THE WELCH COMPANY
440 Davis Court #1602
San Francisco, CA 94111-2496
415 781 5700
rodwelch@pacbell.net


S U M M A R Y


DIARY: February 27, 1996 04:18 PM Tuesday; Rod Welch

Meeting with Morris at Chips re PMI Event program.

1...Summary/Objective
2...Human Mind and Time Lead Us Astray
3...Leadership with a Broader Vision
4...Morris' biography
5...Background
6...Event Agenda and Purpose
7...Event Sponsorship
8...Speaker Fees
9...Selection Criteria - NWO
10...Effective Leadership
11...Executive Perspective: Reengineering Management
12...New Needs, New Roles, New Skills on Information Highway
13...Taking Quantum Leap & Change for 21st Century
14...Trouble with Computers - Landauer
15...The Challenge of "Automating" Management
16...Event Structure, Speaker Panels
.....Friday Night - End on High Note
.....Saturday
.....Speaker & Panel Sequence
.....Tom Landauer Morris Jones David Vannier
.....David Bounchristiani Darrell Partay Applications
17...New Skills; New Work Environment
18...Explain communication methods common to executives for strategic and
.....1...Visualization (Big Picture & Bottom Line) v. text for
.........Design Process Needs Communication Metrics
.....2...Methods failing on the Information Highway causing the role of
19...Communication Metrics Provides Context for Intelligence
......Converting Information into Knowledge; Common Sense into Wisdom
.........Information
.............Data - is a lower level. "Information" is the language or
.........Knowledge and Intelligence
.........Wisdom and Common Sense
.........Wisdom is knowing when to slow down in order to speed up by
......Vision Experience Wisdom Case Study
.........Not Enough Time to Think:
.........20 - 80 Executive Practice Failing
.........Executive Mind Set
.........Leading by Conversation/Proclamation
........................There isn't enough time to think!
.........Truth is a Mystery called Murphy's Law
.........Meetings Can be More Productive
.........Be Prepared
.....3...Solutions needed per discussion with Corps of Engineers,
.........Executive Practice: A New Vision
.........Adjusting course -- Managing Managers
20...Written Paper for Attendee Binder
21...Pre-Conference Meeting with Panelists
22...Follow Up

ACTION ITEMS.................. Click here to comment!

1...agenda, so I will set it out in the record as an idea to think

CONTACTS 

SUBJECTS
PMI Event Program, Planning Jul Event, Speakers, Morris
Human Memory, Brain, Justification for Theme

0604 -
0604 -    ..
0605 - Summary/Objective
0606 -
060601 - Follow up ref SDS 48 0000, ref SDS 48 0000.
060602 -
060603 -      [See follow up at ref SDS 66 0000.]
060605 -  ..
060606 - Developed ideas from discussion on 960213, ref SDS 48 0000, worked on
060607 - scope for Morris' presentation for the Asilomar conference.  Reviewed
060608 - his letter ref DRP 1 0000 and ideas from our meetings on 951228, ref
060609 - SDS 32 7308, and 960103. ref SDS 39 0000.
060611 -  ..
060612 - Morris offered ideas on timing and order of speakers; he suggests
060613 - using panels for summary, audience interaction and time management.
060614 - His approach structures the event in a way that will illustrate key
060615 - points of leadership that can be enhanced by technology through
060616 - Communication Metrics.  We next need his outline and/or narrative, and
060617 - should try for a meeting with other speakers.
060618 -
060619 -
060621 -  ..
0607 -
0608 -
0609 - Discussion
0610 -    ..
0611 -
061101 - Human Mind and Time Lead Us Astray
061102 -
061103 - Initially I described the difficulty finding Morris' office because of
061104 - a traffic accident on US 101 just before the turn-off to Montegue
061105 - Expressway that leads to Chip's office. It was reported on the radio,
061106 - as I began the drive from San Francisco, so I cut over at SFO to take
061107 - US 280 to San Jose, and then took Saratoga Ave.  I recalled from
061108 - having driven this route many times 30 years ago, that Saratoga Ave.
061109 - turns into San Thomas Expressway which turns into Montegue where it
061110 - crosses US 101.  It seemed like there wasn't enough time to obtain and
061111 - examine a map, so while stopped on the off-ramp waiting for the light
061112 - to change, I rolled the window down and honked to get the attention of
061113 - a motorist in the adjacent lane.  I asked if Saratoga Ave. turns into
061114 - San Thomas Expressway?  The driver said it did; the light changed, and
061115 - I took Saratoga Ave.  Ten minutes later I wound up off track in front
061116 - of a junior high school, actually lost.  Where was the Expressway?  A
061117 - nice lady, who was picking up her kids, was kind enough to lead me
061118 - along the right path to a route that was familiar enough for me to
061119 - reach my objective.
061121 -  ..
061122 - Morris said the motorist was right, but may have left out that you
061123 - have to make a turn to reach San Thomas Expressway from Saratoga
061124 - Avenue; or, it may have been he was about to say it, when the light
061125 - changed and we had to move on.  A similar scenario but involving a
061126 - review of information and recommended management decision occurred in
061127 - 1991 at DNRC.  Time impacts understanding.
061128 -
061129 -     [On 960305 another example of mental lapse. ref SDS 68 0000.]
061130 -
061131 -
061132 -
061133 -
0612 -

SUBJECTS
Leadership with Broader Vision
Mistakes & Coverups, Managing Managers
Biography
Writing in SDS is Inaccurate

