and how
081317 -   that tool works, cannot be explained in a single brochure that
081318 -   someone who needs the help will invest the time to read.  Our record
081319 -   of sales supports this conclusion.  Additionally, we are selling
081320 -   "Management Communication" services, which equally cannot be defined
081321 -   in one brochure with large enough print that people can read.
081323 -    ..
081324 -   Therefore, we are adopting the second objective to get people
081325 -   interested enough to call for more information.
081326 -
081328 -  ..
081329 - Morris suggests setting out graphics that tell the story, then
081330 - crafting language around them.  This methodology does not intend to
081331 - explain what SDS does, but rather merely indicates it can be a
081332 - solution to a problem or satisfy an objective.  We want to define the
081333 - problem with pictures, since they are the easiest to absorb, and have
081334 - the most direct emotional appeal.
081336 -  ..
081337 - Morris explained some of the considerations about laying out a
081338 - message on a finite 8.5 x 11 brochure.  Essentially, you can have 3
081339 - or 4 key concepts conveyed by images (graphics).
081340 -
081342 -  ..
081343 - We selected a few graphics which I did not really like. I had a
081344 - difficult time explaining the core concept to be presented, perhaps
081345 - because "management" per se, is complex.  Later in the evening, Jeff
081346 - found some graphics that seemed more applicable.
081347 -
081348 -     I guess I am somewhat conflicted about trivializing what seem
081349 -     like profound intellectual advances in "knowledge" work.  Can we
081350 -     be humorous, without insulting the material or the audience?
081351 -
081353 -  ..
081354 - We talked about a focus group study to get reaction that can shape
081355 - our message.  Morris suggests making a few sample brochures, and
081356 - then testing them on people.
081357 -
081358 -
081360 -  ..
0814 -
0815 -
0816 - Graphical Scenario - New World Order
0817 -
081701 - After returning home this morning, I tried to define the graphical
081702 - story to be told.
081703 -
081705 -          ..
081706 -     1.  Humans are changing the world, chasing the TQM mantra:
081707 -
081708 -                     Faster, Better, Cheaper
081710 -          ..
081711 -     2.  The change that affects management is the increase in the
081712 -         flow of information that must be processed.
081713 -
081714 -             For simplicity, I call this change:  the "Information
081715 -             Highway" -- more meetings, more discussions, more calls,
081716 -             more fax, more brochures, more travel, more e-mail, more
081717 -             television, more magazines --- all provide more
081718 -             information.  It comprises a New World Order that causes
081719 -             more mistakes that compounds their effect.
081721 -              ..
081722 -             For simplicity, I call mental processing of information:
081723 -             "converting information into knowledge."
081725 -              ..
081726 -             For simplicity, I use the term "knowledge" for the web of
081727 -             cause and effect, correlations and implications that
081728 -             results from linking information from different times and
081729 -             sources, to our wants and needs, i.e. objectives, our
081730 -             targets.  SDS provides an efficient environment for doing
081731 -             this.
081733 -              ..
081734 -             For simplicity, I call our wants and needs, "subjects."
081736 -          ..
081737 -     3.  Increased information flows cause increased commingling in
081738 -         the mind of information from disparate events.  People are
081739 -         unaware of being confused because small errors and gaps in
081740 -         understanding are not apparent at inception.  Aristotle,
081741 -         Thomas Aquines, Mortimer Adler have averred through the ages
081742 -         that small errors in the beginning result in significant
081743 -         consequences in the end, ref SDS 10 line 42.
081745 -              ..
081746 -             For simplicity, I call this scenario:  Murphy's Law.
081748 -              ..
081749 -             This has wider impact because of the New World Order of
081750 -             faster information flows.
081752 -          ..
081753 -     4.  Managers feel the pressure of modern life, i.e., the New World
081754 -         Order, and respond by seeking more information:  fax, cellular
081755 -         phones, mobile phones, E-mail, more meetings, TQM, MPM, CPM,
081756 -         BCWP, etc.
081757 -
081758 -             Thus, managers are scrambling to acquire the tools of
081759 -             their own destruction, spiraling toward a black hole of
081760 -             gridlock.
081762 -              ..
081763 -             [Applied these ideas to NWO paper at ref SDS 31 line 218.]
