CONTACTS 

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

0504 -
0504 -    ..
0505 - Summary/Objective
0506 -
050601 - Follow up ref SDS 14 0000, ref SDS 12 0000.
050602 -
050603 -
050604 -
050605 -
050606 -
050608 -  ..
0507 -
0508 -
0509 - Progress
0510 -
051001 - Morris' Paper on Executive Mind Set Obstacle to Leadership
051002 -
051003 - It would be nice to link us back to the 1990 Asilomar event,
051004 - ref SDS 1 line 257, into a paper for Morris.  We got his outline at
051005 - ref SDS 10 line 146.  Did a little work on it at ref SDS 12 line 94.
051006 -
051007 - Want to cover current work practices, like 20 80, discussed on 960307
051008 - with Dave Bounchristiani. ref SDS 8 8849  Explain the perecived
051009 - usefulness of the computer chip as explained in the Forbes ASAP
051010 - article reviewed on 960304. ref SDS 7 7748
051011 -
051012 -
051013 -
051015 -  ..
0511 -
0512 -
0513 - Outline Review
0514 -
051401 - I am at Millie's today and do not have Powerpoint, so I cannot view
051402 - Morris' slides.  Will try to start with some comments on just the
051403 - text.
051404 -
051406 -  ..
051407 - Consideration might be given to starting with background as an anchor
051408 - in relying on the past to project forward.  This is consistent with
051409 - Morris' outline point that says understanding the past is important,
051410 - ref OF 5 line 17, ref OF 5 line 89.
051411 -
051413 -  ..
051414 - Background
051415 -
051416 - My topic is obstacles to leadership relative to technology.  This
051417 - topic was considered by PMI at the 1990 Asilomar conference under the
051418 - theme:
051419 -
051420 -              Management Communications
051421 -              Trends, Tools, and Techniques for the 90s and Beyond
051423 -  ..
051424 - This year we have heard from eminant business and military leaders,
051425 - the legal profession and from technology on what the future holds.
051426 - Let's review briefly what was said here in 1990, as a guage of PMI's
051427 - progress and to proejct the future based on our ideas in 1996.
051429 -  ..
051430 - Two of PMI's founders and guiding lights spoke in 1990 about the
051431 - transitory nature of human memory, ref SDS 1 line 436, and the
051432 - consequent need for leadership to create shared meaning.  They
051433 - proposed using "planning theater" methods to pool the intellectual
051434 - talents and powers of an organization, and in some cases they
051435 - recommended using professional facilitators to overcome the
051436 - limitations of human memory, ref SDS 1 line 288.
051438 -  ..
051439 - How many people are using these methods today?
051441 -  ..
051442 - How many people know what a facilitator is?
051443 -
051444 -     How would a facilitator work on the Internet?
051446 -  ..
051447 - How many people saw the Associated Press article published in the
051448 - papers on February 4, 1996 that reported managers are wasting 70% of
051449 - the day in unproductive meetings?  How many people feel this is a
051450 - problem in their organizations?
051452 -  ..
051453 - Let's see today, if we can use the PMBOK ideas to scope out a plan to
051454 - solve the problem.
051455 -
051457 -  ..
051458 - Leadership
051459 -
051460 - This is being defined in the first presentation Saturday morning by
051461 - Pete Offringa, VP Kaiser Engineers and retired Major General of Corps
051462 - of Engineers, Deputy to General Hatch, ref DRP 1 line 68.  Pete's talk
051463 - lays a foundation for the other presentations, including Morris' talk
051464 - on obstacles to leadership Sunday morning.  I called Bill DeHart this
051465 - morning.  He has raised this point with Sherrill, who is trying to get
051466 - something written from Pete to support Morris' preparations.
051467 -
051468 -     [Pete's outline was received at ref SDS 15 line 60.]
051470 -  ..
051471 - In the meantime...
051472 -
051473 -
051474 -     PMBOK
051475 -
051476 -     Speakers should take notice of "leadership" defined in the PMBOK
051477 -     published by PMI.  Since this is a PMI event, members want to hear
051478 -     how these standards hold up under scrutiny by experts, such as the
051479 -     speakers at the Asilomar Conference.  The PMBOK distinguishes
051480 -     between "leadership" and "management" however, the event theme
051481 -     speaks to both, so obstacles can cover both as well.
051483 -      ..
051484 -     The PMBOK states, per ref SDS 3 line 713, in section 2.4.1, ref OF
051485 -     9 line 1300, that "leading" involves:
051486 -
051487 -         • Establishing direction - developing both a vision of the
051488 -           future and strategies for producing the changes needed to
051489 -           achieve that vision.
051491 -            ..
051492 -         • Aligning people - communicating the vision by words and
051493 -           deeds to all those whose cooperation may be needed to
051494 -           achieve the vision.
051496 -            ..
051497 -         • Motivating and inspiring- helping people energize themselves
051498 -           to overcome political, bureaucratic, and resource barriers
051499 -           to change.
051501 -          ..
051502 -         These explanations appear to fit Morris' outline, ref OF 5
051503 -         line 6, so it seems appropriate to anchor his talk to the
051504 -         published liturature.
051505 -
051507 -      ..
051508 -     Asilomar Theme:  Leadership & Technology
051509 -
051510 -     Next, focus on the aspects of leadership which technology impacts,
051511 -     for good or ill, since that is the goal of the event.  The event
051512 -     brochure which formed the basis for attendance at the event says:
051513 -
051514 -         The variety and volume of technology available to assist those
051515 -         who lead and manage has never been greater. This is most
051516 -         evident in the burgeoning communication field including the
051517 -         Internet, E-mail, voice mail, pagers, cell phones, networks
051518 -         and computer software designed to manaage this "Information
051519 -         Highway". However, the promise of technology for most leaders
051520 -         often has not produced better decisions. New leadership skills
051521 -         will be required to add value to people and organizations
051522 -         seeking to win in a global economy. The Asilomar Conference
051523 -         will outline a blending of skills and technology that can fill
051524 -         the needs of effective leadership.
051525 -
051526 -
051527 -
0516 -