1106 -
110701 -  ..
110702 - Leadership with a Broader Vision
110703 -
110704 - Leadership is a common function of daily management: keeping the flock
110705 - on the right path to the objective.  Peter Drucker calls this
110706 - "managing managers," because every day individuals, organizations and
110707 - entire nations drift off course. Morris made this point in our meeting
110708 - on 950303, ref SDS 17 3497, and it later became a central theme of the
110709 - NWO paper. ref OF 2 5827
110710 -
110711 -     [On 960301 reviewed Drucker's view that maintaining course is
110712 -     greatest test of leadership to manage managers. ref SDS 64 5760]
110714 -      ..
110715 -     Drifting off course is easier in the New World Order of the
110716 -     Information Highway, see example on 960305. ref SDS 68 0000.
110717 - ..
110718 - The PMI event pioneers a new path to help executives "manage
110719 - managers" by keeping the organization "on course" using automation to
110720 - support continual learning, and traceability to align communications.
110721 - This takes leadership with a broader vision. We need speakers who,
110722 - like the lady who led me to familiar territory, can show how new
110723 - methods needed for the New World Order are grounded in familiar
110724 - territory of sound management practice.  The audience needs to be able
110725 - to connect up what it already "knows" with incipient new needs and
110726 - solutions for the faster, more complex, new world order of the 21st
110727 - century.
110728 -
110730 -  ..
110731 - Morris' biography
110732 -
110733 - Per our discussion on 960224, ref SDS 53 5948, Morris said I can get
110734 - his biography by calling Judy Joseph tomorrow.
110735 -
110736 -    [On 960229 did this. ref SDS 61 0000.]
110737 -
110738 -
110740 -  ..
110741 - Background
110742 -
110743 - Reviewed prior understandings on event objectives and scope:
110744 -
110745 -     1.  Meeting with Intel, ref SDS 38 0000.
110746 -         ..
110747 -         We did this only in a general way.
110749 -          ..
110750 -     2.  Meeting with Morris, ref SDS 39 0000, ref SDS 35 7308
110751 -            ..
110752 -         Morris generally concurred with the substance of our
110753 -         meeting on the scope and purpose of his Asilomar presentation,
110754 -         ref SDS 39 5838.  Morris expressed concerns about accuracy of
110755 -         the record, similar to our discussion on 950223. ref SDS 15
110756 -         7499.
110758 -          ..
110759 -         I asked him for corrections.  He said he did not recall
110760 -         associating his observation that executives need to perform
110761 -         more analysis, with the concept of converting information into
110762 -         knowledge.  He feels this was added.  We discussed today that
110763 -         this association is identified as parenthetical analysis to
110764 -         facilitate follow up.  Similarly, connections to Stanford and
110765 -         Intel make these understandings accessible for other purposes.
110766 -
110767 -              [See later concern about notes containing more than what
110768 -              was actually said, ref SDS 90 6693.]
110769 -         ..
110770 -     3.  Meeting with Turner, ref SDS 44 0000.
110771 -
110772 -         I submitted these notes today in hard copy to supplement the
110773 -         email submission via ref DIP 1 line 30 made at ref SDS 46
110774 -         6930. We did not review the notes during the meeting, except I
110775 -         explained the goal for Turner to present the cultural moorings
110776 -         of business communications in high risk endeavors that need
110777 -         wider application in the New World Order, ref SDS 44 6930.
110778 -
110779 -
110780 -
110781 -
1108 -

SUBJECTS
Event Agenda

1203 -
120401 -  ..
120402 - Event Agenda and Purpose
120403 -
120404 - I submitted the current agenda, ref OF 3 line 18.  Morris indicated
120405 - the event title, and the thesis are adequate to accommodate remarks he
120406 - wants to present on changes in executive management and organizational
120407 - structuring, per our Jan 3 meeting, ref SDS 39 line 78.  I explained
120408 - the event is predicated on the NWO paper that will be published in May
120409 - by PMI Communications [ref SDS 67 line 109], who will advertise the
120410 - event as an occasion for PMI to lead the way in defining a new
120411 - management science, ref SDS 43 line 101.  The form of the statement is
120412 - yet to be determined and will reflect something consistent with the
120413 - notice by the PMI national membership manager received today stating
120414 - that the Mar 25 issue of Fortune magazine will report that Project
120415 - Manager is the No. 1 career choice, ref SDS 59 line 34. I submitted
120416 - this PMI notice to Morris as new information on our discussion from
120417 - July 5 about the role of project management, ref SDS 24 line 184.
120418 -
120419 -
120420 -
120421 -
1205 -

SUBJECTS
Financial Support from Sponsors
Sponsor Financial Support Speakers
Financial Support from Sponsors
Selection Criteria

1606 -
160701 -  ..
160702 - Event Sponsorship
160703 -
160704 - I noted that to accomplish this goal the event plan includes several
160705 - key speakers, apart from executives and industry leaders like Morris,
160706 - who will charge for their participation.  We reviewed Tom Landauer's
160707 - exceptional credentials, and discussed the advantage of Bill Walsh to
160708 - speak on leadership in a fast paced environment.
160710 -  ..
160711 - This agenda and speaker slate requires financial support, so PMI is
160712 - offering sponsorships to organizations who wish to associate with the
160713 - aims and purposes of the event, per the agenda at ref OF 3 line 17.
160715 -  ..
160716 - Chips can be a sponsor for $2K - $5K to support speaker fees, plus
160717 - underwrite its own attendees costs, per ref SDS 54 line 63.  This
160718 - would result in Chips being identified by pre-event publicity in PMI
160719 - publications, as a sponsor for the event.  Sponsors will also be set
160720 - out in the event binders, ref SDS 33 line 557.  Sponsors may also
160721 - simply lend their name for association in PMI publicity without
160722 - providing funds.
160723 -
160724 -           [See follow up at ref SDS 77 line 125.]
160725 -  ..
160727 -  ..
160728 - Speaker Fees
160729 - Selection Criteria - NWO
160730 -
160731 - Morris noted the speaker fees on the agenda, ref OF 4 line 34. He said
160732 - Chips has hired inspirational speakers on leadership.  A colleague
160733 - joined our meeting briefly to drop off a video tape.  Morris suggested
160734 - I review it for consideration of a speaker.  The colleague reported
160735 - one of the speakers charges only $10K and another $8K.  I explained
160736 - the time and effort to prepare speakers at this late date.  It took a
160737 - significant effort to get Bill Walsh, Tom Landauer, Morris, Dave at
160738 - Intel and others to review the NWO paper to determine whether and how
160739 - they can support the agenda.  Morris seemed to indicate the integrity
160740 - of the speakers he has in mind would prevent them from investigating
160741 - and proposing how they can support the aims of the conference.  They
160742 - evidently have settled views which do not lend themselves to change or
160743 - accommodation of the NWO ideas.
160744 -
160745 -     [See follow up re new speaker biographies, ref SDS 63 line 56.]
160746 -
160747 -
160748 -
1608 -

SUBJECTS
Leadership Communications
Information Highway, Information Revolution
Reengineering Communications, Too Many Meetings, Faxes, E-mail,
Failed Communications, Anger, Frustrations, Mistakes & Coverups
Faith/Courage to Try Automated Integration
Change is Needed/Resisted