081764 -
081766 -          ..
081767 -     5.  The solution is automated integration of tasks, to leverage
081768 -         the mind's capacity to convert information into knowledge,
081769 -         i.e., to think, remember and communicate.
081771 -          ..
081772 -     6.  Manager's need to change to keep up with the changing world
081773 -         order by acquiring SDS skills to apply communication metrics,
081774 -         or hire a communication engineer to do it.  One way or the
081775 -         other, managers are responsible to get things done faster,
081776 -         more accurately, more often.
081778 -          ..
081779 -     7.  By raising the productivity of managers, there is less need
081780 -         to re-engineer organizations by firing people with
081781 -         experience.
081783 -      ..
081784 -     [Applied these ideas at ref SDS 25 line 72, and at ref SDS 26 line
081785 -     167, and further at ref SDS 27 line 55.]
081786 -
081788 -  ..
081789 - Brochure Orientation
081790 -
081791 - Morris mentioned the common problem of designing a brochure to get
081792 - people to read the message in the intended order.  The brochure layout
081793 - we have been using does not guide people to read the message in the
081794 - intended manner.
081796 -  ..
081797 - Maybe we can change this, by just putting the message in a standard
081798 - portrait position, so there is only one way to read it.
081799 -
081800 -
081801 -
081802 -
0819 -

SUBJECTS
Bow Arrow Diagram Illustrates SDS Aligns Project with Objectives Req

3503 -
350401 -  ..
350402 - We went out for a hamburger at about 2130, to Burger King.
350404 -  ..
350405 - Staying on Course Needs Daily Alignment of Communication
350406 - Bow and Arrow Diagram Illustrates Command and Control of the Work
350407 -
350408 - Morris explained an idea for a graphic to illustrate how SDS keeps
350409 - work from wandering off course by aligning daily communications in
350410 - meetings, calls and documents, cited previously on 890523, ref SDS 1
350411 - S84J, with objectives, requirements and commitments, as discussed
350412 - previously on 911123. ref SDS 5 0477  SDS support for "intelligence"
350413 - that strengthens command and control of the work is set out in POIMS.
350414 - ref OF 16 1113
350416 -  ..
350417 - Morris cited recent meetings in Paris where engineers and managers
350418 - could not remember key understandings, causing significant loss to the
350419 - firm, see below, ref SDS 0 3333, which is an example of the problem he
350420 - related on 921127 of small deviations escalating into major crisis.
350421 - ref SDS 8 0674  On 950228 we discussed the opportunity to improve
350422 - productivity of meetings. ref SDS 20 1994.
350424 -  ..
350425 - Today, Morris used a pen to draw on a napkin a bow and arrow being
350426 - shot at a target.  Wind tends to move the arrow slightly off course,
350427 - yet the program manager who is sitting on the arrow head dealing with
350428 - the daily turbulence is unaware of being off course.  Morris suggested
350429 - showing in an ad that the Communication Engineer solves this problem
350430 - by linking current efforts with past progress and original objectives,
350431 - to ascertain deviations from the true course, like a gyroscope on a
350432 - missile.
350434 -      ..
350435 -     This is similar to the explanation Wayne Wetzel gave on 920128 at
350436 -     DNRC, ref SDS 6 1199.  Morris earlier indicated managers don't
350437 -     have enought time to write SDS records, so his explanation today
350438 -     about the need for a Communication Managers solves that problem.
350439 -     ref SDS 4 8467
350441 -      ..
350442 -     It is supported by discussion with IBM at COMDEX in the record
350443 -     for 941114 ref SDS 11 3046
350445 -      ..
350446 -     [On 950329 used Morris' design idea for advertising materials in
350447 -     meeting with Sackett Design. ref SDS 27 8445]
350449 -      ..
350450 -     [On 950517 Communication Metrics was characterized as not an
350451 -     effective way to support leadership. ref SDS 29 0060]
350453 -      ..
350454 -     [On 950818 applied in NWO paper... at ref SDS 33 0000.]
350456 -      ..
350457 -     [On 960518 cognitive science indicates limited span of attention
350458 -     makes it difficult to maintain alignment, ref SDS 42 8787; and
350459 -     problem is compounded by "meaning drift." ref SDS 42 3734]
350461 -      ..
