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: March 7, 1998 04:14 PM Saturday;
Rod Welch
Reviewed Andy Grove's book -- Part 2.
1...Summary/Objective
2...Part 1 of this review is in the record at....
3...New Reality of Information Highway Requires Improving Management
4...Loathe Change, But Managers Must Change One Way or the Other
5...Denial Willfully Blind to Early Warnings of Changing Conditions
6...Cat Feet Change Sneaks Up Quietly on People Blinded by Success
7...Change New Strategic Inflection Point Occurs Too Gradually to Observe
.........executives and colleagues "...just don't get it!"
8...Internet Strategic Inflection Point
9...Executives Study, Listen, Learn New Skills for Effective Leadership
.......................What do I do differently?
...........................S.T U D Y
10...Time Management Key to Success - New Inflection Point?
11...Limited Time Limits Attention to Focus on Opportunities, Challenges
12...Communication Biggest Risk Under New Realities Information Overload
13...New Realities Management Communication Alice in Wonderland of Bumbling
..........Strategic Inflection Point of Information Overload
14...Ambiguity Mental Maps Forgiving Overlook Errors
15...Commit Your Thoughts to Paper, Not Easy, Not Fun, But Essential
16...Invest Intellectual Capital - Analysis Avoids Ambiguity
17...Copious Notes Avoid Mistakes Ambiguity Mental Maps Forgiving of Error
18...Talking, Listening are Fast, Easy, "Intelligence" is a Microscope
19...Leadership Must Build Faith in the Power of Investing
20...Valley of Death Journey of Leaderhip to Improve the Work
21...Investing Time in Intellectual Capital has been Rewarding to Intel
................long way around is the short way there???
..........................."Valley of Death"
22...Study Requires Diligence That is Not Easy, Not Fun
23...Good Management Requires Diligence that is Not Easy and Not Fun
24...Diligence Not Easy and Not Fun But Essential for Good Management
25...Write Copious Notes, Ask Questions, Analysis is "Studying"
26...Continual Learning from Continual Analysis Enables Creativity
27...Creativity Flows from Investing Intellectual Capital for Learning
28...Limited Time Impairs Diligence, Need Tools to Work Faster, Smarter
29...Leadership Takes Vision to See, Courage to Act, Strength to Persist
30...CEO Only Intelligence Worker with Authority to Perform the Work
31...Innovation Loop of Denial Stops Managers from Using Intelligence
32...Leadership Requires Courage that Fosters and Rewards Proactive Action
33...Leadership with a Broader Vision
34...Communication Metrics Solves Time/Information Problem
35...Solutions Require Investment, Faith, Experimentation in New Methods
..............
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CONTACTS
0201 - Intel Corporation
020101 - Mr. Andrew Grove; President
SUBJECTS
New World Order New Realities of 21st Century, Technology
Fear Change, Risk of Failure, Untried,
Internet Requires Study for Useful Impact
Leadership Helps People Take Paths they are
Study Needed New Realities Overcome Fear Change Helps People Help The
Invest Intellectual Capital Capture Organizational Memory Who What Wh
Good Management Define Intelligence Memory Organization Analysis Alig
Grove, Andy, Learning Executives Must Study to Continually Expand Ski
Reengineer Communication SDS Improves Management Adds Metrics Alignme
Overkill Denial SDS Needed Morris Attended Management Seminar in New
Loathe Change Valley of Death Overcoming Resistance to New Idea Chang
Intel Firing Replacing Empowers People to Discover New Way of Working
Attitudes Improve Change Empower Improvement Incentives Positive Nega
Empower People Change Attitude about Improving Skills or Else Executi
Grove, Andy Executives Loathe Change Frustrating Learning New Way Wor
Change Loathe Frustrating Learning New Way Working Change Hand Eye Me
6318 -
6318 - ..
6319 - Summary/Objective
6320 -
632001 - Follow up
632002 -
632003 - This is part 2 of the record.
632005 - ..
632006 - Part 1 of this review is in the record at....
632007 - ref SDS C3 0001.
632008 -
632009 -
632011 - ..
632012 - New Reality of Information Highway Requires Improving Management
632013 - Loathe Change, But Managers Must Change One Way or the Other
632014 -
632015 - Grove recalls founder and COB Gordon Moore planning Intel's change
632016 - from a memory to a microprocessor company that would require half of
632017 - the executive staff to change their area of expertise or else the
632018 - people would have to be replaced. ref OF 4 6326 Grove cites new
632019 - realites faced by Intel that drives need for improvement. ref SDS 0
632020 - 3495 and ref SDS 0 1209
632022 - ..
632023 - On 931130 reviewed theory x and theory y methods for empowering people
632024 - to change attitudes about resisting improvement. ref SDS 26 9677
632025 -
632026 - [On 990505 Jason Yuen noted attitudes must change among management
632027 - of San Francisco International Airport in order to empower people
632028 - to use good management for saving time and money by adopting SDS
632029 - for Com Metrics. ref SDS F3 QU4F
632031 - ..
632032 - [On 990527 Grove interviewed by Charlie Rose on Intel efforts to
632033 - meet the challenge of "disruptive technologies." ref SDS F7 1I5N
632035 - ..
632036 - [On 020131 Secretary Rumsfeld reported that the US Department of
632037 - Defense (DOD) must improve, one way or the other, to enable
632038 - proactive management for meeting new threats to national security
632039 - occassioned by technology that compresses time and distance.
632040 - ref SDS I5 QE4H
632042 - ..
632043 - [On 020730 Intel uses positive incentives that empower people to
632044 - discover good management saves time and money by capturing
632045 - organizational memory in the sales department. ref SDS J0 RS5N
632047 - ..
632048 - [On 030527 1100 Pat Lincoln relates frustrations because people at
632049 - SRI working on OHS/DKR project "just don't get it" that linking
632050 - turns information into the power of knowledge, ref SDS J5 FS6H;
632051 - helping government understand OHS/DKR improves collaboration with
632052 - intelligence support better than Microsoft Sharepoint helps people
632053 - share information was impossible when NIH refused $30M grant to
632054 - SRI. ref SDS J5 DW6K
632056 - ..
632057 - Grove notes on page 121 the conflict between rhetoric about management
632058 - wanting to improve, when, in fact, "...managers loathe change,
632059 - especially when it involves us." ref OF 3 4670 Getting successful
632060 - executives to improve the work by, for example, learning to press a
632061 - few buttons on a keyboard to create connections that strengthen
632062 - accuracy for avoiding mistakes, ref SDS 0 3101, is like "walking
632063 - through the valley of death," ref SDS 0 0502, because the inertia of
632064 - success builds a barrier of "common sense," which Grove calls
632065 - strategic dissonence, ref SDS C3 5517, that blinds people to the
632066 - magnitude of problems they face -- Grove says executives "just don't
632067 - get it." ref SDS 0 GW7H Morris Jones had similar experience at Chips
632068 - & Technologies, reported on 951228, ref SDS 54 RL7L, before the
632069 - company was acquired by Intel in 1998, where the same problem occurred
632070 - again, reported on 990527. ref SDS F7 074D
632072 - ..
