CONTACTS 

SUBJECTS
PMI Event, Planning, Speakers, Jul Event
Brusman, Dr. Maynard
Too Many Meetings, Faxes, E-mail,
Failed Communications, Anger, Frustrations
Paperless Office, Document Management
Ambassadors of Change; Event Structure

1108 -    ..
1109 - Summary/Objective
1110 -
111001 - Follow up ref SDS 38 0000.
111002 -
111003 - Developed ideas for the Asilomar event structure and agenda.
111004 -
111005 - Considered need for advertising to determine level of attendance and
111006 - availability of sufficient funds to hire key speakers.  Ideas on
111007 - seminar binder primarily for presenter remarks.
111008 -
111009 -     [See follow up at ref SDS 41 0000
111010 -
111011 -     [On 960715 event did not meet expectations. ref SDS 67 0001
111012 -
111013 -
111014 - See identification of presentation descriptions, ref SDS 62 0000.
111015 -
111016 -
111017 -  ..
1111 -
1112 -
1113 - Discussion
1114 -
111401 - Explained ideas for the structure of the Asilomar event to accomplish
111402 - the objectives set by PMI EPT, ref SDS 13 3451, and ref SDS 13 9009.
111403 - It extends ideas and objectives for Asilomar in 1990, ref SDS 2 6678,
111404 - and in 1994, ref SDS 6 6442.
111405 -
111406 -
111407 -  ..
111408 - Agenda Planning
111409 -
111410 -     Friday Night
111411 -
111412 -     Introduction event theme
111413 -
111414 -                         Taking the Quantum Leap
111415 -
111416 -           ...per discussions with Intel ref SDS 23 2742 and Chips at
111417 -           ref SDS 16 3394.
111418 -
111419 -       The future is rushing at us.  Change will not wait.  Strong
111420 -       leadership is needed to meet the challenge of change endemic to
111421 -       the modern era of the Information highway.  Leadership builds
111422 -       strong organizations through better communications, but more and
111423 -       more we hear:
111424 -
111425 -  ..
111426 -                          There isn't enough time
111427 -
111428 -
111429 -           ...to apply sound management practice, to be prepared, noted
111430 -           by managers at Intel on 950927. ref SDS 23 6021
111431 -
111432 -           We have to use conversation to "expedite." The result is
111433 -           more mistakes, slimmer profit margins or worse, as companies
111434 -           reengineer again and again hoping to save money by reducing
111435 -           the ranks of management.
111436 -
111437 -              [On 951115 AT&T announced plans to cut 78,000 managers
111438 -              next year, ref SDS 39 0001
111439 -
111440 -              [On 960214 ABC Night Line did a program on this subject.
111441 -              ref SDS 57 0001
111442 -           ..
111443 -           This leaves fewer people chasing more information,
111444 -           leading to more mistakes and more reengineering, as
111445 -           executives echo the fabled line from the popularly acclaimed
111446 -           movie "Cool Hand Luke" starring Paul Newman:
111447 -
111448 -
111449 -                  What we have here is a failure to communicate!
111450 -
111451 -
111452 -           ...per planning on 950608. ref SDS 13 G73K
111453 -
111454 -  ..
111455 -                    "Murphy's Law" is the excuse for failure!
111456 -
111457 -
111458 -           ...per 1994 Asilomar. ref SDS 6 5882
111459 -
111460 -           More faxes and cellular phones are acquired.  Departments
111461 -           are rearranged.  Psychologists become new corporate gurus to
111462 -           treat the stress, anxiety, anger and frustration from a New
111463 -           World Order of more meetings, calls, documents, e-mail, and
111464 -           never enough time to think.  Transitioning from current
111465 -           modes of management practice means cultural change that
111466 -           requires vision, courage and ideas to meet the challenge of
111467 -           the 21st century.
111468 -           ..
111469 -           Where can we turn for ideas on dealing with a fast
111470 -           paced environment that requires better productivity from key
111471 -           players?
111472 -
111473 -           Tonight, PMI is pleased to have with us a man who has met
111474 -           this challenge with verve, innovation, excitement and
111475 -           success, leading the San Francisco 49ers from the abyss of
111476 -           perennial failure to unmatched excellence.
111477 -
111478 -  ..