350462 -     [On 960103 information on meeting methods at Intel indicate
350463 -     reliance on summary and style, ref SDS 37 8409; meeting on 970603
350464 -     show managers have difficulty maintaining alignment using these
350465 -     methods. ref SDS 50 5803.]
350467 -      ..
350468 -     [On 971222 Andy Grove indicated melding creativity and discipline
350469 -     needed for good management is difficult. ref SDS 52 6695]
350471 -      ..
350472 -     [On 980226 IBM announced plans to market "business intelligence,"
350473 -     ref SDS 54 1247]
350475 -      ..
350476 -     [On 980405 Morris created a Powerpoint slide for the Com Metrics
350477 -     web site, depicting his idea of a manager on the end of an arrow
350478 -     heading off-course. ref SDS 58 1898]
350480 -      ..
350481 -     [On 990625 article in Fortune attributes failure of CEOs to poor
350482 -     execution in writing meeting notes, following up. ref SDS 59 1024]
350484 -      ..
350485 -     [On 990723 cited Morris' work today for explanation of alignment
350486 -     that is part of intelligence. ref SDS 60 0001]
350488 -      ..
350489 -     [On 990816 letter to Morris cites bow and arrow diagram that shows
350490 -     technology can strengthen discipline and diligence. ref SDS 62
350491 -     5751
350493 -      ..
350494 -     [On 991025 alignment is one SDS feature that helps avoid "meaning
350495 -     drift." ref SDS 65 3840]
350497 -      ..
350498 -     [On 000125 projects require management that can adjust course,
350499 -     like a river boat captain. ref SDS 66 1484]
350501 -  ..
350502 - Actually, Morris' graphic was a better explanation, but the concept
350503 - requires both narrative and graphics.
350504 -
350505 -     [On 990723 asked Morris to show bow and arrow diagram to
350506 -     colleagues at Intel. ref SDS 60 3774]
350507 -
350508 -     [On 990726 reviewed need for words, pictures, credibility and
350509 -     experience to form an effective message. ref SDS 61 9766]
350511 -  ..
350512 - On 950223 I explained "Communication Metrics" to Morris when we met at
350513 - Chips. ref SDS 17 6822  On 950204 we discussed improving communication
350514 - based on a management seminar Morris attended that presented processes
350515 - supported by SDS is used. ref SDS 15 5932
350517 -  ..
350518 - Morris indicated he has not had time to read this material.
350520 -  ..
350521 - He feels keeping projects on target is difficult, and that a graphic
350522 - is a good way to illustrate this process supported by SDS.
350523 -
350525 -  ..
350526 - What's a Metric of Communication Showing Numerical Proof - Accuracy
350527 -
350528 - Presented idea of a study to evaluate and measure the extent to which
350529 - SDS can leverage the capacity to think, remember and communicate.
350530 - Morris mentioned the other day on 950228 the benefit of showing
350531 - numbers to measure improvements. ref SDS 20 9483
350532 -
350533 -     [On 950327 identify links, subjects and action items and
350534 -     measurable factors of accuracy that is an important metric in
350535 -     communication. ref SDS 25 0E83
350536 -
350538 -  ..
350539 - Subject Index Too Costly/Not Enough Time
350540 -
350541 - Morris said the Subject Index is troubling in fashioning a sales
350542 - message, because it takes time to create and apply.
350544 -  ..
350545 - I explained that organization is essential to convert information into
350546 - knowledge, i.e., to apply SDS.  This is why a Communication Manageer
350547 - is helpful.
350549 -  ..
350550 - Morris said that costs a lot of money.
350552 -  ..
350553 - On 950228 Morris complained meetings are not productive. ref SDS 20
350554 - 1994  On 890809 he complained people do not listen when executives use
350555 - good communication skills learned at seminars. ref SDS 3 CJ9J  How
350556 - much does it cost to waste time in unproductive meetings, then
350557 - spreading guess and gossip?  The price of doing a better job is
350558 - exceeded only by the cost of failure.
350560 -  ..
350561 - Morris said nobody how much that costs.
350562 -
350563 -     [On 960205 report that managers waste 70% of the day in
350564 -     unproductive meetings. ref SDS 38 5902
350565 -
350566 -     [On 970116 Morris asks about SDS organic subject structures.