SUBJECTS
Experience History Chrolology Diary
Intelligence Chronology Causation
Experience History Chronology Causation
Past is Prologue, Shows Future
Vision Projects Pattern Recognition from

1007 -
100801 -      ..
100802 -     Technology Gives Leaders "Vision" to Formulate Strategy
100803 -
100804 -     Can technology help leaders establish direction by supporting
100805 -     "understanding" that leads to "vision" and formulating strategy?
100806 -
100807 -     Morris' outline shows the common sense perspective that technology
100808 -     cannot help "understanding." ref OF 5 8842
100809 -
100810 -         Can, however, "uncommon sense," i.e., wisdom, use technology
100811 -         to support "understanding" so that vision can guide strategy
100812 -         as developed at the meeting on 960227. ref SDS 6 7330
100814 -          ..
100815 -         Often these factors are associated with experience. Those who
100816 -         started HP had experience at GE.  Those who started Shockly
100817 -         had experience at HP.  Those who started Intel had experience
100818 -         at Shockly, later Fairchild.  Those who founded Chips had
100819 -         experience at Amdahl which was started by people from IBM and
100820 -         Fairchild.  Rudolf and Sletten, who builds a lot of facilities
100821 -         in Silicon Valley, was started by people who came from
100822 -         Williams and Burrows.
100824 -          ..
100825 -         "Experience" provides points of reference which enable
100826 -         insightful leaders to project forward in time how resources
100827 -         can be better utilized based on strategies and results tried
100828 -         elsewhere.  Morris' outline mentions "understanding the past"
100829 -         at ref OF 5 line 89.
100831 -          ..
100832 -         Can then technology empower leaders to capture and apply their
100833 -         "experience" better in formulating a vision for the future and
100834 -         the strategies to implement it?
100836 -          ..
100837 -         Does technology burden leaders with too much detail that
100838 -         impedes awareness of critical correlations and implications
100839 -         from experience, which hampers recognition of patterns that
100840 -         comprise a powerful vision and needed strategies?
100842 -      ..
100843 -     Does technology impede communications, as implied by the event
100844 -     thesis?  Can technology help leaders align people through
100845 -     effective communications?
100846 -
100847 -         What does "communication" mean?
100848 -
100849 -         What does alignment mean?
100851 -          ..
100852 -         If we get a lot of information on the "Information Highway"
100853 -         does that constitute a lot of communication; or, does
100854 -         information need "intelligence" that organizes and analyses
100855 -         cause and effect in order to produce "communication?"
100857 -      ..
100858 -     Does technology "motivate and inspire - help people energize
100859 -     people to overcome political, bureaucratic, and resource barriers
100860 -     to change" as called out in the PMBOK?
100861 -
100862 -         Traditionally, "motivation and inspiration" are viewed as
100863 -         personal characteristics apart from technology.  Leaders give
100864 -         inspirational speeches that energize the troops; leaders talk
100865 -         people into things, give raises, promotions, threaten unsavory
100866 -         consequences for poor results, and generally push, pull and
100867 -         prod people to reach desired goals.
100869 -      ..
100870 -     Might "empowerment" be a responsibility or duty of leadership that
100871 -     is overlooked in the PMBOK?
100872 -
100873 -         Does technology offer an opportunity for leaders to empower
100874 -         the team to accomplish results beyond the limits of
100875 -         conventional work practices?  Would this motivate and inspire?
100877 -          ..
100878 -         When people see leadership striving to discover and deploy
100879 -         better tools that raise productivity and income, do they
100880 -         respond with greater energy and resolve?
100882 -          ..
100883 -         When leaders give motivating speechs then deploy tools that
100884 -         impede performance and mandate their use, e.g., Lotus Notes,
100885 -         the Information Highway, does this hamper leadership?
100886 -
100887 -
100888 -
1009 -