2508 -
250901 -  ..
250902 - Effective Leadership
250903 -
250904 - We spent a little time defining the aims of the event as reaching
250905 - beyond traditional notions of leaders as people who set a vision and
250906 - inspire performance, i.e., talk people into doing things, give orders.
250907 -
250908 - People need guidance and support to overcome ignorance, fear and
250909 - denial that prevents taking action in right direction, (see review of
250910 - Covey's work on 951205 explaining the need for faith, at ref SDS 6
250911 - 8493, General Hatch's comment on 951230, ref SDS 36 2131, and
250912 - discussion with Tom Landauer on presenting critical review of new
250913 - ideas that builds faith for people to invest time for review and pilot
250914 - testing. ref SDS 51 0897)
250915 - ..
250916 - Asilomar is therefore not an occasion for a bunch of people to
250917 - show up and say whatever is on their mind.  This conference is about
250918 - setting a new direction to meet the challenge of an emerging New World
250919 - Order for doing knowledge work, ref OF 3 line 17, which is why it is
250920 - appropriate for PMI since project management at its core is about
250921 - change, ref SDS 8 line 194.  Speakers need to address why, how, when
250922 - and who must change, so that inspiration is properly directed, i.e.,
250923 - so leadership is effective in taking people down the right path.
250924 -
250926 -  ..
250927 - Executive Perspective:  Reengineering Management
250928 - New Needs, New Roles, New Skills on Information Highway
250929 -
250930 - Morris' scope which he described on Jan 3 at ref SDS 39 line 78, fits
250931 - this objective in setting a vision, defining new roles and skills to
250932 - make changes underway in the corporate world more productive for those
250933 - who remain on the job, and more hopeful for those being reengineered
250934 - out of their current job.  We examined the Event thesis showing this
250935 - point at ref OF 3 line 19.
250937 -  ..
250938 - Morris disagreed with using "Information Highway" to describe what he
250939 - has previously noted is a need for among other things better results
250940 - from meetings where people cannot remember what was said or remember
250941 - differently (the malady of false knowledge, per ref SDS 17 line 327,
250942 - ref SDS 34 line 269), are unprepared and work product is not aligned
250943 - with prior understandings, specs, contracts, email, per ref SDS 47
250944 - line 94.  Tom Landauer's remarks will make the case that there is not
250945 - enough time for these tasks in the New World Order.  Morris has
250946 - recognized an "Information Revolution", ref SDS 22 line 145.  Since
250947 - the underlying problems he wants to solve seem to reflect the Asilomar
250948 - agenda, differences in nomenclature can certainly be accommodated.  It
250949 - is expected each speaker will frame issues according to their own
250950 - experience and perspective relative to the conference thesis.  This
250951 - will ensure a vital, relevant and meaningful experience for attendees.
250952 -
250954 -  ..
250955 - Taking Quantum Leap & Change for 21st Century
250956 -
250957 - Morris indicated the event theme reflects his idea of change occurring
250958 - in organizations.
250959 -
250960 - Asilomar is about showing a new work environment exists for knowledge
250961 - work due to technological advances that have created an Information
250962 - Highway and a global economy, that creates pressure for more
250963 - effective, productive leadership and management.  This calls for
250964 - reengineering the practice of management using new tools and roles,
250965 - plus leadership with a broader vision to help attendees deal with
250966 - resistance to change endemic to organizations.  Examples of resistance
250967 - and how to tell the story of change are at ref SDS 23 line 101.
250968 -
250969 -
250970 -
250971 -
2510 -

SUBJECTS
Technological Impact on Practice of
Paperless Office, Document Management
Computers, Structure

2905 -
290601 -  ..
290602 - Trouble with Computers - Landauer
290603 - The Challenge of "Automating" Management
290604 -
290605 - For the reasons at ref SDS 50 line 129, discussed with Morris on Feb
290606 - 24, ref SDS 53 line 208 and submitted via ref DIP 2 line 34, we
290607 - considered ideas for Morris to do Tom Landauer's scope set out at
290608 - ref SDS 32 line 310, from Tom's book on why automation has not
290609 - improved management productivity, ref OF 3 line 40.  I brought Tom's
290610 - book and offered the computer file of it along with a review in SDS.
290611 - Morris decided he didn't need these for reasons below.  The current
290612 - agenda shows Morris is scheduled to follow Tom.  However, he could
290613 - simply do Tom's material, drawing on Tom's book and Morris' own
290614 - experience as a senior executive and the "world's greatest computer
290615 - user," per the ideas we discussed previously at ref SDS 53 line 207.
290616 - ..
290617 - Morris is concerned about making too many points in his
290618 - presentation. He mentioned the rule of three that makes verbal
290619 - presentations in a conference setting more productive.  His paper
290620 - however can have as many points as needed to adequately present his
290621 - ideas.
290623 -  ..
290624 - I submitted Tom's outline and bio received yesterday at ref SDS 56
290625 - line 97, and Tom's follow up letter on sequencing of his remarks with
290626 - other speakers, ref DRP 2 line 26, received today, ref SDS 58 line 92.
290627 - Given Morris's concern about making any one presentation too lengthy,
290628 - too crowded, and given Landauer's recent efforts to perform the work
290629 - needed to do the event, plus his credentials we decided to keep Tom in
290630 - the event at this time.  Morris set out a speaker sequence (see below)
290631 - for Tom's remarks to provide foundational material Morris can use to
290632 - develop the executive perspective, roles and skills.  This seems to
290633 - fit Tom's wish to present his concept of User Centered Design (UCD)
290634 - for useful software, ref SDS 58 line 125.
290635 -
290636 -
290637 -
2907 -