350567 -     ref SDS 47 3109
350568 -
350569 -
350570 -
3506 -

SUBJECTS
Meetings Paris No Notes Writing Record Communications Avoided Nobody

6103 -
610401 -  ..
610402 - Paris Memory of Memorable Meeting Forgotten Critical Details
610403 - Meeting in Paris Nobody Remembers What Happened No Record
610404 - Legal Disputes Avoided SDS Provides Organizational Memory
610405 -
610406 - Follow up ref SDS 20 1994.
610407 -
610408 - Morris said SDS would be helpful to Chips in dealing with complex
610409 - legal disputes.
610411 -  ..
610412 - This evening, while driving back from Burger King, Morris cited a
610413 - dispute about understandings from a meeting in France between Chips
610414 - people and a group from HP.  Morris said the Chips people did not have
610415 - enough time for analysis; and, now, they cannot remember reasons why
610416 - things were done, what was offered and decided.  He feels this is an
610417 - example of little inconsequential details that seem like unnecessary
610418 - overkill to manage, but later explode into major problems that
610419 - frustrate management, which he cited on 921127. ref SDS 8 0674
610421 -  ..
610422 - Morris indicated that problems from the Paris meeting illustrates
610423 - advantages using SDS to capture understandings of important details
610424 - that help people remember what and why things were done that impact
610425 - earnings.
610426 -
610427 -     [On 970222 Bill Gates and Larry Ellis called for computers to help
610428 -     management and organizational memory, presentations to
610429 -     professional conference. ref SDS 48 8529
610431 -      ..
610432 -     [On 970707 USAFIT entropic model posits that managing large
610433 -     projects degrades toward failure, ref SDS 51 628M, because
610434 -     everybody is talking and nobody is listening. ref SDS 51 0108
610436 -      ..
610437 -     [On 040505 President Wilson had similar experience during the 1919
610438 -     Paris peace conference settling up after World War II; similar to
610439 -     Morris' problem they started trying to avoid writing anything
610440 -     down, but found no one could remember anything; someone was
610441 -     eventually brought in to capture the record. ref SDS 69 MP5O  This
610442 -     was later described as a very productive effort. ref SDS 69 GA5I
610444 -  ..
610445 - On 941201 Jeff Ghilardi reported that his SDS record actually turned
610446 - up details that may save his company $M of dollars. ref SDS 14 JK4O
610448 -  ..
610449 - This is the second application Morris has identified in recent days,
610450 - where SDS can be helpful.  On 950228 he mentioned a similar demand for
610451 - better organizational memory. ref SDS 20 1994  Earlier on 940114 an
610452 - example of mistakes and rework occurred at Chips illustrating need for
610453 - better meetings. ref SDS 9 O15M
610454 -
610455 -     [On 950605 lawyer complains time is wasted by high priced lawyers
610456 -     arguing about who said what the last time. ref SDS 30 0U3F
610458 -      ..
610459 -     [On 960510 meetings with Intel and Lockheed/Martin unproductive.
610460 -     ref SDS 41 2943 and on 960721. ref SDS 43 0896
610462 -      ..
610463 -     [On 960924 USACE pilot tests Communication Metrics to improve
610464 -     organizational memory. ref SDS 44 4454
610466 -      ..
610467 -     [On 961218 similar problem USACE RFP #19. ref SDS 45 5790
610469 -      ..
610470 -     [On 970110 another similar example at USACE. ref SDS 46 2487]
610472 -      ..
610473 -     [On 980226 IBM announced plans to market "business intelligence,"
610474 -     ref SDS 54 1247]
610476 -      ..
610477 -     [On 970524 Morris attended a seminar at Cal Tech that discussed
610478 -     "metrics" for communications, ref SDS 49 0114, and discovering
610479 -     "root causes." ref SDS 49 2168.]
610481 -      ..
610482 -     [On 971229 management training filem shows this problem handling
610483 -     is always happening. ref SDS 53 1501]
610485 -      ..
610486 -     [On 991001 similar problem with space craft crashing on Mars
610487 -     costing $125M. ref SDS 63 0001, ref SDS 63 3588]
610489 -      ..