632073 - Cultural denial innoculates talented, successful people against
632074 - learning. Common sense derived from common success institutionalizes
632075 - a culture of ignorance, ref SDS C3 2044, that stifles innovation and
632076 - fosters fear of accountability. Without leadership, the common desire
632077 - to work on familiar things in familiar ways, calcifies into denial
632078 - that improvement is needed, ref SDS C3 3740, to meet new realities
632079 - created by past success that mutates work conditions, ref SDS 0 LW42
632080 - Continual search for better methods is required because past methods
632081 - gradually become unfit for new conditions, per below. ref SDS 0 2051
632082 -
632083 - [On 980405 fear of accountability dominates managers denial that
632084 - change is needed. ref SDS C9 5065]
632086 - ..
632087 - [On 990527 Grove interviewed by Charlie Rose on Intel efforts to
632088 - meet the challenge of "disruptive technologies." ref SDS F7 1I5N
632090 - ..
632091 - [On 010520 concern the executive committee at SRI would all quit,
632092 - if SDS were implemented to work intelligently for avoiding
632093 - mistakes. ref SDS H7 E688
632095 - ..
632096 - [On 020522 ISO 9000, intended to foster compliance with good
632097 - management practice, is applied instead to avoid accountability
632098 - for failure to follow requirements, even when mandated by
632099 - government regulations in FAR. ref SDS I8 RJ4K
632101 - ..
632102 - [On 020924 people angry about difficulty of transformation to
632103 - a new way of working intelligently using SDS to align the work
632104 - for accurate understandings. ref SDS J2 BV6O
632106 - ..
632107 - [On 020927 the movie "Executive Suite" illustrates theory x and y
632108 - management methods; bureaucracy maintains the status quo by using
632109 - power to command and control people, which stifles experimenting
632110 - for innovation to improve tools and methods that increase command
632111 - control of the work, essential to avoid obsolesence and
632112 - extinction; empowerment encourages innovation to improve command
632113 - and control of the work that enables viability and survival under
632114 - new realities of a new world order, provided organizations do not
632115 - collapse into chaos before the future arrives. ref SDS J3 6C3J
632117 - ..
632118 - [On 040203 bureaucracy in government and business use command and
632119 - control of people improperly to stifle speaking truth to power;
632120 - this prevents innovation for improving command and control of the
632121 - work, which bureaucracy is intended to accomplish. ref SDS J6 E44K
632123 - ..
632124 - [On 040622 presencing technology uses confrontation conversation,
632125 - like cross-examination in legal practice; part of "languaging" --
632126 - 1 of 3 tools, ref SDS J8 V67O, to facilitate organizational
632127 - change. ref SDS J8 LR8M
632129 - ..
632130 - An example is USACE where people who worked with Communication Metrics
632131 - reported favorable results, and prepared a contract for expanded use
632132 - to save money, reported on 961206. ref SDS 83 0001 However, the
632133 - Commander (District Engineer) denied approval on grounds that every
632134 - member of the staff was mistaken about Communication Metrics improving
632135 - management to save time and money, and the government later paid out
632136 - extra expense of $20M, reported on 981027. ref SDS E7 9152
632138 - ..
632139 - Grove calls fear of improvement "strategic dissonance." ref SDS C3
632140 - 5517
632142 - ..
632143 - [On 020618 SDS records on the Internet show benefits of using good
632144 - management; creates desire for others to use good management but
632145 - it seems out of reach; SDS explicit links change attitudes from
632146 - getting by with bad management that seems fast and easy, to using
632147 - good management because SDS makes it is fast and easy. ref SDS I9
632148 - MU6H
632150 - ..
632151 - [On 020920 Jack Park cites resistance to linking; fear of
632152 - responsibility for knowledge prevents advance from information to
632153 - a culture of knowledge. ref SDS J1 0E62
632155 - ..
632156 - On 950204 Morris cited management seminar that recommended aspects of
632157 - using SDS, yet this was judged to be "overkill," reflecting denial
632158 - that improvement is essential. ref SDS 34 5932
632159 -
632160 - [On 990526 deciding who pays to experiment with better management
632161 - methods, shows dilemma managers face. ref SDS F5 9634]
632163 - ..
632164 - [On 990527 strong cultural forces make adding "intelligence" to
632165 - management a "disruptive technology" at Intel. ref SDS F7 1233]
632167 - ..
632168 - On 960311 printing press resisted by Luddites. ref SDS 64 9405
632170 - ..
632171 - On 960721 example of Chips project with Intel and Lockheed shows help
632172 - is needed, yet denial prevents progress. ref SDS 80 0896
632174 - ..
632175 - On 971017 managers are last bastion of Ludites. ref SDS B1 1217
632177 - ..
632178 - Information overload is an overwhelming new reality that dramatically
632179 - changes in the business environment (see below, ref SDS 0 3151) An
632180 - insidious dynamic of technologists working hard to increase the speed
632181 - of information, and people working hard to increase productivity
632182 - results in customers frantically acquiring tools of self-destruction.
632183 - see NWO, ref OF 16 7501
632184 -
632185 - [On 980817 Ross does not have time to think about "intelligence"
632186 - because of limited span of attention. ref SDS E5 5313]
632188 - ..
632189 - On 960410 a meeting with General Hatch cited need to overcome fear and
632190 - denial that better work practices are needed, ref SDS 71 2926; review
632191 - of article in HBR on 940508 showed difficulty changing personal work
632192 - practices. ref SDS 29 2581, cited as well by Covey reviewed on 921205.
632193 - ref SDS 21 4803
632194 -
632195 - [On 980808 managers deny problems with personal work practices.
632196 - ref SDS E1 3379
632198 - ..
632199 - Drucker points out that business is becoming more complex, ref SDS 26
632200 - 1855, so managers must do more planning, ref SDS 25 1092, rather than
632201 - simply show up and start talking and listening. ref SDS 37 8822 Grove
632202 - recognizes that managers, including himself, have to begin doing
632203 - things differently. ref SDS 0 5794
632204 -
632205 - [On 980405 discussed with Morris new reality that information
632206 - overload requires change is being denied by managers. ref SDS D0
632207 - 2532]
632209 - ..
632210 - This complexity is summarily encapsled by the "Information Highway"
632211 - which creates information overload, where the totality of information
632212 - people handle from meetings, calls and email has greatly escalated in
632213 - the past 20 years, ref SDS 59 0031, per definition of Communication
632214 - Metrics, ref SDS 37 0023, and planning for Asilomar Conference on
632215 - 960307. ref SDS 63 1594
632216 -
632217 - [On 980613 article describes a "... tsuanami of data that is
632218 - crashing on the beaches of the civilized world," ref SDS D7 1706]
632220 - ..