SUBJECTS
Structure

3103 -
310401 -  ..
310402 - Event Structure, Speaker Panels
310403 -
310404 - Morris offered ideas to structure the event with panels, so it
310405 - provides better use of time and increases the opportunity for
310406 - interaction among speakers.  Panels introduces flexibility to make
310407 - adjustments in the event a speaker takes longer or is shorter than
310408 - scheduled.  The panel can lengthened or shortened, even eliminated if
310409 - necessary with less impact than trying to change a speaker's
310410 - presentation.
310411 -
310412 -           [See follow up at ref SDS 74 line 113.]
310414 -  ..
310415 - He sketched scenarios showing likely emotional impact based on the
310416 - level of information, inspiration and entertainment that may occur in
310417 - the scope and credentials of our speakers.
310418 -
310419 -           [See follow up at ref SDS 74 line 249.]
310420 - ..
310421 - A key advantage of this structure is that it shows a critical
310422 - part of Communication Metrics: challenge, cross-examine, investigate,
310423 - plumb understandings, ideas and rationale.
310424 -
310425 -           [See follow up at ref SDS 60 line 92, and with Bill re PMI
310426 -      ..
310427 -           Event Team at ref SDS 67 line 154,
310429 -      ..
310430 -     Friday Night - End on High Note
310431 -
310432 -     He recommends letting Walsh or whoever winds up being the keynote
310433 -     speaker, be the only Friday night speaker.  The idea is to end on
310434 -     a high note.  I do not strongly object to this.  Another
310435 -     perspective is leave conferees overnight with a set of serious
310436 -     questions about the implications of what Walsh defines as the
310437 -     challenge of leadership in a fast paced environment, on what is
310438 -     emerging in the more mundane world of daily executive leadership,
310439 -     which is the purpose of the conference.
310440 -
310441 -          [See follow up at ref SDS 74 line 294.]
310442 -     ..
310443 -     We could accomplish this simply by closing the evening
310444 -     session by citing a few key questions to be taken up the next day.
310445 -     This would also provide time Friday evening to introduce PMI
310446 -     National and local board members, so they can make their pitches.
310447 -
310448 -
310450 -      ..
310451 -     Saturday
310452 -
310453 -     We jotted down the following conceptual framework which provides a
310454 -     basis for further adjustments.  [One thought is to shorten the
310455 -     presentations and squeeze in two more speakers so there are two
310456 -     panels, which can be done by starting at 0830 rather than 0930 by
310457 -     doing PMI business Friday evening.]
310459 -      ..
310460 -     0700  0800     Breakfast
310461 -     0815           Call to order
310462 -     0830           PMI business
310463 -     0900           Introductions, overview
310464 -     0930           Speaker 1
310465 -     1015           Break
310466 -     1030           Speaker 2
310467 -     1115           Panel
310468 -     1145           Summary remarks
310469 -     1200           Lunch
310470 -     0130           Call to order
310471 -     0145           Speaker 3
310472 -     0215           Break
310473 -     0230           Speaker 4
310474 -     0315           Panel
310475 -     0415           Closing remarks, inspiration summing up day
310476 -     0500           Dismiss for social event
310477 -
310479 -          ..
310480 -         [See follow up at ref SDS 74 line 241.]
310481 -
310483 -      ..
310484 -     Speaker & Panel Sequence
310485 -
310486 -     Morris suggests the following for the first group of 3 speakers
310487 -     (requiring adjustment to above time table, but it was understood
310488 -     that this initial table is only a template to show methodology):
310489 -
310490 -     The basic idea is to formulate a general concept that ties
310491 -     together an emerging need, with leadership and technology.  Morris
310492 -     also mapped the emotional state for the audience:
310494 -        ..
310495 -       Information              Emotional        • Entertainment/Hope
310496 -      ..
310498 -      ..
310499 -     Tom Landauer            Morris Jones           David Vannier
310500 -      ---------------------- ------------------
310501 -     Cognitive Professor     Organizations need     Intel Solutions
310502 -     Impact of limited time  new skills, tools,     Technology empowers
310503 -     unlimited information   and roles (e.g.,        Leadership
310504 -     on mental performance   learning organization)
310506 -           ..
310507 -       •  David gave a strong, enlightening statement to Byte magazine
310508 -          which is the basis of his appearance at Asilomar, ref SDS 27
310509 -          line 295.  If he demonstrates a machine ref SDS 38 line 122,
310510 -          and we do the raffle, ref SDS 38 line 202, then this will be
310511 -          entertaining.  The futuristic stuff should be the hope angle.
310512 -          Additionally, he is getting help from Intel's marketing
310513 -          people, so I expect they will do something jazzy.
310515 -           ..
310516 -       •  Dave was unable to attend today because of a last minute
310517 -          conflict, and did not call per coordination effort at
310518 -          ref SDS 57 line 78.
310519 -
310520 -             [Separate follow up was done at ref SDS 62 line 108.]
310521 -
310523 -      ..
310524 -     Afternoon panel offers specifics from morning session:
310525 -
310526 -       Legal case              Business case         Case study
310527 -
310529 -      ..
310530 -     David Bounchristiani    Darrell Partay         Applications
310531 -        ---------------------  ------------------
310532 -     How serious and costly  Turner explains how    Morris says show
310533 -     is miscommunication in  to avoiding miscom-    SDS here, which
310534 -     rendering leadership    munication on high     needs more thought
310535 -     ineffective             risk endeavors
310536 -
310538 -  ..
310539 - I concur with this approach, except I don't think the audience is
310540 - ready for an SDS demonstration.  It may be appropriate though to
310541 - define through Bill DeHart and Sterling Jensen the idea of a
310542 - Communication Manager (actually Morris could do this drawing on the
310543 - work to extend Medit into SDS, and prepare for this Asilomar event;
310544 - David could make the same point), and then the following morning show
310545 - SDS as a range of promising technology that can support that new role.
310547 -  ..
310548 - I also want to make the "psychologist case" to supplement the legal
310549 - case, so the scope of the problem being addressed is not limited to
310550 - how to avoid litigation.  The problem is universal, pervasive and
310551 - growing, as seen from breakdowns in internal communications.
310552 - Litigation is only a rare manifestation that is often too disconnected
310553 - from people.  People know fast communications in the office cause
310554 - little mistakes; they need the connection to losses and lawsuits.
310556 -  ..
310557 - It also seems sensible to let Tom Landauer follow the explanation of
310558 - the problems described by psychologists and the lawyer to explain why
310559 - these problems cannot be solved by working harder, getting smarter
310560 - people who more sincere, have more integrity.  So more thought is
310561 - needed on the order of speakers, but the format offered today seems
310562 - better suited to accomplish the aim of fostering knowledge growth.
310563 -
310564 -
310565 -
310566 -
3106 -

SUBJECTS
Titles of Presentations
Reengineering Communications
Executive Mind set
Leadership Communications
Design Support
Executive Work Practices
Executives Work by Visualization

3909 -
391001 -  ..
391002 - New Skills; New Work Environment
391003 -
391004 - See preliminary title of Morris' presentation, ref SDS 55 line 139.
391005 -
391006 -       Reengineering to Win in a Global Economy: New Needs, New
391007 -       Roles, New Skills for Effective Leadership
391009 -  ..
391011 -  ..
391012 - Explain communication methods common to executives for strategic and
391013 - tactical management, discussed at ref SDS 39 line 74:
391014 -
391015 -              1.  Visualization (e.g., pictures, graphs)
391016 -              2.  Information Management (forms, reports, email)
391017 -
391018 -    ...and concept of "reengineering" communications to include:
391020 -                   ..
391021 -              3.  Analysis (i.e., convert information into knowledge)
391022 -                  ref SDS 18 line 201.
391023 -
391025 -          ..
391026 -     1.  Visualization (Big Picture & Bottom Line) v. text for
391027 -          ..
391028 -         analysis, also discussed recently with Jim Caudle, Chief
391029 -         Communications Development Branch, USA Missile Defense, ref
391030 -         SDS 43 line 99.
391032 -          ..
391033 -         Design Process Needs Communication Metrics
391034 -
391035 -         Morris used an example of this method today by drawing out
391036 -         several alternate presentation scenarios to maintain adequate
391037 -         emotional involvement of the audience, and develop a sensible
391038 -         framework for presenting related ideas, concepts, solutions.
391039 -         There seems to be a process of conversation for review and
391040 -         interaction to ensure such rough diagrams are correctly
391041 -         understood and integrated in the information stream.  Such
391042 -         drawings however are disconnected from support and rationale,
391043 -         which often are as important as the ideas conveyed,
391044 -         particularly for making decisions.  People come away with the
391045 -         drawing which they understand at the time, but not the
391046 -         conversation which provided the clarification, context and
391047 -         rationale.
391048 -         ..
391049 -         Communication Metrics provides these connections, as
391050 -         discussed with Denis on the ALRS project, ref SDS 31 line 265.
391051 -
391053 -          ..
391054 -     2.  Methods failing on the Information Highway causing the role of
391055 -         manager to be "reengineered" ref SDS 49 line 252.
391056 -
391057 -
391058 -
3911 -