610490 -     [On 991021 back to destroying the record again. ref SDS 64 2695]
610492 -      ..
610493 -     [On 020208 manager software development group of 100 engineers
610494 -     reports productivity of meetings poor because of weak and
610495 -     conflicting organizational memory. ref SDS 67 J66L
610497 -      ..
610498 -     [On 020415 manager software development group calculates $40K per
610499 -     day loss that can be recovered using SDS for Com Metrics.
610500 -     ref SDS 68 C28K
610501 -
610503 -  ..
610504 - SDS application set out in POIMS under....
610505 -
610506 -
610507 -                 Command and Control of the Record
610508 -
610509 -
610510 - ... ref OF 6 1113  SDS provides a lot of "firepower" that makes it
610511 - easier to capture who, what, when, where and why, as reported on
610512 - 950204. ref SDS 15 4995
610513 -
610514 -    [On 950818 revised NWO paper to explain how mistakes occur and how
610515 -    litigation is a substitute metric. ref SDS 33 0564]
610517 -     ..
610518 -    [Used it to explain Communication Metrics for Risk Management,
610519 -    ref SDS 36 8849 and ref SDS 36 8473]
610520 -
610521 -
610522 -
610523 -
6106 -

SUBJECTS
Cost/Benefit, Fear, Faith
Communication Engineer/Manager
Discipline, Redundant, Lazy, Lack
Management productivity & Teamwork
Executive Support, Managing Managers
Examples of SDS, Immediate Benefits
How Soon Can I Get This in an SDS Record
Benefits, Immediate with Communication
Problem Handling
Investing Intellectual Capital
Accountability is Burdensom for Executives
Experience Builds Faith, Credibility of Reliable Sources with Experie
Write Everything Down Not Necessary Write What is Important to Object
How Soon Can I Get This into SDS?

8616 -
861701 -  ..
861702 - Investing Intellectual Capital - Cost/Benefit OrganizationL Memory
861703 -
861704 - Experience using SDS shows that, where management recognizes the value
861705 - of investing intellectual capital to generate and use organizational
861706 - memory, per Morris' report on 950204, ref SDS 15 5932, there is
861707 - significant opportunity to improve performance, raise productivity,
861708 - earnings and stock prices, for the reasons Morris cited in the record
861709 - on 911123. ref SDS 5 0477
861711 -  ..
861712 - Some authorities describe continual or "organizational learning" as
861713 - the process of capturing, organizaing and using a greater share of
861714 - daily details that impact objectives requirements and commitments.
861715 -
861716 -     There remains the challenge of convincing people about benefits of
861717 -     investing time to record the present in order to understand the
861718 -     past, and thereby control the future, see POIMS. ref OF 6 1112
861719 -     Most people do not have enough experience to grasp the benefit of
861720 -     this scenario.  They do not want to invest time for capturing
861721 -     details of what and why things happen, because at the time events
861722 -     occur, people feel they "know" this information.  This overlooks
861723 -     the difference between getting "information," and "knowledge" of
861724 -     cause and effect. see POIMS. ref OF 6 8774
861726 -      ..
861727 -     I expect that those at Chips who went through the experience, of
861728 -     not being able to remember critical details, will be more likely
861729 -     to brush it off as too rare, or that others were at fault, rather
861730 -     than apply the experience to support use of SDS to help them do a
861731 -     better job.  This is why we have to convince senior management,
861732 -     the people responsible for earnings, to support SDS.
861733 -
861734 -          [On 950818 developed idea further. ref SDS 33 4921]
861736 -           ..
861737 -          [On 950823 need for new role to accomplish Communication
861738 -          Metrics. ref SDS 35 0001]
861740 -           ..
861741 -          [On 980307 Andy Grove's book "Only the Paranoid Survive"
861742 -          indicates that senior, experienced executives understand the
861743 -          value of "investing intellectual capital" ref SDS 56 3101]
861744 -
861746 -      ..
861747 -     Managing Managers
861748 -     How to Improve Management Instantly
861749 -
861750 -     Follow up ref SDS 13 7E8J, ref SDS 7 I0HB.