111479 -
111480 -       1.  Bill Walsh explains need for maintaining shared meaning over
111481 -           time from his presentation at DEC on 951010. ref SDS 24 4883
111482 -
111483 -                       Leadership in the Fast Lane
111484 -
111485 -           As former 49er Head Coach, Bill Walsh can explain football
111486 -           is a fast paced environment where high priced players need
111487 -           extra help with their assignments to ensure adequate
111488 -           execution.
111489 -
111490 -           Where the price of success is exceeded by the cost of
111491 -           failure, i.e., failure is unacceptable as in war and
111492 -           football, special communications and continual learning
111493 -           support, is deployed.
111494 -           ..
111495 -           Rather than "reengineering" by eliminating employees,
111496 -           the 49ers have been successful by improving the performance
111497 -           of their people.
111498 -           ..
111499 -           Walsh can explain the value of innovation (designing a
111500 -           better process) to improve decision making in high pressure
111501 -           situations, from the record on 901008, ref SDS 3 0862, and
111502 -           how new, seemingly "crazy" ideas can become accepted norms
111503 -           like the "West Coast Offense," by overcoming resistance to
111504 -           change.  Having someone removed from the field of battle to
111505 -           analyse progress and formulate "intelligence" helps the
111506 -           decision maker meet dynamic conditions on the field.  The
111507 -           49ers use an expert in the booth high above the stadium for
111508 -           this "intelligence" role.  Does their success suggest any
111509 -           constructive ideas for reengineering the practice of
111510 -           management?
111511 -
111512 -               [On 960117 support from Raychem's Project of the Year,
111513 -               ref SDS 52 8447.]
111514 -
111515 -            ..
111516 -           Concept
111517 -           Faster Information Needs Faster Way to Create Knowledge
111518 -
111519 -           Gee, the pace of modern life is speeding up too -- maybe the
111520 -           risk of error in business is increasing -- maybe we can use
111521 -           some of Bill's ideas at the office.  Is there any way we can
111522 -           help high priced executives perform their assignments
111523 -           better?   Instead of cannibalizing the team, maybe we need
111524 -           to help everybody work together better.  How can we do that?
111525 -
111526 -  ..
111527 -       2.  Dr. Maynard Brusman explains pace of modern business life is
111528 -           exceeding capacity of humans to connect information using
111529 -           traditional knowledge tools based on the alphabet, per
111530 -           meeting on 951113. ref SDS 37 OP4L
111531 -
111532 -              Information Highway Undermines Effective Leadership:
111533 -              Insights, Ideas and Solutions
111534 -
111535 -           This causes continual mistakes, commonly called bumbling,
111536 -           frustration, anger and ineffectiveness in the workplace,
111537 -           cited by Kissinger on 940609. ref SDS 5 4238  An example is
111538 -           the record on where Morris did not have time to review the
111539 -           record. and ref SDS 33 615I
111540 -
111541 -                [On 960224 another example illustrating mistakes caused
111542 -                by lack of alignment in the record. ref SDS 60 7400
111543 -           ..
111544 -           Doctor Busman will further explain "reality
111545 -           monitoring" also called "metrics," ref SDS 28 line 98,
111546 -           narrative therapy, and the fragility of "knowledge,
111547 -           ref SDS 7 line 129 from too many meetings, calls, email,
111548 -           ref SDS 54 line 69 [see scope at ref SDS 66 0865].
111549 -
111550 -           Dr. Brusman offers scientific rationale based on how the
111551 -           human brain functions, ref SDS 1 line 60 and ref SDS 1 line
111552 -           129, showing need for Communication Metrics, ref SDS 9 line
111553 -           100, and for dedicated help to convert information into
111554 -           knowledge, i.e., Communication Managers, ref SDS 38 line 98,
111555 -           based in part on psychological burden of conflict, ref SDS
111556 -           33 line 410, at ref SDS 40 line 341, and ref SDS 40 line
111557 -           311.
111558 -
111559 -               [See later analysis of this scope ref SDS 55 line 270,
111560 -               and analysis of Landauer, ref SDS 63 line 276, later
111561 -               changed back at ref SDS 61 line 85 and at ref SDS 66
111562 -               line 400.]
111563 -           ..
111564 -           This is the 2nd part of the scope initially discussed
111565 -           with Dave at Intel, ref SDS 23 line 746.  When there were
111566 -           too many numbers to track, we invented accountants.  When
111567 -           there were too many customers to see, we hired salesman.