632221 - [On 980807 article says people need time for reflection and are
632222 - overwhelmed by information. ref SDS E0 2426]
632224 - ..
632225 - [On 980808 managers deny problems with personal work practices.
632226 - ref SDS E1 3379 need support]
632228 - ..
632229 - The paper for Asilomar...
632230 -
632231 - Dialog, Documents and Human Memory
632232 -
632233 - ...draws on research in Cognitive Science showing that ambiguity
632234 - which Grove cites, ref SDS 0 3668, is escalated when information
632235 - is accelerated on the Information Highway. This "new reality"
632236 - needs new tools, roles and work practices. ref SDS 77 1470
632238 - ..
632239 - See letter to Dave Vannier on 960223. ref DIP 4 0035
632241 - ..
632242 - Grove concludes that major changes in the business environment, which
632243 - he calls "strategic inflection points," ref SDS 0 3151, require...
632244 -
632245 - "... changing members of management one way or the other."
632246 -
632247 - ...on p 143, ref OF 4 1946
632249 - ..
632250 - He says "...every one of them, needs to change to be more in tune with
632251 - the mandates of the new environment. If they can't or won't [listen,
632252 - learn and adapt] they will need to be replaced with others who are
632253 - more in tune with the new world the company is heading to."
632254 - ref OF 4 4797
632256 - ..
632257 - This harsh new reality was noted by Dave Vannier on 950927: 25% of
632258 - the people at Intel had to change their work. ref SDS 37 1524 Earlier
632259 - on 960312 Dave described "belt tightening" at Intel to adjust for
632260 - changes in the market. Lower prices are making PCs a "commodities"
632261 - market. ref SDS 65 2311
632262 -
632263 - [On 980313 Reuters reports PC sales drop despite reduction in
632264 - price below $1K. ref SDS C5 1331]
632266 - ..
632267 - The cultural challenge of change was reviewed in a meeting on 950927.
632268 - ref SDS 37 2432
632270 - ..
632271 - It reflects Drucker's point that the quality of management is the only
632272 - competitive advantage in business, ref SDS 61 2714. Organizations must
632273 - constantly improve management. This takes continual learning, which
632274 - requires a way to capture intellectual capital in the form of daily
632275 - experience, since human thinking is primarily based on experience, as
632276 - explained in Campbell's book "The Improbable Machine" reviewed on
632277 - 900303. ref SDS 7 3002
632278 -
632279 -
632280 -
632281 -
6323 -
SUBJECTS
Improvement Successful People Just Don't Get It New Ideas Change to
6503 -
650401 - ..
650402 - Denial Willfully Blind to Early Warnings of Changing Conditions
650403 - Cat Feet Change Sneaks Up Quietly on People Blinded by Success
650404 - Change New Strategic Inflection Point Occurs Too Gradually to Observe
650405 -
650406 - Grove says that major change impacting business and culture arrives
650407 - quietly, like "little cat feet," that cannot be heard above the
650408 - constant noise of daily activity that busy people routinely encounter.
650409 - Survival requires proactive management. Being an early mover, rather
650410 - than coming "late to the party" and being run over by the pace of
650411 - progress, requires daily attention to small signs of new dynamics,
650412 - ref OF 3 2266, discussed in the prior record. ref SDS C3 2680
650414 - ..
650415 - The slow, gradual pace of change in daily work causes frustration,
650416 - anger, and denial when past methods are no longer effective. Rather
650417 - than investigate, study, and learn to overcome ignorance of new
650418 - realities, ref OF 2 3449, Grove notes that fear of change drives
650419 - executives to cost cutting, longer hours, and working harder, while
650420 - refusing to consider that a strategic inflection point is eliminating
650421 - market advantage, cited in the prior record, ref SDS C3 6148
650423 - ..
650424 - On 951228 an example of executive denial. ref SDS 54 8846
650425 -
650426 - Frustration from gradual change that catches people off-guard,
650427 - despite prolonged signs, are an aspect of "meaning drift"
650428 - explained in the New World Order paper. ref OF 16 5918
650429 -
650430 - "New realities" that impact daily work are listed below.
650431 - ref SDS 0 3151
650433 - ..
650434 - This seems to reflect difficulty people have grasping the impact of
650435 - getting more information from more meetings, calls and email.
650436 - Information technology overloads human span of attention, per review
650437 - of the Van Kaspar article on the "Information Revolution." ref SDS 24
650438 - 3332 This creates a consequent need for a new and different kind of
650439 - technology to produce "intelligence" that converts information into
650440 - useful knowledge, per analysis of article on 920125. ref SDS 13 9055
650441 - Technology must support the architecture of human thought in order to
650442 - improve the management process, per review of Dave's letter on 960510.
650443 - ref SDS 73 2222 Since only SDS technology does this, it is
650444 - frustrating for people who have given up trying to get technology that
650445 - improves management, especially, since managing seems to be largly a
650446 - process of communication, and Drucker points out that people have
650447 - given up on improving communication, because it is difficult (see on
650448 - 931130, ref SDS 26 3851), for the reasons in POIMS explaining the
650449 - complex architecture of human thought. ref OF 8 0367
650451 - ..
650452 - Grove notes the inertia of success blinds people to new realities that
650453 - require different methods, because talents and experience that brought
650454 - success previously are no longer effective due to changes in the
650455 - business environment. (see below, ref SDS 0 LW42)
650457 - ..
650458 - Grove says....
650459 -
650460 - executives and colleagues "...just don't get it!"
650461 -
650462 - .... ref OF 3 3618, because the desire to work on familiar things in
650463 - familiar ways overwhelms interest to improve work practices in order
650464 - to save time and money that increases earnings and stock prices.
650465 - ref SDS C3 3740
650466 -
650467 - [On 990527 Grove interviewed by Charlie Rose on Intel efforts
650468 - to meet the challenge of "disruptive technologies." ref SDS F7
650469 - 1I5N
650471 - ..
650472 - Uncle Jim made this point in a letter on 970522, describing resistance
650473 - to new ideas in DOD. Since only a few new ideas turn out to be good
650474 - ideas, people with limited time avoid investing time for analysis to
650475 - recognize breakthrough capabilities. ref SDS 90 PP5L Milton Friedman
650476 - describes the tyranny of the status quo, which the Tofflers propose
650477 - solving through empowerment that enables continual learning, reviewed
650478 - on 950911. However, bureaucracy that exercises power through command
650479 - and control of people mandates established methods and tools, which
650480 - stifles innovation to pilot test and experiment for discovering better
650481 - methods and tools. ref SDS 46 0581
650482 -
650483 - [On 040203 innovation loop using comand and control of people
650484 - prevents experimenting with new methods to improve command
650485 - control of the work. ref SDS J6 E44K
650487 - ..