SUBJECTS
Information Knowledge Wisdom SDS Converts Distiguished by Connecting

6803 -
680401 -  ..
680402 - Communication Metrics Provides Context for Intelligence
680403 -
680404 - The Welch Management method explained on 911123, ref SDS 5 4930, uses
680405 - the plan, perform, report cycle, ref OF 2 6649, as an "intelligence"
680406 - process to capture and connect (link) information into webs of cause
680407 - and effect based on context, and commonly called, "knowledge," and
680408 - then grows this knowledge over time to create experience, common
680409 - sense, wisdom and vision (see analysis on 950830, ref SDS 26 1883,
680410 - discussion with Morris on 960224 ref SDS 53 0001).
680412 -  ..
680413 - Peter Drucker says this is a responsibility of management. see review
680414 - on 931130, ref SDS 10 1092
680415 -
680416 -         [On 960321 explanation of "management science" discusses Welch
680417 -         management cycle. ref SDS 76 8888]
680419 -          ..
680420 -         [On 960510 organic structure of consciousness progresses from
680421 -         connecting details into larger meanings. ref SDS 84 5672.]
680423 -          ..
680424 -         [On 960518 "experience" as source of knowledge is shown in
680425 -         Landauer's paper on knowledge acquisition ref SDS 85 8811,
680427 -          ..
680428 -         [On 970829 context solves problems of alternate meanings that
680429 -         cause communication mistakes. ref SDS 93 4491]
680431 -          ..
680432 -         [On 000517 defined data, information, knowledge during meeting
680433 -         at Intel. ref SDS A4  0785
680434 -
680436 -       ..
680437 -      Converting Information into Knowledge; Common Sense into Wisdom
680438 -
680440 -  ..
680441 - Morris posed a key question today on distinguishing between data,
680442 - information, knowledge and wisdom?
680444 -  ..
680445 - The process of adding intelligence to convert information into
680446 - knowledge seems to be a big intellectual hurdle.  On 940722 Uncle Jim
680447 - asked about this issue. ref SDS 12 8388
680448 -
680449 -        [On 960627 discussed this idea at Intel. ref SDS 87 4899
680451 -         ..
680452 -        [On 961006 Uncle Jim reviewed comments by General Hatch; asks
680453 -        for explanation that distinguishes information from knowledge.
680454 -        ref SDS 89 0001
680456 -         ..
680457 -        [On 990213 web site for Knowledge Management. ref SDS A0 0000
680459 -         ..
680460 -        [On 990916 Navy distinguishes knowledge from information and
680461 -        data. ref SDS A1 0001
680463 -         ..
680464 -        [On 011102 Knowledge Management marketing ploy to sell failed
680465 -        seminars, consultant time, computer tools and sofware for
680466 -        information management, reported by Larry Prusak, helped launch
680467 -        Knowledge Management in 1993, ref SDS A5 SZ7O; deadly sin
680468 -        failure to define knowledge. ref SDS A5 CQ5M
680470 -         ..
680471 -        [On 011202 Morris is not comfortable discussing cognitive
680472 -        science. ref SDS A6 0001
680474 -         ..
680475 -        [On 020608 knowledge define case study hard for people to
680476 -        grasp, ref SDS A7 CC6J; philosophy grounding for "Knowledge
680477 -        Management" reviewed 050115, ref SDS B2 SF5K, correlates with
680478 -        cognitive science reviewed 960518, ref SDS 85 GS58, management
680479 -        tasks considered 000307, ref SDS A2 767G, and physical science
680480 -        locality principle power of knowledge predicts and controls the
680481 -        future, reviewed on 040312, ref SDS B1 YH4G
680482 -
680484 -  ..
680485 - I mentioned the apparent correlation between common sense and
680486 - wisdom, with a similar relationship between information and
680487 - knowledge, shown in the NWO paper. ref OF 2 5846
680489 -  ..
680490 - Both entail a process of change by converting through mental
680491 - processing of some kind, maybe what is loosely termed "thinking"
680492 - (see review on 900303 of Jeromy Campbell's book "The Improbable
680493 - Machine" - ref SDS 3 0405), or "intelligence" as explained in the
680494 - POIMS paper. ref OF 1 0582
680496 -  ..
680497 - Hopefully, Tom Landauer can tell us about this at the Asilomar
680498 - Conference.
680499 -
680500 -     [On 960409 Time Magazine article called this "consciousness"
680501 -     similar to the "soul" that turns "water into wine." see the
680502 -     record at ref SDS 79 7211]
680504 -      ..
680505 -     [On 960510 David Vannier at Intel cited distinction between
680506 -     data and information at ref SDS 83 7722, analysed in a
680507 -     discussion with Morris on 960510, ref SDS 84 5672.]
680509 -  ..
680510 - Morris asked several times today for a definition of "knowledge,"
680511 - ref SDS 0 3961, and "wisdom." ref SDS 0 7330
680513 -  ..
680514 - I gave the explanation in the NWO paper, ref OF 2 3598, which he
680515 - reviewed prior to submission to PMI for publication, including
680516 - the process of converting information into knowledge on 950830,
680517 - ref SDS 26 4888.  NWO further presents an organic structure of
680518 - cognition from data to wisdom. ref OF 2 XF6F  We recalled
680519 - discussing this a few days ago on 960224, ref SDS 53 0001,
680520 - submitted to Morris via ref DIP 2 0000; but there wasn't enough
680521 - time to review it, per ref SDS 53 9008.  This latter point was
680522 - discussed in the letter on executive mindset and practice at
680523 - ref DIP 3 0000.
680524 -
680526 -          ..
680527 -         Information
680528 -
680529 -         In the context of Communication Metrics "information" is the
680530 -         narrative story, or expression, of what we did, what we saw,
680531 -         (e.g., data, facts and figures about people, a building,
680532 -         documents, pictures, specifications, letters, plans), what we
680533 -         heard, what we said, what we thought, felt, expected, i.e.,
680534 -         what happened as captured by our senses, see 960105.
680535 -         ref SDS 40 7500
680536 -
680538 -              ..
680539 -             Data - is a lower level.  "Information" is the language or
680540 -             narrative that gives context or meaning to facts and
680541 -             figures in a data base report.
680542 -
680543 -                [On 960509 developed ideas on distinguishing knowlede
680544 -                fro information. ref SDS 83 7722
680546 -                 ..
680547 -                [On 960510 developed organic structure of cognition and
680548 -                consciousness. ref SDS 84 5672
680550 -                 ..
680551 -                [On 960627 used in meeting with Intel structure of
680552 -                consciousness. ref SDS 87 4833
680554 -          ..
680555 -         Knowledge and Intelligence
680556 -
680557 -         Communication Metrics is about connecting the chronology of