111568 -           When there were too many project failures we hired cost and
111569 -           schedule engineers.  Now there is too much information to
111570 -           track from meetings, documents, fax and e-mail.  We need a
111571 -           new kind of worker to perform Communication Metrics.
111572 -
111573 -              [Example is Telematics, ref SDS 46 line 331.]
111574 -
111575 -           The human mind has so changed the pace of modern life that
111576 -           we cannot afford to...
111577 -
111578 -  ..
111579 -
111580 -                    Creep toward a future that is rushing toward us
111581 -
111582 -              ...per discussion with Morris at ref SDS 25 line 297.
111583 -
111584 -           Recycle our experience from Asilomar in 1990, ref SDS 2 line
111585 -           340 and ref SDS 2 line 363.
111586 -
111587 -                ..
111588 -               Group Exercises
111589 -
111590 -               Do the test used at Intel of making a list of the most
111591 -               important business systems to make money, ref SDS 38
111592 -               line 162.
111593 -
111594 -               Test value of handwritten notes per ref SDS 12 line 45.
111595 -
111596 -               It's too noisy! ref SDS 66 line 436.
111597 -
111598 -           Writing things down helps us discover what we think and to
111599 -           "grow" our knowledge.
111600 -
111601 -               How does poetry work? ref SDS 40 line 248.
111602 -               ..
111603 -               What is "wisdom"?  ref SDS 40 line 153.
111604 -               ..
111605 -               Text and analysis v. pictures and conversation
111606 -               (sight and sound) to avoid the fools gold of false
111607 -               knowledge, per Henry Kissenger, ref SDS 5 line 115.
111608 -
111609 -           How does group think communication methods help, ref SDS 15
111610 -           line 773.
111611 -
111612 -           Cultural blind spots, ref SDS 4 line 39, - how to overcome
111613 -           resistance to change from ignorance, fear and denial?  ref
111614 -           SDS 10 line 114.
111615 -
111616 -       Option:  if Walsh is not feasible or available, possibly Brusman
111617 -                can expand his material.  There seems to be a lot here.
111618 -
111619 -
111620 -      ..
111621 -     Saturday
111622 -
111623 -       Introduction reviews ideas from Walsh and Brusman the previous
111624 -       night.
111625 -
111626 -       1.  Turner - explains how a major construction company manages
111627 -           fast paced communications ref SDS 22 line 113, to maintain
111628 -           traceability ref SDS 20 line 584, and accomplish "Continual
111629 -           Learning" ref SDS 20 line 484, for its customers.
111630 -
111631 -  ..
111632 -              Strong Leadership Implements PMBOK and ISO Management
111633 -              Standards for Success
111634 -
111635 -           Does Turner have any literature on its communications
111636 -           methodology used in marketing its services? ref SDS 34 line
111637 -           79.  How does Turner implement industry standards in PMBOK
111638 -           and/or ISO 10006? ref SDS 20 line 71  What needs to be added
111639 -           or removed to make PMBOK more useful? ref SDS 13 line 94.
111640 -
111641 -           Case Studies - are post project reviews performed?  How much
111642 -           expense, how are they applied?  Examples?
111643 -
111644 -               [What about Raychem's ideas on communications, ref SDS
111645 -               52 line 192.]
111646 -           ..
111647 -           What communication problems is Turner encountering and
111648 -           what are they working on or experimenting with to solve
111649 -           them?
111650 -
111651 -           During Q&A attendees can voice their concerns and Turner can
111652 -           explain how they handle them.
111653 -
111654 -  ..
111655 -
111656 -       1a. [Maybe Raychem and Turner can do a joint presentation, so
111657 -           John can offer his ideas on ISO and its relation to PMBOK,
111658 -           to support a growing recognition that business practices
111659 -           need to provide traceability ref SDS 20 line 585, and
111660 -           continual learning per ref SDS 20 line 488, and discussions
111661 -           at ref SDS 21 line 258.
111662 -
111663 -                [See follow up at ref SDS 48 line 77.]
111664 -  ..
111665 -       2.  Tom Landauer explains the challenges of getting automation
111666 -           to perform tasks "useful" to the practice of management,
111667 -           ref SDS 18 line 274 and ref SDS 18 line 596, as identified
111668 -           in the presentations Dr. Maynard and Turner.  PCs are
111669 -           desirable, but not productive. What would a productive PC
111670 -           do?  (David Vannier's prescription [Intel] ref SDS 23 line
111671 -           293 -- Bill Rash's ideas ref SDS 36 line 78.)