650488 - Below, Grove says getting successful executives to improve the work is
650489 - like walking through the valley of death. ref SDS 0 0502
650490 -
650491 - This aligns with experience on 910911 showing managers don't want
650492 - to use the computer, because it is secetary work. ref SDS 9 543F
650493 - On 920402 managers don't use computers because it conflicts with
650494 - image and status. ref SDS 17 0344
650495 -
650496 - [On 980808 managers maintain hard work solves information
650497 - overload. ref SDS E2 3379]
650499 - ..
650500 - [On 990527 strong cultural forces prevent managers from
650501 - improving earnings by improving productivity. ref SDS F7
650502 - 1233
650504 - ..
650505 - [On 011210 improving fundamental capabilities in an
650506 - established culture takes 50 years. ref SDS I4 R66K
650508 - ..
650509 - [On 020131 Secretary of Defense Don Rumsfeld explained why
650510 - culture resists change, ref SDS I5 KW9N, and how persistance
650511 - can grow a new culture to overcome resistance and enable
650512 - improvement. ref SDS I5 6L5K
650514 - ..
650515 - An example may be difficulty getting the counterintuitive idea of
650516 - SDS design, cited on 920214. ref SDS 16 5820
650518 - ..
650519 - On 951228 example of executive denial. ref SDS 54 8846
650521 - ..
650522 - Another was IT industry not "getting" VLSI technology per
650523 - report on 960612. ref SDS 76 1368
650524 -
650525 - [On 990625 Fortune article explains executive denial that
650526 - causes most CEOs to fail. ref SDS F9 7344
650527 -
650528 - On 971202 meeting at HQUSACE, managers were unaware of "new
650529 - realities" despite vision statement by Commanding General that
650530 - calls for organization to prepare for "...changes required by
650531 - technology and future realities." ref SDS B5 3231,
650533 - ..
650534 - Grove says the "it" is that new realities have changed key aspects
650535 - of the business environment, per below. ref SDS 0 1209
650537 - ..
650538 - Grove notes that the greatest danger is standing still. ref OF 4 4311
650539 -
650540 - [On 980311 Intel announced plans to provide a direct customer
650541 - support service for PC owners to meet changing market conditions.
650542 - ref SDS C3 2582]
650543 -
650544 - [On 990526 deciding who pays to experiment with better management
650545 - methods, shows dilemma managers face. ref SDS F5 9634]
650547 - ..
650548 - Leaders must lead by example to prove commitment to change. ref OF 4
650549 - 5735
650550 -
650551 -
650552 -
650553 -
6506 -
SUBJECTS
Little Deviations Grow into New Realities Gradually Nobody Rings a Be
Internet Strategic Inflection Point Requires Study to Learn Rather th
6804 -
680501 - ..
680502 - Internet Strategic Inflection Point
680503 - Executives Study, Listen, Learn New Skills for Effective Leadership
680504 -
680505 - Grove estimates in the final chapter that the Internet will result in
680506 - significant growth for telecommunications industry. ref OF 5 4988
680508 - ..
680509 - He concludes that the totality of changes arising from the Internet is
680510 - so overwhelming that "deep down" he believes it is a "strategic
680511 - inflection point" which means a "new reality" that will have wide and
680512 - deep impact. ref OF 5 6802, ref OF 5 4790
680513 -
680514 - [On 980412 CBS News 60 Minues broadcast a program segment on the
680515 - impact of more information is reduced time understand. ref SDS D1
680516 - 2025]
680518 - ..
680519 - [On 980417 Pac Bell to spend $2.2B for new phone lines, largely
680520 - to satisfy demand for Internet support. ref SDS D3 2582]
680522 - ..
680523 - [On 980511 Reuters report US productivity declined and unit labor
680524 - cost rose dramatically in 1st quarter 1998. ref SDS D6 0000]
680526 - ..
680527 - [On 980808 managers deny problems with personal work practices.
680528 - ref SDS E1 3379 need support]
680530 - ..
680531 - [On 010211 Jim Spohrer interviewed in Vision expects says Internet
680532 - encourages interest in using technology for education. ref SDS H5
680533 - TP6J
680534 -
680536 - ..
680537 - Grove urges that the new reality of changing technology presents an
680538 - opportunity that cannot be harnessed simply by "...letting it happen."
680539 - He asks the core question that is a predicate to constructive action
680540 - by leadership...
680542 - ..
680543 - What do I do differently?
680544 -
680545 -
680546 - ...in order to meet the challenge of new realities in a faster
680547 - paced world? ref OF 5 4801
680548 -
680549 - This question was posed for the Asilomar Conference in 1996,
680550 - ref SDS 52 4829, the year Grove was writing his book. At that
680551 - time, there is an effort made to get an Intel executive, like
680552 - Grove, to present ideas. ref SDS 52 5876 General Hatch at one
680553 - time agreed to deliver the message, ref SDS 55 4884, but was
680554 - ultimately stymied by politics.
680556 - ..
680557 - Grove recognizes that....
680558 -
680559 -
680560 - S T U D Y
680561 -
680562 -
680563 - ...is essential to avoid being overwhelmed by market forces, which he
680564 - calls "strategic inflection points." ref SDS C3 6148
680565 -
680566 - [On 990527 Clayton Christensen describes disruptive technologies
680567 - that displace existing products and services along with business
680568 - and people who are unable or unwilling to adapt in time to avoid
680569 - being overwhelmed. ref SDS F7 KS4O
680571 - ..
680572 - Study expands understanding beyond "superficial" knowledge from
680573 - traditional methods that rely on the gist of information (20 80 rule
680574 - explained on 950426, ref SDS 40 4022), demanding the bottom line in 25
680575 - words or 30 seconds, ref OF 5 5115, and illustrated by the Primavera
680576 - story, reviewed on 950412. ref SDS 38 3920
680577 -
680578 - [On 011102 organizational learning developed by Senge antecedent
680579 - to Knowledge Management based on studies building aircraft during
680580 - WWII, and later an article published in 1962 that won a Nobel
680581 - Prize on improving productivity through learning from experience.
680582 - ref SDS I3 M25K
680584 - ..
680585 - Study requires analysis through reading and writing, ref OF 5 5437,
680586 - cited below, ref SDS 0 6J5I and ref SDS 0 433M, and experimenting to
680587 - test new methods, per above. ref SDS C3 3416 Grove goes further and
680588 - notes on page 145 that senior people should take time to...
680590 - ..
680591 - buckle down and learn a whole new set of skills
680592 - ref OF 2 3334
680593 -
680594 - ...which reflects a critical characteristic of leaders to...
680595 -
680596 - listen and learn
680598 - ..