680558 -         cause and effect, and comparing new information with what has
680559 -         happened previously, including control criteria like
680560 -         objectives, values, schedules, budgets, contracts, laws,
680561 -         regulations, plans, specifications, commitments, and prior
680562 -         understandings.  "Intelligence" is the underlying process of
680563 -         creating the connections, providing organization, analysis and
680564 -         summary linked to details, as explained in the POIMS paper.
680565 -         ref OF 1 3385
680567 -          ..
680568 -         These connections show nuance, implications, correlations that
680569 -         yield patterns of cause and effect that which information
680570 -         meaning by assigning subjects in the variety of ways
680571 -         information is needed based on past experience shown in the
680572 -         record.  This process of connecting information into patterns
680573 -         yields "power of knowledge" of predictability also called
680574 -         "understanding," as explained in the New World Order... paper.
680575 -         ref OF 2 4212
680576 -
680577 -            [On 960321 meaning of "meaning" how people know meaning
680578 -            explained in cognitive science as contextual associations
680579 -            derived from experience. ref SDS 76 2882
680581 -             ..
680582 -            [See use of "subjects" to calculate rework based on limited
680583 -            span of attention, ref SDS 95 2464, and USACE report on
680584 -            971007. ref SDS 96 1273]
680586 -             ..
680587 -            [On 000515 Mary Keeler's research on Charles Peirce, a 19th
680588 -            century philosopher shows knowledge can be associated with
680589 -            experience and time. ref SDS A3 5026
680591 -             ..
680592 -            [On 000517 defined data, information, knowledge during
680593 -            meeting at Intel. ref SDS A4  0785
680595 -             ..
680596 -            [On 20608 knowledge define case study hard for people to
680597 -            grasp, ref SDS A7 CC6J; philosophy practice grounding for
680598 -            "Knowledge Management" reviewed 050115, ref SDS A0 SF5K,
680599 -            correlates with cognitive science reviewed 960518,
680600 -            ref SDS A1 GS58, management tasks considered 000307,
680601 -            ref SDS A2 767G, and physical science locality principle
680602 -            power of knowledge predicts and controls the future,
680603 -            reviewed on 040312, ref SDS A2 YH4G
680605 -             ..
680606 -            [On 040312 locality principle explains irreversibility of
680607 -            time adding energy to connect cause and effect yields the
680608 -            power of knowledge to control the future, i.e.,
680609 -            predictability. ref SDS B1 KU6I
680610 -
680612 -          ..
680613 -         Wisdom and Common Sense
680614 -
680615 -         Communication Metrics shows more quickly and clearly the
680616 -         pattern of connections that emerges over time which point to
680617 -         implications and correlations that are subtle, complex,
680618 -         nuanced and often in conflict with "common sense."  This is
680619 -         the "wisdom" typically associated with experienced people.
680620 -         The young cannot be wise because they have no experience from
680621 -         which to connect cause and effect, nor to judge the weight of
680622 -         evidence.  They may exhibit "wisdom beyond their years" by
680623 -         having strong powers of pattern recognition and guessing an
680624 -         accurate projection.
680625 -
680626 -             [On 960608 reviewed Morris' Asilomar outline showing that
680627 -             conventional technology cannot support "understanding."
680628 -             ref SDS 86 1210
680630 -          ..
680631 -         Wisdom is knowing when to slow down in order to speed up by
680632 -         investigating and thinking more carefully in order to succeed
680633 -         faster (see Intel on 960223, ref SDS 52 1429).  On 951011
680634 -         discussed "common sense" with Morris. ref SDS 29 1341
680635 -
680636 -         Common sense takes us down the wrong path when a "common"
680637 -         solution (paradigm) is chosen due to incorrect connections
680638 -         from superficial, cursory analysis because there isn't enough
680639 -         time to find the right connections for a complex fact pattern.
680640 -         (see New World Order... ref OF 2 4235 The mind makes a best
680641 -         fit guess, called "induction," and moves on,
680642 -
680643 -             [On 960321 reviewed cognitive science on "induction"
680644 -             process. ref SDS 76 0076]
680646 -          ..
680647 -         Stress occurs from second-guessing.
680649 -          ..
680650 -         Communication Metrics supports the wiser course by applying
680651 -         automation to find connections, discover mis-connections and
680652 -         make more correct ones in the time available on the fast lane
680653 -         of the Information Highway, so that the "first-guess" has a
680654 -         greater chance of being correct.
680655 -
680656 -              [On 970619 article on second-guess v. first guess. see
680657 -              ref SDS 92 7588]
680659 -          ..
680660 -         On 960105 discussed the distinct roles of wisdom and technical
680661 -         skill. ref SDS 40 7499
680662 -
680664 -       ..
680665 -      Vision Experience Wisdom Case Study
680666 -
680667 -      "Vision" is frequently thought of these days as part of the TQM
680668 -      movement, including reengineering.  The notion of "vision" as a
680669 -      mental construct of the future is actually derived from the role
680670 -      of experience, as explained on 950603, ref SDS 23 6866  This
680671 -      perspective is supported by the J.C. Penny story related in the
680672 -      record on 950419. ref SDS 20 5622
680674 -       ..
680675 -      The concept of broader vision from wider experience is developed
680676 -      in the record on 921217. ref SDS 7 7344  This is the "case study"
680677 -      process of continual learning developed in the record on 950830,
680678 -      ref SDS 26 2201 and the discussion with Morris on 950822. see at
680679 -      ref SDS 25 9740.
680680 -
680681 -            [On 980307 review of Andy Grove's book showed need for
680682 -            leadership with a broader vision. ref SDS 99 2189 and also
680683 -            at ref SDS 99 4485]
680685 -       ..
680686 -      Leadership with a broader vision is explained in the NWO paper at
680687 -      ref OF 2 7055.
680688 -
680689 -
680690 -
680691 -
6807 -

SUBJECTS
Time - Too Busy Being Busy
Conflict with Existing Methods
Manual Methods Replaced
20-80 Information/Time Management
Executive Work Practices
20 80 Management Method, Leads to Murphy's