861751 -
861752 -     The biggest single step executives can make and the fastest way to
861753 -     improve management per discussion with Don at Transamerica on
861754 -     950201, ref SDS 13 7E8J, is to say at the end of every meeting,
861755 -     every phone call....
861757 -           ..
861758 -          This sounds great!
861759 -
861760 -          When can I get the SDS record showing everything is aligned?
861761 -
861762 -          When the response comes back, "I don't have time," the
861763 -          executive should say, "Fine, how can I help?  Can I sit down
861764 -          with you and help develop the record together, or get someone
861765 -          to help with your other work that prevents capturing the
861766 -          record?  Do you need a communication engineer to get this
861767 -          done?   We do not want short term perspective to crowd out
861768 -          the rewards of investing intellectual capital."
861770 -           ..
861771 -          When the manager says I don't think we need to write
861772 -          everything down because seems like overkill, the executive
861773 -          response is...
861774 -
861775 -                    "That is why I am in charge.
861776 -
861777 -                    I am responsible for investment decisions."
861779 -           ..
861780 -          Whatever it takes, it is my job to ensure we have resources
861781 -          needed to succeed.  Knowledge is the resource we need most to
861782 -          save time and money.  Everything we do depends on knowledge.
861783 -          When can I get the SDS report?"
861785 -           ..
861786 -          When the response comes back, we have knowledge now from our
861787 -          discussion.  The response is that we have impressions, which
861788 -          begin to fade as soon as we walk away from our meeting and go
861789 -          to the next one, as related in the record on 950204.
861790 -          ref SDS 15 0550  Knowledge is writing down our impressions
861791 -          and linking them up to prior related events, analysis,
861792 -          documents and subjects, and rolling them over into
861793 -          controllable action items.
861795 -      ..
861796 -     [On 950822 Morris questioned whether Communication Metrics can
861797 -     improve management immediately. ref SDS 34 QC5L
861799 -      ..
861800 -     [On 960301 Drucker on managing managers key role of executives,
861801 -     ref SDS 40 5760,
861803 -      ..
861804 -     [On 950516 developed SDS typical day scenario showing added of Com
861805 -     Manager role. ref SDS 28 JC5I
861806 -
861807 -
861808 -
861809 -
8619 -

SUBJECTS
Credit Attribution Recognition Accounting Pattern Language for Contex
Attribution Credit Others with Success Encourages Support Traceabilit
Credit For Success Fix Problems Avoid Finger Pointing
Attribution Link Align Traceability to Original Sources Metric Aligns

9206 -
920701 -  ..
920702 - Turning Fear of Accountability into Profit Center, Getting Credit
920703 - Problem Handling, Risk Management, Discover Opportunity
920704 -
920705 - Investing time to create intellectual capital increases understanding
920706 - of problems that in turn discloses both conflict and opportunity that
920707 - is not otherwise apparent.  Managers can take action early to avoid
920708 - problems, and if litigation occurs anyway, they are then positioned to
920709 - show they acted reasonably and properly.  This means that taking early
920710 - action aimed to solve a possible problem of accountability, generally
920711 - results in fewer occasions that require being called to account.  As a
920712 - result, accountability brings credit for avoiding problems and
920713 - increasing productivity, earnings and stock prices.
920714 -
920715 -     [Later developed this idea on 960224, ref SDS 39 7219.]
920717 -      ..
920718 -     [On 980405 fear of accountability remains hurdle. ref SDS 57 5065,
920719 -     but can be used to bring "credit" for better results. ref SDS 57
920720 -     1491, by using technology so more people can use Andy Grove's
920721 -     methods of taking copious notes, committing thoughts to paper and
920722 -     asking questions. ref SDS 56 3668
920723 -
920724 -
920725 -
920726 -
920727 -
920728 -
9208 -

SUBJECTS
SDS Windows Design

9403 -
940401 -  ..
940402 - Follow up ref SDS 23 0001.
940403 -
940404 - I took CPU #8 with the idea of having Morris verify the Windows
940405 - Development program is fully functional, and then to provide an
940406 - overview with some SDS notes on implementing these tools.
940408 -  ..
940409 - We wound up concentraing on the marketing effort this evening.
940410 -
940411 -
940412 -
940413 -
940414 -
940415 -
940416 -
940417 -
9405 -