680599 - ...noted in an article published by the HBR that identified key skills
680600 - needed for executive management, reviewed on 940508 ref SDS 29 3381
680601 - Peter Drucker recommends that people learn new skills and methods that
680602 - enable a new way of working to meet challenges of new realities
680603 - created by technology that causes information overload, reviewed on
680604 - 931130. ref SDS 26 1855 Management stantards in ISO 9000 and 10006, as
680605 - well as PMBOK call for organizations to support a process of
680606 - "continual learning." ref SDS 43 2846 Peter Senge at MIT proposes a
680607 - "Learning Organization" should be supported from earnings, in order to
680608 - sustain profits, as a cost of doing business, reviewed on 930216.
680609 - ref SDS 23 8998
680611 - ..
680612 - On 960403 General Hatch reported having read...
680613 -
680614 -
680615 - New World Order Needs Old Time Religion
680616 -
680617 -
680618 - ...three times in order to understand important issues. ref SDS 70
680619 - 5592, because leadership begins with understanding, and understanding
680620 - requires "study," as Grove's notes.
680622 - ..
680623 - Communication Metrics uses technology to help executives capture
680624 - "lessons learned," and continually analyse the connections of cause
680625 - and effect, and alignment with controlling forces in law, regulation,
680626 - policy, contract, etc., that impact the work. ref SDS 37 8008
680627 -
680628 -
680629 -
6807 -
SUBJECTS
New Reality Information Overload Caused by Information Highway Change
Time Most Important Limited Asset
7004 -
700501 - ..
700502 - Time Management Key to Success - New Inflection Point?
700503 - Limited Time Limits Attention to Focus on Opportunities, Challenges
700504 -
700505 - Grove says "A person's time is an extremely valuable yet clearly
700506 - limited resource," ref OF 4 3141, reflecting Peter Drucker's view that
700507 - time is a key factor in management. ref SDS 6 8822 Grove does not
700508 - explain that managers do not have enough time to think, analyse,
700509 - question nor to prepare, ref SDS 0 2189, which he finds are keys to
700510 - good management. ref SDS 0 3668
700512 - ..
700513 - Limited span of attention is cited in the Corps of Engineers' report
700514 - dated 971007 on Communication Metrics, ref DRP 3 7116, which explains
700515 - management mistakes arise from information overload. ref DRP 3 2282
700517 - ..
700518 - Grove uses "Cassandras" to focus attention on small matters that have
700519 - the potential to grow in importance, and would otherwise be overlooked
700520 - due to limited time. ref OF 3 3856,
700522 - ..
700523 - See, however, "common sense" inhibits the Cassandra methodology.
700524 - ref SDS C3 5943
700525 -
700526 - [On 960225 time management was a factor working with Dave
700527 - Vannier. ref SDS 61 3503]
700528 -
700529 - [On 980412 CBS News 60 Minues broadcast a program segment on the
700530 - impact of reduced time on understanding information. ref SDS D1
700531 - 2025]
700533 - ..
700534 - [On 980808 managers deny problems with personal work practices.
700535 - ref SDS E1 3379 need support]
700537 - ..
700538 - [On 980817 Ross does not have time to think about "intelligence"
700539 - because of limited span of attention. ref SDS E5 5313]
700540 -
700541 -
700542 -
700544 - ..
700545 - Communication Biggest Risk Under New Realities Information Overload
700546 - New Realities Management Communication Alice in Wonderland of Bumbling
700547 -
700548 - On 940609 Henry Kissinger says management is an "Alice in Wonderland"
700549 - of continual bumbling because nobody has time for analysis,
700550 - ref SDS 30 4238, that Grove says is essential to avoid error caused by
700551 - the ambiguity of mental maps. ref SDS 0 3668 This means "diligence,"
700552 - cited as an excuse for failing to use tools that enable people to cope
700553 - under new realities of a faster paced world, ref SDS 0 LW42, is not
700554 - enough, when there is not enough time to think. ref SDS 0 2189
700555 -
700556 - [On 011102 followed up. ref SDS I3 YE6F
700558 - ..
700559 - [On 001126 people propose using greater diligence to enable good
700560 - management, rather than use SDS. ref SDS H1 4E3X
700562 - ..
700563 - The "Information Highway" of more meetings, calls and email fits the
700564 - entropic model of management imploding, reported by USAFTI, reviewed
700565 - on 970707. ref SDS 97 0108 This is fundamental "new reality" of
700566 - technology, cited by Peter Drucker, reviewed on 931130, ref SDS 26
700567 - 1855, posits an emerging...
700569 - ..
700570 - Strategic Inflection Point of Information Overload
700571 -
700572 -
700573 - ...under Grove's definition, ref SDS C3 6148, the reasoning on
700574 - 960307, ref SDS 63 1594, and the examples on 950327, ref SDS 37 0200.
700575 - There isn't enough time for people to accomplish analysis and planning
700576 - that Grove says are keys to good management? ref SDS 0 3668 and
700577 - ref SDS 0 2189
700578 -
700579 - [On 011003 productivity paralyzed by information overload that
700580 - paralyzes productivity; analysis hopeless quagmire of complexity.
700581 - ref SDS I2 0001
700583 - ..
700584 - This makes communication the biggest risk in enterprise, explained in
700585 - POIMS, ref OF 8 R69H, which is hard to improve because people believe
700586 - communication is talking and hearing using native intelligence and so
700587 - resist having to do more, discussed on 890809. ref SDS 5 U87H
700588 -
700589 - [On 011102 Knowledge Management was put forward in 1993 for
700590 - solving new realities of a faster paced world signaled by
700591 - rising globalization, because information management seemed
700592 - inadequate. ref SDS I3 YE6F
700594 - ..
700595 - Leadership must strive to overcome resistance to change for being
700596 - prepared to meet future dangers and opportunities of new realities,
700597 - reviewed on 920128. ref SDS 15 1199
700598 -
700599 - [On 991222 Doug Engelbart cites need to grow competency for coping
700600 - with growing complexity of work and life. ref SDS G5 4Q6K
700602 - ..
700603 - Leadership is defined on 970703. ref SDS 95 9603
700605 - ..
700606 - New realities of a new world order are...
700607 -
700608 - Longer hours More guess and gossip
700609 - Longer wait at toll booths More complexity
700610 - Longer meetings More confusion
700611 - More meetings More erroneous understandings
700612 - More people at meetings More mistakes
700613 - More calls More problem handling
700614 - Longer calls More disappointment
700615 - More people in calls More frustration
700616 - More mail More stress
700617 - More unread mail More anger
700618 - More unanswered mail More conflict
700619 - More Action Items More law suits
700620 - More unperformed Action Items More losses
700621 - More conversation More reengineering
700622 - No Time to Read, Think, Analyse More heart attacks
700623 -
700624 - ...which create different strategic environment that requires new
700625 - skills, tools and roles, per Grove's comment above. ref SDS 0 2648
700627 - ..
700628 - Grove concludes the Internet is a "strategic inflection point" that
700629 - requires adjustments in management practice. see ref SDS 0 3495
700631 - ..