7508 -
750901 -          ..
750902 -         Not Enough Time to Think:
750903 -         20 - 80 Executive Practice Failing
750904 -
750905 -         We did not have enough time today to discuss the fallacy of
750906 -         the popular, common sense "20-80" time management method used
750907 -         by top executives when there isn't enough time to think about,
750908 -         i.e., process, information from a lot of meetings, calls,
750909 -         email and faxes, per analysis at ref SDS 21 line 213; and
750910 -         earlier discussions at Stanford University, ref SDS 4 line
750911 -         116.  Morris had another meeting before we got to this on the
750912 -         agenda, so I will set it out in the record as an idea to think
750913 -         about for his presentation.
750914 -
750915 -
750916 -
750917 -
7510 -

SUBJECTS
Executive Mind Set/Practice
Time - Too Busy Being Busy
Reading and Writing, Not Enough Time
Thinking Through Talking
Truth is a Moving Target
Murphy's Law, avoiding mistakes
Leadership is Talking
Not Enough Time to use PMBOK, ISO, Other
Information Highway New Environment Needs

9311 -
931201 -          ..
931202 -         Executive Mind Set
931203 -         Leading by Conversation/Proclamation
931204 -
931205 -         Morris reviewed the letter on this at ref DIP 3 5099, per our
931206 -         discussion on 960224. ref SDS 53 9008.  He feels this might be
931207 -         useful for his presentation. (see meeting with Jeff Ghilardi
931208 -         on 941201 about getting others to create the SDS record,
931209 -         ref SDS 13 0777)
931210 -         ..
931211 -         Morris said executives like to get information by
931212 -         conversation because it seems fast and easy (reflecting
931213 -         discussion on 890809, ref SDS 2 8812 [see example at
931214 -         ref SDS 29 6622; later concern about not having enough time to
931215 -         read the record, ref SDS 72 4882, and ref SDS 72 8006;
931216 -         executives have "people and communication" skills, ref SDS 11
931217 -         4884, and management training teaches talking and listening,
931218 -         ref SDS 71 5549, and later an executive training film,
931219 -         ref SDS 97 2000]
931221 -          ..
931222 -         Executives expect staff to rely on conversation to expedite
931223 -         the work by conveying only what is supported by the record,
931224 -         i.e., what is said should be supported by the record, ref DIP
931225 -         3 line 64. This good management practice (see scenario
931226 -         conjectured for IBM event at ref SDS 28 4097) is difficult to
931227 -         accomplish when events move quickly. When there are lots of
931228 -         conversations, it is hard to align them with the record.  This
931229 -         leads to the common sense lament:
931231 -  ..
931232 -
931233 -                        There isn't enough time to think!
931234 -
931235 -                 [See follow up at ref SDS 72 4882 and on "lead by
931236 -                 listening, ref SDS 75 0400.]
931237 -
931238 -                 [See letter to PMI on this at ref SDS 82 line 113.]
931240 -                  ..
931241 -                 [See results from Asilomar Conference, ref SDS 88 line
931242 -                 532.]
931244 -                  ..
931245 -                 [On 970910 executives complain they do not have enough
931246 -                 time to think. ref SDS 94 3479]
931247 -             ..
931248 -             So, is there any "wisdom" we can impart at Asilomar
931249 -             to transcend this state of affairs?  What about the
931250 -             farming model?  Might it be that investing intellectual
931251 -             capital would yield more time in the same way that farming
931252 -             did in an earlier era, per analysis of Tom Landauer's
931253 -             scope on the hunter/gatherer model of executive management
931254 -             at see ref SDS 58 0980.
931256 -          ..
931257 -         The executive mind set evaluates messenger more than content
931258 -         because there isn't enough time to evaluate the message, per
931259 -         discussion with Dave at Intel, ref SDS 38 8409, Jim Caudle at
931260 -         USA Missile Defense, ref SDS 45 4839.  See background on the
931261 -         magnitude of this mindset from discussions at DEC, ref SDS 42
931262 -         7006, on why it is helpful for executives to play golf. The
931263 -         dynamics of reliance on conversations disconnected from the
931264 -         record, and disconnected from content, pose a new challenge
931265 -         for effective leadership.  The risk of loss from
931266 -         misunderstanding, of error from miss-communication, is rising,
931267 -         per study on risk management, ref SDS 34 4433.
931268 -
931269 -             [See follow up at ref SDS 72 4882.]
931270 -
931272 -          ..
931273 -         Truth is a Mystery called Murphy's Law
931274 -
931275 -         This mindset may result in the perspective that others do not
931276 -         tell the truth, per Asilomar monthly meeting, ref SDS 19 3920,
931277 -         Morris' observation at ref SDS 24 2955, recent discussions at
931278 -         DEC, ref SDS 42 7006.
931279 -
931280 -             [Follow up with Dave Buoncristiani at ref SDS 78 0650.]
931281 -
931282 -             [Used this idea in letter to PMI Comm re Asilomar,
931283 -             ref SDS 82 8888.]
931284 -
931285 -
931286 -
931287 -
9313 -

SUBJECTS
Meeting Notes, confirm understandings
Management productivity & Teamwork
Meeting Support, Facilitator
Meetings Unproductive
Meeting Notes, confirm understandings
Empowerment
Prepared, Nobody Has Time

9909 -
991001 -          ..
991002 -         Meetings Can be More Productive
991003 -
991004 -         Failure of archaic management methods applied in the modern
991005 -         era which is a key part of the event thesis, ref OF 3 line 23,
991006 -         is shown by the recent Associated Press article on wasted time
991007 -         in meetings, ref SDS 47 line 80, and ABC's Night Line program
991008 -         on Feb 14 about the need for learning new skills, ref SDS 49
991009 -         line 199.  There was not enough time to review this material
991010 -         today, but Morris has mentioned previously the time wasted in
991011 -         meetings ref SDS 16 line 200, and failure of managers to
991012 -         remember what transpired with respect to key matters, both of
991013 -         which are remedied by the processes, skills and tools of
991014 -         Communication Metrics, ref SDS 17 line 327.
991016 -          ..
991017 -         Be Prepared
991018 -
991019 -         The solution is dedicated support and new tools to ensure
991020 -         adequate preparations for management work, e.g., meetings,
991021 -         conferencds, calls, dialog, per ref SDS 18 line 369.
991022 -
991023 -           [See follow up on idea for Hatch to address Asilomar, ref
991024 -           SDS 72 line 114.]
991025 -
991026 -
991027 -
9911 -