111672 -
111673 -                [On 960214 talked to Tom. ref SDS 58 5162]
111674 -
111675 -  ..
111676 -              Useful Automation for Executive Communications
111677 -
111678 -           PCs need to accomplish POIMS:
111679 -
111680 -                   Operating System for People and Organizations
111681 -
111682 -                   Power of the Microcosm...
111683 -                   from meeting with Intel on 950927. ref SDS 23 5412
111684 -
111685 -  ..
111686 -
111687 -       3.  Intel & Chips - David and possibly Morris can explain what
111688 -           technologies they are working on to meet Tom Landauer's
111689 -           ideas and realize David's objective to make PCs more useful
111690 -           to executives like those attending the conference, ref SDS
111691 -           23 line 293.
111692 -
111693 -  ..
111694 -              Reengineering Management to Win in a Global Economy: New
111695 -              Needs, New Roles for Effective Leadership
111696 -
111697 -              New Technology for New Roles:  Keeping Up with the Pace
111698 -              of Change
111699 -
111700 -                 ..
111701 -                Power of Microcosm
111702 -
111703 -                If Landauer doesn't want to do this, David could
111704 -                explain Power of Microcosm, ref SDS 23 line 740,
111705 -                discussed with him at, ref SDS 23 line 750.
111706 -
111707 -                 ..
111708 -                Concept
111709 -
111710 -                Intel could demonstrate the computer that every
111711 -                executive should have. This system might be given away
111712 -                as a door prize.
111713 -
111714 -           David and Morris might make an inventory of what attendees
111715 -           believe would make a PC more useful.  Do an on-the-spot
111716 -           customer survey.  This will be submitted to the IAL for more
111717 -           ideas on inventing, refining and promoting technologies that
111718 -           make PCs more useful, ref SDS 36 line 72.
111719 -
111720 -
111721 -      ..
111722 -     Sunday Morning
111723 -
111724 -       1.  Panel Discussion - Promising Solutions
111725 -
111726 -           SDS - Bill DeHart, PG&E; Denis Henmi, Kwan Henmi Architects
111727 -                 [possibly Wayne Wetzel, DNRC]
111728 -
111729 -               [See follow up at ref SDS 51 line ref SDS 64 line 134,
111730 -               96.]
111731 -
111732 -
111733 -           Lotus Notes - Cathy Tonne, IPS; Rosanne Sykes, Top Flight
111734 -
111735 -               Maybe Bill DeHart can ask Cathy and Rosanne about this.
111736 -           ..
111737 -           Echo Pro - Morris Jones
111738 -
111739 -               [Discussed with Morris on 951228. ref SDS 49 1736]
111740 -
111741 -               [On 960715 Morris demonstrated or discussed Echo Pro at
111742 -               Asilomar. ref SDS 67 0990]
111743 -
111744 -           Exchange - [someone from Microsoft]
111745 -
111746 -           Integrating Cost & Schedule - Kerzner lecture, Joel
111747 -                                         Koppleman with Primavera
111748 -
111749 -           Communication Metrics - Rod Welch, Wayne Wetzel, maybe
111750 -                                   Sterling Jensen with Telematics, per
111751 -                                   ref SDS 46 line 382.
111752 -  ..
111753 -       2.  Ambassadors of Change:  Preparing for the 21st Century
111754 -
111755 -   **      [Who Can Do This??]
111756 -           -------------------
111757 -           To take the "Quantum Leap" into the future organizations
111758 -           need help to overcome ignorance, fear and denial, ref SDS 26
111759 -           line 243.  They need vision and courage to try new ideas per
111760 -           discussion with Intel, ref SDS 23 line 736 and Morris, ref
111761 -           SDS 7 line 497 and later at ref SDS 49 line 391.
111762 -
111763 -           Example of resistance is introduction of CPM 30 years ago,
111764 -           ref SDS 11 line 106, resistance in the auto sector on
111765 -           improving quality.
111766 -           ..
111767 -           Organizations need to be experimenting with new ways
111768 -           to practice the "art" of management, based on breakthroughs
111769 -           in automation and new understanding about communications.
111770 -           They need experienced people to implement the new
111771 -           technologies that convert information into knowledge.
111772 -           ..
111773 -           As usual, just when the need is greatest, God,in His
111774 -           infinite wisdom and mercy for a feckless flock, has provided
111775 -           a vast reservoir of such people.  They are called:  early
111776 -           retirees, ref OF 1 line 922.