SUBJECTS
Needle Haystack Find Information Useless Nobody Can Find Anything In
Cost Benefit Alphabet Reading/Writing, SDS Adds Value
Diary Improves Mental Acuity Memory Reasoning Creativity Innovation
Information Highway Overload New Environment Needs Communication Man
Disruptive Tech SDS KM Replace Wordprocessing New Way of Working
Arrogance of Power, Executives Can Challenge Themselves with SDS
Technology Obstacle to Leadership
Management Science & Technology Together Improve Leadership on Info    19
Leadership with Broader Vision, Using Communication Metrics
Needle in Haystack Find Information Useless Nobody Can Find Anything
Executive Mindset

3113 -
311401 -  ..
311402 - Leadership with Vision Builds Better Partnership with Technology
311403 - Information Overload Disorganized Cannot Find Needle in Haystack
311404 - Needle in Haystack Disorganized Information Command Control Fails
311405 - Obstacles to Leadership Technology Overwhelms Span of Attention
311406 -
311407 - On 950812 expanded concept in NWO of leadership with a broader vision
311408 - builds a better partnership with technology. ref SDS 4 5830  From the
311409 - definition of "leadership," emerges a variety of obstacles which
311410 - technology causes and compounds, as implied by the thesis for the
311411 - Asilomar Conference...
311413 -             ..
311414 -            [On 970525 article reports leaders and managers need help
311415 -            using technology, ref SDS 17 1943
311416 -
311417 -     1.  Technology may bring information too fast for leaders to
311418 -         capture it and accurately connect the key factors from daily
311419 -         experience that lead to a new and viable vision for the future
311420 -         and/or the strategies to implement it.
311422 -          ..
311423 -     2.  Technology may bring information too fast for effective
311424 -         communication.  Leaders feel there isn't enough time to align
311425 -         people and maintain shared meaning, as called by management
311426 -         standards, reviewed on 950721. ref SDS 3 1740
311428 -          ..
311429 -     3.  Technology may obscure rather than illuminate the best path in
311430 -         critical decisions.  Information that is not organized
311431 -         presents a wicked problem, like a "needle in a haystack" that
311432 -         eviscerates command and control, accuracy, productivity, and
311433 -         earnings.  Complexity overwhelms the mind, preventing people
311434 -         from finding critical details in time to be effective.  This
311435 -         was recently illustrated a few months ago on 960406, when
311436 -         people could not find information on the computer. ref SDS 9
311437 -         5922 At that time, Morris reported that everybody has this
311438 -         problem. ref SDS 9 4249
311439 -
311440 -             [On 970116 discussed SDS support for precision access that
311441 -             enables command and control to improve accuracy finding
311442 -             critical details. ref SDS 16 2909
311444 -              ..
311445 -             [On 991010 discussed challenge of complexity due to
311446 -             information overload. ref SDS 18 XL4G
311448 -          ..
311449 -     4.  Technology may lead to false knowledge through induced meaning
311450 -         that drifts off course, where leaders feel confident about
311451 -         understandings and so lead the team down the wrong path
311452 -         because there isn't enough time to investigate accuracy,
311453 -         explained in POIMS. ref OF 14 049O  Leaders later complain
311454 -         about "Murphy's Law," ref OF 15 0307, and that people did not
311455 -         tell the "truth," (e.g., report on 950412, ref SDS 2 4543,
311456 -         when often the truth is that leaders don't want responsibility
311457 -         for truth; rather, they want deniability. ref OF 17 4079
311459 -          ..
311460 -     5.  Technology may deny leaders their strongest assesst, which
311461 -         experts say is the ability to continually learn and adapt
311462 -         quickly.  Information that the comes too quickly cannot be
311463 -         connected up to show patterns of causation that is the basis
311464 -         of learning.
311466 -          ..
311467 -     6.  Technology makes leaders feel they have adequately performed
311468 -         their duty of empowerment, when in fact they have only imposed
311469 -         burdens that make it impossible for the team to succeed.
311470 -
311472 -  ..
311473 - Environment - Information Highway
311474 -
311475 - Today's business environment is a product of 5,000 years of evolution
311476 - in technology toward the use of knowledge to replace physical brawn to
311477 - produce the things people want and need.
311478 -
311479 - The fundamental knowledge tool is the alphabet.  Prior to development
311480 - of the alphabet, people drew pictures of objects to communicate and
311481 - preserve their knowledge and ideas.  This was the precursor of "object
311482 - oriented programming."  Later, the invention of text permitted a
311483 - quantum leap in the capacity to craft, formulate and preserve
311484 - connections, understandings, nuance, correlations, cause and effect.
311486 -  ..
311487 - This new invention resulted in a new work role called a "scribe" who
311488 - used specialized and expensive tools to create text.  As the cost of
311489 - the tools diminished over the centuries, writing became more common,
311490 - until about 1850, when it was institutionalized in Western
311491 - Civilization and all young children were sent to school to learn this
311492 - special craft, called the ABCs.
311494 -  ..
311495 - All of the primary direction of Western civilization are expressed in
311496 - text, e.g., the 10 Commandments, the Bible, Laws and regulations, and
311497 - contracts that permit individuals and groups to organize for action.
311498 -
311499 -
311500 -
311501 -
3116 -