700632 - Communication Metrics organizes, aligns, analyses, summarizes and
700633 - delivers "intelligence" via Internet so that managers can work faster
700634 - and more accurately. ref OF 8 6011
700636 - ..
700637 - When people do not have enough time to read, nor enough time to commit
700638 - thoughts to paper, ref SDS 0 3668, nor to take copious notes, as Grove
700639 - urges, ref SDS 0 3101, is this an indicator that critical thinking is
700640 - not getting done? Does this explain reports that 70% of management is
700641 - wasted in unproductive meetings. ref SDS 58 5902
700643 - ..
700644 - Is this a growing new reality that is creeping up on everyone with
700645 - "little cat feet?" ref SDS 0 2051
700647 - ..
700648 - Communication Metrics solves the problem by using the Internet to
700649 - deliver intelligence. ref OF 8 0582
700650 -
700651 -
700652 - [on 980412 CBS News broadcast on 60 Minutes that people are
700653 - suffering from information overload because more information does
700654 - not give people more "knowledge" ref SDS D1 8956]
700656 - ..
700657 - [On 980417 Pac Bell to spend $2.2B for new phone lines, largely
700658 - to satisfy demand for Internet support. ref SDS D3 2582]
700660 - ..
700661 - [On 980613 article on information overload. ref SDS D7 3499]
700663 - ..
700664 - [On 980807 article cites information overload. ref SDS E0 2426]
700666 - ..
700667 - [On 980815 article says U.S. "Intelligence" failures stem from too
700668 - much information, not enough understanding. ref SDS E2 1173]
700670 - ..
700671 - [On 980817 Ross does not have time to think about "intelligence"
700672 - due to limited span of attention. ref SDS E5 5313]
700674 - ..
700675 - [On 990625 doctors do not have time to perform communication
700676 - requirements with patients. ref SDS F7 0806]
700678 - ..
700679 - [On 001207 too many people having too many problems cause lower
700680 - productivity, earnings, and stock prices fall. ref SDS H3 V54M and
700681 - ref SDS H3 MZ7G
700682 -
700683 -
7007 -
7008 -
700801 -
7009 -
SUBJECTS
Writing Window on Mind Avoids Ambiguity of Mental Maps
Creativity Recognizing Patterns from Life Experience
Time Saved SDS Adds Intelligence to Management Proactive Problem Hand
Investing Intellectual Capital Organizational Memory Intelligence Org
Copious Notes Avoid Mistakes Ambiguity Mental Maps Forgiving of Erro
AL07 -
AL0801 - ..
AL0802 - Ambiguity Mental Maps Forgiving Overlook Errors
AL0803 - Commit Your Thoughts to Paper, Not Easy, Not Fun, But Essential
AL0804 - Invest Intellectual Capital - Analysis Avoids Ambiguity
AL0805 -
AL0806 - Grove understands the fragility of human memory and limited span of
AL0807 - attention present a constant risk of error. He says mental maps are
AL0808 - awfully forgiving of ambiguity, see below, ref SDS 0 7571, because
AL0809 - people are constantly buffeted moment-to-moment by the latest crisis.
AL0810 - When the mind is busy interpreting information flow, and expressing
AL0811 - response in conversation, meetings, calls, and email, there is little
AL0812 - time for reflection and deliberation to recognize gaps, conflicts and
AL0813 - mistakes, i.e., ambiguity, nor is there time to check the record for
AL0814 - alignment. People pay a price for relying on remembering only the
AL0815 - gist of the story rather than verify accuracy, noted in research on
AL0816 - 900303 reviewing Campbell's work on cognitive science. ref SDS 7 7Z6G
AL0817 - NWO explains excessive reliance on assumption in constant conversation
AL0818 - can escalate quickly into loss, conflict, confusion, chaos, and
AL0819 - calamity. ref OF 22 0742 On 921127 executives worry about small,
AL0820 - innocuous deviations escalating into major problems. ref SDS 20 0674
AL0822 - ..
AL0823 - Later on 940327 Morris Jones at Chips and Technologies reported dates
AL0824 - are hard to remember. People get frustrated with everybody pointing
AL0825 - fingers in accusation and blame during conversation in meetings
AL0826 - arguing about the sequence of past events. ref SDS 28 GD9G
AL0827 -
AL0828 - [On 991108 stream-of-conscious communication in meetings, calls,
AL0829 - email is necessarily additive rather than reflective; conversation
AL0830 - does not allow time to verify accuracy. ref SDS G4 4505
AL0832 - ..
AL0833 - [On 010622 Doug Lenat describes literacy reading writing using
AL0834 - alphabet technology makes people superhuman by writing things down
AL0835 - that can then be remembered more accurately. ref SDS J9 N668
AL0837 - ..
AL0838 - [On 020217 Roy Roebuck reports people point fingers in meetings
AL0839 - blaming others because nobody can find anything to point out in
AL0840 - the record what actually happened. ref SDS I6 9360
AL0841 -
AL0842 -
AL0844 - ..
AL0845 - Copious Notes Avoid Mistakes Ambiguity Mental Maps Forgiving of Error
AL0846 -
AL0847 - In an interview on 971221, Grove stressed the importance of tracking
AL0848 - critical details, ref SDS B7 6695, to discover strategic inflection
AL0849 - points in time to take effective action. ref SDS 0 3151 Grove writes
AL0850 - copious notes, asks questions, ref SDS 0 3101, and submits himself to
AL0851 - questioning because feedback improves accuracy to avoid mistakes that
AL0852 - otherwise stifle creativity, and torpedo the best laid plans, causing
AL0853 - conflict, crisis, and calamity. He says good management is not easy
AL0854 - and is not fun, but is essential to save lives, time and money.
AL0855 - ref SDS 0 4697
AL0856 -
AL0857 - [...below, only the CEO can allocate time to work intelligently by
AL0858 - taking copious notes to understand what happened at the last
AL0859 - meeting, before attending the next meeting; everyone else is under
AL0860 - orders to attend the next meeting. ref SDS 0 7R5J
AL0862 - ..
AL0863 - SDS adds value to taking copious notes by providing flexible structure
AL0864 - for command and control of the record, explained on 890523.
AL0865 - ref SDS 3 TP8O Granular indexing applied with Control Fields enables
AL0866 - people to find and assemble relevant parts of a complex record that
AL0867 - show chronologies to discover cause and effect. ref SDS 3 6H8O This
AL0868 - makes writing things down useful by improving accuracy of memory.
AL0869 - ref SDS 3 BP9M
AL0871 - ..
AL0872 - [On 021108 Bill Gates at Microsoft points out that merely writing
AL0873 - things down does not improve memory and productivity, unless
AL0874 - people can find relevant parts of the record in time to be
AL0875 - effective saving lives, time, and money. ref SDS J4 EF5I
AL0877 - ..