111777 -
111778 -                [See report at ref SDS 39 line 42.]
111779 -
111780 -           Someone defined "insanity" as continuing to do the same
111781 -           thing, and expecting a different result.  What can we do
111782 -           differently in order to get better results? ref SDS 32 line
111783 -           169.
111784 -
111785 -  ..
111786 -           How Do We Change?
111787 -
111788 -           Let's make a list of the things we can start doing on Monday
111789 -           that are different from what we were doing on Friday, to
111790 -           improve productivity and earnings.
111791 -
111792 -           a.  What did we learn from our investment in a 3 day
111793 -               seminar?
111794 -
111795 -               What did we hear, how does it affect my work on the job
111796 -               each day?
111797 -
111798 -               New Vocabulary
111799 -                  ..
111800 -                  Continual learning Investing intellectual
111801 -                  capital Traceability Converting information into
111802 -                  knowledge Integrated time and information Management
111803 -                  cycle (Case Studies) Time is money, knowledge is
111804 -                  power Communication Metrics Ambassadors of Change
111805 -                  Communication Engineer
111806 -
111807 -           b.  What can we personally do differently?
111808 -
111809 -               Listen more carefully -- how do we do that?
111810 -
111811 -                  Question more thoroughly
111812 -                  Avoid "Feel Good" Management
111813 -                  Call people to clarify understandings after the fact
111814 -               ..
111815 -               Make better meeting notes and check to see how
111816 -               they correlate with other sources, use traceability.
111817 -                  ..
111818 -                  Notice how writing things down helps us
111819 -                  "listen" better.
111820 -
111821 -               Track action items more carefully, integrate time and
111822 -               information.
111823 -
111824 -               Confirm understandings on important matters before
111825 -               taking action, i.e., use Communication Metrics.
111826 -
111827 -                  Correlate what was said today with was was said
111828 -                  yesterday, last week, last year, what the contract
111829 -                  says, what company policy says, what we committed to
111830 -                  in the letter.
111831 -
111832 -               Recommend actions to the boss based on seminar results.
111833 -               ..
111834 -           c.  What can we recommend our organization consider to
111835 -               implement ideas raised today?
111836 -
111837 -               Ambassadors of Change
111838 -
111839 -               Assign someone to take notes at each meeting, check with
111840 -               prior sources and commitments, and distribute to maintain
111841 -               shared meaning.  Go visit with people or call them after
111842 -               sending the notes to see if they are received and
111843 -               understood.
111844 -
111845 -                   [See example at Telematics, ref SDS 46 line 334.]
111846 -
111847 -               Assess how much time we spend at meetings wrangling
111848 -               about what was said the last time.
111849 -               ..
111850 -               How much time do we spend on rework, doing things
111851 -               over because of miss-communication.
111852 -
111853 -               Technology - Can we use it more effectively?
111854 -
111855 -                   Investigate
111856 -                   Experiment
111857 -                   Report
111858 -                   Keep trying - the future will not wait!
111859 -
111860 -
111861 -   ** Possible presenters for Ambassadors of Change
111862 -
111863 -      If the National President for PMI attends, he might do this task,
111864 -      since it goes to supporting the membership.  Theoretically he is
111865 -      a good speaker.  If not, maybe another member of the National
111866 -      Board can do it.  I think Dan Ono is on the Board, maybe he can
111867 -      jump in to explain the exigencies of change to meet the
111868 -      challenge of the 21st century.
111869 -
111870 -          [See follow up with Roger Glaser at ref SDS 45 line 113.]
111871 -      ..
111872 -      We might try for a politician.
111873 -
111874 -          [See follow up at ref SDS 42 line 92.]
111875 -      ..
111876 -      Another idea would be to get an executive from Bechtel, Pac
111877 -      Bell, maybe Intel, or Morris at Chips.
111878 -
111879 -          [See follow up inquiry from Transamerica at ref SDS 43 line
111880 -          35, and Corps of Engineers at ref SDS 47 8900.]
111881 -
111882 -          [On 951229 General Hatch agreed to make this presentaiton.
111883 -          ref SDS 50 4884]
111884 -
111885 -          [On 980307 learned that Andy Grove at Intel was asking the
111886 -          questions needed for this presentation. ref SDS 69 5794]
111887 -
111888 -
111889 -
1119 -

SUBJECTS
Seminar Binder

1304 - Summary/Objective
1305 -
130501 -  ..