SUBJECTS
Executive Mind Set/Practice
Managing Managers

A404 -
A40501 -          ..
A40502 -     3.  Solutions needed per discussion with Corps of Engineers,
A40503 -         ref SDS 36 line 235 and Santa Clara University, ref SDS 30
A40504 -         line 208.
A40506 -          ..
A40507 -         Executive Practice:  A New Vision
A40508 -
A40509 -         Followed up discussion with Morris on 951011 defining a new
A40510 -         vision for executive work practice per ref SDS 29 5902; and;
A40511 -         his explanation in January, ref SDS 39 line 78.  Morris
A40512 -         mentioned again today how critical it is for executives to
A40513 -         provide a vision.  The New World Order paper calls for
A40514 -         executives with a broader vision, ref OF 2 line 382 which we
A40515 -         wish to present at Asilomar, ref OF 3 line 57.
A40516 -
A40518 -          ..
A40519 -         Adjusting course -- Managing Managers
A40520 -
A40521 -         This can be supported by new tools and directed effort of
A40522 -         specialized expertise to discover deviations, correlations and
A40523 -         implications by aligning communications in a faster paced
A40524 -         world, as called out in the PMBOK and ISO 10006, per event
A40525 -         agenda, ref OF 3 line 46, i.e., defining a new class of
A40526 -         worker,
A40527 -
A40528 -            [On 960301 reviewed Drucker's explanation about "managing
A40529 -            managers" a few days later at, ref SDS 64 5760]
A40531 -             ..
A40532 -            [On 960510 meetings for external management cause
A40533 -            frustrations because attendees disagree about prior
A40534 -            understandings. ref SDS 84 2943]
A40535 -
A40536 -
A40537 -
A40538 -
A40539 -
A406 -

SUBJECTS
Communication Engineer/Manager
Analyst/Detective/Investigator
Communication Manager
Bridge from Known to New Work Methods
Knowledge Worker Communication Manager
Management Evolution of Practices
Scribe, Communication Manager until Tools are more Common
Secretary, Admin Assist Com Manager Adds Value
Para Legal Aide to Collaborate Research Prepare Case
Executive Aid Ensures SDS Record Prepared

AI12 -
AI1301 -          ..
AI1302 -     4.  Analysis & Communication Metrics, Adding New Role
AI1303 -
AI1304 -         Per discussion on 960103, ref SDS 39 7390, we considered today
AI1305 -         the question of what to call the person who performs
AI1306 -         Communication Metrics:
AI1307 -
AI1308 -           •  Communication Analyst
AI1309 -           •  Para manager
AI1310 -           •  Executive aid
AI1311 -           •  Executive analyst
AI1313 -          ..
AI1314 -         The role and interaction of this new position was discussed
AI1315 -         with Morris previously at ref SDS 17 6592.
AI1316 -
AI1317 -           [On 960307 "para legal" was discussed with David at TMJ&B.
AI1318 -           ref SDS 70 9555]
AI1319 -
AI1320 -           [On 960410 Sherrill McDonald proposes "Leadership Associate"
AI1321 -           ref SDS 80 1811, reflecting the General Vernon Walters model
AI1322 -           discussed with Hank Hatch. ref SDS 81 3229]
AI1323 -
AI1325 -          ..
AI1326 -     3.  What skills and experience should this person have?
AI1327 -
AI1328 -           •  Analyst/Detective
AI1329 -           •  Coordinator
AI1330 -           •  Facilitator, ref SDS 14 line 122.
AI1331 -           •  Reporter
AI1332 -           •  Organizer (WBS, Filing, Organic Structure Context)
AI1333 -           •  Planner (CPM, C/SCSC)
AI1334 -           •  Advocate (Contracts, Law)
AI1335 -           •  Diplomat (raise issues/ideas, not temperatures)
AI1336 -           •  Psychologist (sensitive to paradigms and values)
AI1337 -           •  Technologist (use tools to implement skills)
AI1339 -          ..
AI1340 -         We considered the need to identify these skills and that
AI1341 -         Morris' idea to explain strategic changes in organizations
AI1342 -         that require new executive skills seems the appropriate
AI1343 -         speaker scope to do this, per our discussion on 951103, see
AI1344 -         ref SDS 32 5503, on 951228, ref SDS 35 4382, and with COE on
AI1345 -         960105. ref SDS 40 7391
AI1347 -          ..
AI1348 -         We discussed the need for legal "discovery" skills which might
AI1349 -         be considered an aspect of communication manager, which we
AI1350 -         reviewed previously on 960224. ref SDS 53 7219
AI1352 -     ..
AI1353 -    [On 980307 Andy Grove's book "Only the Paranoid Survive" explains
AI1354 -    his skills in taking copious notes and asking questions to clarify
AI1355 -    meaning of information he did not understand. ref SDS 99 3101]
AI1357 -     ..
AI1358 -    [On 970418 USACE published scope of services, deliverables and
AI1359 -    qualifications for Com Manager. ref SDS 91 2644
AI1360 -
AI1361 -
AI1362 -
AI1363 -
AI1364 -
AI1365 -
AI14 -

SUBJECTS
Chips, Morris Jones, V.P., Founder
Event Binders

AK04 -
AK0501 -  ..
AK0502 - Written Paper for Attendee Binder
AK0503 -
AK0504 - Need paper for attendee binders submitted by 960601, per discussion
AK0505 - with Turner, ref SDS 44 line 541, and Morris' letter, ref DRP 1 line
AK0506 - 53.  This will provide time for review and revisions to ensure
AK0507 - consistent message.
AK0508 -
AK0509 -
AK0510 -
AK06 -

SUBJECTS
Chips, Morris Jones, V.P., Founder
Pre-Conference Meeting

AM04 -
AM0501 -  ..
AM0502 - Pre-Conference Meeting with Panelists
AM0503 -
AM0504 - We did not discuss this.  It was intended that Dave Vannier would
AM0505 - attend our meeting today or call to represent Intel, but he did not do
AM0506 - this for the reasons at ref SDS 57 line 78, discussed above under
AM0507 - "Speaker & Panel Sequence.  The need for this coordination is exceeded
AM0508 - only by the need to do a conference to explian how speakers and
AM0509 - attendees can harvest enough time to apply sound management practice
AM0510 - in an age when the constant refrain is:
AM0511 -
AM0512 -                       There isn't enough time...
AM0513 -
AM0514 -     ...now under advisement by Dave per ref SDS 62 line 108.
AM0515 -
AM0516 -
AM0518 -  ..
AM0519 - Follow Up
AM0520 -
AM0521 - Morris had to leave for another meeting before we set any particular
AM0522 - target dates.  His letter of Feb 5, however, sets adequate follow up
AM0523 - agenda for him to submit outline/narrative within 4 - 6 weeks of Feb
AM0524 - 5, or oa Mar 20, ref DRP 1 line 41.
AM0526 -       ..
AM0527 -      [I submitted email at ref SDS 65 line 109.]
AM0529 -  ..
AM0530 - Morris should indicate what presentation equipment support he needs so
AM0531 - we can verify it will work at Asilomar, and make appropriate
AM0532 - arrangements.
AM0533 -
AM0534 -
AM0535 -
AM06 -










































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