AL0878 - [On 060614 Intel executive practice relies on Powerpoint outlines
AL0879 - and pictures rather than copious notes to understand correlations,
AL0880 - implications and nuance that avoids mistakes from ambiguity of
AL0881 - mental maps. ref SDS K1 2M69
AL0883 - ..
AL0884 - Grove's experience shows the relationship between improving listening
AL0885 - that strengthens learning, and thereby makes leadership effective,
AL0886 - since he was recognized on 971222 by Time magazine as its "Man of the
AL0887 - Year" for outstanding leadership in the business arena. ref SDS B7
AL0888 - 5900
AL0890 - ..
AL0891 - Aligns with report on 960401 that Grove practices support the Welch
AL0892 - Management Method. ref SDS 69 3703
AL0893 -
AL0894 - [On 990729 Professor Randsell explains Communication Metrics
AL0895 - strengthens listening by verifying accuracy, leading to truth,
AL0896 - which is essential for the engine of enterprise to lift
AL0897 - civilization. ref SDS G8 0005 and ref SDS G8 0006
AL0899 - ..
AL0900 - [On 001004 SDS makes intelligence work fun and effective.
AL0901 - ref SDS H0 6N9G
AL0903 - ..
AL0904 - [On 010123 student doctoral thesis on listening and leadership.
AL0905 - ref SDS H4 0001
AL0907 - ..
AL0908 - [On 010420 Jeff Conklin cites demand for organizational memory.
AL0909 - ref SDS H6 MU7O
AL0911 - ..
AL0912 - [On 010720 report that Grove uses an aid to take notes during
AL0913 - meetings. ref SDS H9 N95J
AL0915 - ..
AL0916 - [On 020504 study shows professional standards for communication
AL0917 - practices and requirements on good management specified in FAR,
AL0918 - ISO, Health Care, Covey, Drucker, law, contract notice provisions,
AL0919 - and 2,000 years of literacy for contemporaneous documentation for
AL0920 - alignment and feedback to work intelligently, quickly, and
AL0921 - accurately are ignored in government, business, health care, every
AL0922 - sector. ref SDS I7 NS6F
AL0924 - ..
AL0925 - [On 040505 Paris peace conference in 1919 heads of state began
AL0926 - holding meetings hoping to avoid keeping records, but found the
AL0927 - top people in the world could not remember enough to perform daily
AL0928 - work; eventually leadership yielded to an even stronger fear of
AL0929 - accountable for failing to get anything done, and so a record of
AL0930 - organizational memory was prepared and this change in management
AL0931 - practice yielded results that expedited progress. ref SDS J7 MQ49
AL0933 - ..
AL0934 - [On 051130 Leonardo da Vinci credited for contemporaneous notes to
AL0935 - support creativity, invention, and development of new tools and
AL0936 - systems. ref SDS K0 PR4F AIA Architect recommends diligence
AL0937 - exercising the habit of documentation is critical to design and
AL0938 - project management. ref SDS K0 G46F
AL0940 - ..
AL0941 - On 898089 executive worries that copious notes in SDS reduce time for
AL0942 - conversation to "manage" people. ref SDS 5 2079 On 950803 humorous
AL0943 - example of aversion to traditional analysis is a memo on expanding
AL0944 - coffee breaks into sex breaks. ref SDS 44 8452
AL0946 - ..
AL0947 - Advantages of analysis was developed from Writer's Forum on 930112.
AL0948 - ref SDS 22 9499
AL0950 - ..
AL0951 - On 971222 Richard Popejoy's daughter is a young manager who seems to
AL0952 - have grasped the idea of "investing intellectual capital," related on
AL0953 - 961222, ref SDS 84 9529; but, her Dad, who is a successful dentist,
AL0954 - struggles with the tension between limited time and allocating time
AL0955 - for intelligence to verify accuracy. ref SDS 84 8402
AL0957 - ..
AL0958 - Max Wideman observed on 970818 that many managers work in constant
AL0959 - crisis mode so that they do not have to do the hard work of
AL0960 - confronting complexity and conflicts in daily management details.
AL0961 - ref SDS A6 1897
AL0963 - ..
AL0964 - [On 980803 Max Blodgett observed that managers do not know about
AL0965 - the importance of analysis, and so need a modern-day "Scribe." see
AL0966 - ref SDS D9 4192]
AL0968 - ..
AL0969 - [On 980815 article says U.S. "Intelligence" needs understanding.
AL0970 - ref SDS E2 1173]
AL0972 - ..
AL0973 - [On 980817 Ross does not have time to think about "intelligence"
AL0974 - due to limited span of attention. ref SDS E5 5313]
AL0976 - ..
AL0977 - [On 990121 book on role of hands to enhance creativity and
AL0978 - intelligence, and use of both hands on a keyboard strengthens this
AL0979 - process. ref SDS E8 0000]
AL0981 - ..
AL0982 - [On 990303 scientific paper explains too much information impairs
AL0983 - human intelligence processes. ref SDS E9 6120]
AL0985 - ..
AL0986 - [On 990409 Jeff Ghilardi found that investing time to report saves
AL0987 - time later. ref SDS F0 3072]
AL0989 - ..
AL0990 - [On 990625 Jack Welch, CEO at GE uses writing. ref SDS F8 2350]
AL0992 - ..
AL0993 - [On 000327 Engelbart's KM goal to use technology for handling
AL0994 - daily work information. ref SDS G7 3971
AL0996 - ..
AL0997 - Grove says on page 137 "...mental maps are awfully forgiving of
AL0998 - ambiguity," ref OF 3 4218, suggesting that people can feel comfortable
AL0999 - about their thoughts despite conflicting information and calculus,
AL1000 - because the conscious mind buffers out conflict. Grove recognizes the
AL1001 - danger of excessive reliance on the "soft science" of conversation,
AL1002 - dialog, talking, and hearing from telling "stories" in meetings and
AL1003 - calls; a similar point was made at a Cal Tech seminar on 921021.
AL1004 - ref SDS 19 4191
AL1005 -
AL1006 - [On 021108 Bill Gates at Microsoft points out that merely writing
AL1007 - things down does not improve memory and productivity, unless
AL1008 - people can find relevant parts of the record in time to be
AL1009 - effective understanding cause and effect saving lives, time, and
AL1010 - money. ref SDS J4 EF5I
AL1012 - ..
AL1013 - On 940820 Wayne Wetzel explained how executives rationalize mistakes
AL1014 - could not be avoided, ref SDS 32 5588, in order to avoid the burden of
AL1015 - diligence called out by Grove. ref SDS 0 3101
AL1017 - ..
AL1018 - On 960321 Landauer's paper on cognitive science explains disambiguity
AL1019 - of "meaning" requires correlation of context. ref SDS 67 5588 Grove's
AL1020 - "copious notes," are a traditional method of providing "context" to
AL1021 - resolve conflicting meaning. SDS expands traditional methods by
AL1022 - making it easier to add organization, alignment, summary linked to
AL1023 - detail and feedback, called "intelligence" in POIMS. ref OF 8 0582
AL1025 - ..