130502 - Seminar Binder
130503 -
130504 - Presenters need to submit printed remarks in advance of event for
130505 - inclusion in a binder so attendees can concentrate on ideas being
130506 - presented.  This is a slight conflict because we want people to take
130507 - notes.  Should provide seminar binder where they can supplement the
130508 - handouts with notes in the margin.  This supports objective at ref SDS
130509 - 13 line 480.
130510 -
130511 - We might entitle the binders:
130512 -
130513 -
130514 -                  NCC PMI Regional Symposium
130515 -                     ..
130516 -                     Asilomar Conference
130517 -
130518 -                           Ideas
130519 -
130520 -                           Plans
130521 -
130522 -                           Actions
130523 -
130524 -
130525 -                     ..
130526 -                    Taking the Quantum Leap
130527 -
130528 -
130529 -
130530 -       "Stronger communities through stronger communications"
130531 -
130532 -
130533 - Binder might include the NWO paper.
130534 -
130535 - Tabs to store work product from seminar exercises.
130536 -
130537 -    [See follow up at ref SDS 53 line 257 and at ref SDS 56 line 78.]
130538 -
130539 -
130540 -
1306 -

SUBJECTS
Attendance Inducements
Advertising, July Event
General Notice Flyer
PMI National Publications

1707 - Summary/Objective
1708 -
170801 -  ..
170802 - Brochure - Market Research
170803 -
170804 - We considered the advantage of issuing a brochure early to try and
170805 - see what kind of attendance we might get, so we can plan on whether
170806 - to go after Bill Walsh, Tom Landauer who will cost money.
170807 -
170808 -     Ahmet suggested we do some market research in Jul when we were
170809 -     considering a Nov event, ref SDS 17 line 173.  The effort
170810 -     considered here for the Jul event next year, implements Ahmet's
170811 -     idea.  A brochure was also considered by the EPT at ref SDS 19
170812 -     line 176.
170813 -
170814 -
170815 - Right now PMI's Event Planning Team likely is focused solely on
170816 - getting the work done on the Feb event.
170817 - ..
170818 - Bill plans to speak with Ahmet next week on this matter.
170819 -
170820 -       [See follow up at ref SDS 44 line 76.]
170821 -
170822 -
170823 -  ..
170824 -
170825 - Attendance Inducements we have so far are:
170826 -
170827 -      1.  Theme:  Taking the Quantum Leap into 21st Century
170828 -
170829 -      2.  Bill Walsh - Leadership
170830 -
170831 -      3.  Solution to Murphy's Law, miss-communication and reducing
170832 -          anger and frustrations in workplace.  Prominent psychologist
170833 -          who treated people following shooting tragedy at 101
170834 -          California.
170835 -
170836 -      4.  Intel, Morris Jones (founder IT firm), Tom Landauer (noted
170837 -          author former director of Bell Labs), Turner, prominent
170838 -          contractor, Corps of Engineers/Fluor, VP (retired General)
170839 -          Hatch.
170840 -          ..
170841 -      5.  Future technology, "dream" executive workstation
170842 -
170843 -      6.  Solution to Re-engineering Problems, Ambassadors of Change
170844 -
170845 -      7.  Giving away a PC as door prize (maybe Intel will contribute)
170846 -
170847 -      8.  Asilomar setting
170848 -
170849 -      9.  PMI National Board is attending, per ref SDS 27 line 139.
170850 -
170851 -
170852 - We should be able to wrap a brochure around these factors.
170853 -
170854 -
170855 -
1709 -

SUBJECTS
PMI Event, July Event, Planning, Attendance Goal
Location/Facilities

2105 - Summary/Objective
2106 -
210601 - Possible challenge will be getting too many people to attend and then
210602 - not have enough room.  Bill will consider this issue with respect to
210603 - Asilomar facilities.
210604 -
210605 - Another problem is the lack of adequate presentation facilities to
210606 - enable a large number of people to see the speaker.  The idea that
210607 - Intel might demonstrate the "dream" executive workstation, means there
210608 - has to be a way for everyone to observe it.
210609 -
210610 -    These issues require some thought.
210611 -
210612 -    [See follow up at ref SDS 53 line 250, and solution at ref SDS 59
210613 -    line 99.]
210614 -
210615 -
210616 -