AL1026 - Without a record, there is not enough time for the mind to recognize
AL1027 - and/or resolve ambiguity, i.e., that our "story" does not "add up,"
AL1028 - does not "hold water." ref SDS 78 7361 The POIMS paper explains why
AL1029 - Grove's practice of analysis resolves "ambiguity" to improve
AL1030 - management. ref OF 8 3742
AL1032 - ..
AL1033 - Jeromy Campbell's book "The Improbable Machine" explains the brain
AL1034 - is wired to construct "stories," ref SDS 7 3016, that use "common
AL1035 - sense" to fill in the ambiguity Mr. Grove identifies as the cause
AL1036 - of errors. ref SDS 7 6831 Since in each human mind "common
AL1037 - sense" varies from day to day, ref SDS C3 3740, reliance on
AL1038 - momentary mental impressions, what Grove calls "maps," rather than
AL1039 - looking up the record, due to shortage of time, makes management a
AL1040 - constant cycle of problem handling and bumbling, that leads to
AL1041 - costly "rework" cited by the U.S. Army Corps of Engineers's. see
AL1042 - report on 971008, ref SDS B0 1273
AL1044 - ..
AL1045 - The paper on POIMS technology describes a recurring cycle of
AL1046 - crises. ref OF 8 4005
AL1048 - ..
AL1049 - Dr. Landauer's work in Cognitive Science on knowledge acquisition
AL1050 - supports Grove's practice of writing as a check or "metric" to
AL1051 - avoid "meaning drift" that occurs naturally in the mind. see work
AL1052 - on 960518 ref SDS 74 3734; also Cal Tech seminar. ref SDS 27 2074
AL1054 - ..
AL1055 - Mike Simms, superintendent of Broadwater Dam, says that when
AL1056 - writing does not come easy it means understanding in the mind is
AL1057 - not clear. ref SDS 14 7447
AL1059 - ..
AL1060 - Avoiding turbulence of crisis and mental ambiguity are aspects of
AL1061 - Communication Metrics. ref SDS 37 0023
AL1063 - ..
AL1064 - The power of writing to discover knowledge rather than rely on
AL1065 - impressions from pictures, graphics, icons and images, was developed
AL1066 - on 940609, ref SDS 30 4933, and explained in POIMS. ref OF 8 3742
AL1068 - ..
AL1069 - It reflects the value of "investing" intellectual capital by writing
AL1070 - that can be recycled for consistent use of good ideas, discussed in
AL1071 - reviewing Van Kasper's paper on Information Revolution. ref SDS 24
AL1072 - 7788 - also supported by Landauer's LSA study. ref SDS 74 8811
AL1074 - ..
AL1075 - It reflects Covey's approach to use writing for better mental clarity,
AL1076 - ref SDS 21 1121, and it strengthens Covey's approach of "listening"
AL1077 - for better understanding, under the rule that mere "talk is cheap." We
AL1078 - have to do more than talk and listen. ref SDS 21 1558
AL1080 - ..
AL1081 - Grove's method of "thinking through writing" reflects Chief Justice
AL1082 - Rhenquist's view that written analysis is needed to verify results of
AL1083 - dialog because talking and listening only provide clues about the
AL1084 - adequacy of reasoning, and often contain gaps which are revealed by
AL1085 - subjecting initial understandings from calls, meetings and discussion,
AL1086 - to the test of careful analysis, ref SDS 1 2366, supported by Justice
AL1087 - Stanley Mosk of the California Supreme Court. ref SDS 12 5006
AL1089 - ..
AL1090 - Grove says on page 135...
AL1091 -
AL1092 - "You must force yourself to commit your thoughts to paper."
AL1093 - ... ref OF 3 4218
AL1094 -
AL1095 - [On 911121 discussed this method with Morris. ref SDS 10 5830]
AL1097 - ..
AL1098 - [On 980815 article says U.S. "Intelligence" failures stem from
AL1099 - too much information, not enough understanding. ref SDS E2
AL1100 - 1173]
AL1102 - ..
AL1103 - [On 980817 Ross does not have time to think about "intelligence"
AL1104 - due to limited span of attention. ref SDS E5 5313]
AL1106 - ..
AL1107 - Does using alphabet technology to write add value to leadership?
AL1109 - ..
AL1110 - Or, is it redundant and "overkill"? opinion on 890324. ref SDS 2 6894
AL1112 - ..
AL1113 - Why isn't it enough to just listen carefully, speak clearly and take
AL1114 - good notes during meetings. ref SDS 81 4261 What benefit does Grove
AL1115 - derive from "committing thoughts to paper," ref OF 3 4218, as an
AL1116 - after-the-fact process of "thinking through writing" that experts
AL1117 - teach, but few apply, because it seems redundant and "overkill." per
AL1118 - work on 950223, ref SDS 35 5931, and on 890324. ref SDS 2 6894
AL1119 -
AL1121 - ..
AL1122 - Talking, Listening are Fast, Easy, "Intelligence" is a Microscope
AL1123 -
AL1124 - Alphabet technology is a stronger way of "thinking" than conversation,
AL1125 - because the hands, eyes and ears are used together like a piano player
AL1126 - or sculptor to construct ideas into external objects that can be
AL1127 - shaped, crafted and enhanced. Literacy uses a greater share of mental
AL1128 - faculties (e.g., left brain, right brain) than talking and listening,
AL1129 - see POIMS. ref OF 8 3742 Conversation is inherently discursive, often
AL1130 - emotional, reactive and impulsive. It generally uses only one mental
AL1131 - faculty at a time, reviewed on 951117. ref SDS 53 4341
AL1132 -
AL1133 - [On 990121 book on "The Hand" explains synergy between thought
AL1134 - and action that grows mental strength. ref SDS E9 6490]
AL1136 - ..
AL1137 - [On 981108 history of alphabet technology reviews advantages of
AL1138 - literacy and weakness of oral communication for knowledge work.
AL1139 - ref SDS G4 4960]
AL1141 - ..
AL1142 - [On 000904 example of ergonomic computer task assignments that
AL1143 - enhance use of hands, eyes and ears. ref SDS G9 QG4I
AL1145 - ..
AL1146 - [On 001206 explain keyboard is key ergonomic factor of
AL1147 - productivity and earnings. ref SDS H2 0001
AL1149 - ..
AL1150 - Grove notes the need for leadership to align organizational objectives
AL1151 - and actions. ref OF 1 9650 He recognizes that "thoughts" not reduced
AL1152 - to writing suffer ambiguity, i.e., lack rigor and clarity of
AL1153 - alignment. ref OF 3 4218
AL1155 - ..
AL1156 - Enhanced focus of mental strength using SDS is a powerful "microscope"
AL1157 - for "Concurrent Discovery" (see on 960620, ref SDS 77 1101). It
AL1158 - reveals deeper understanding, correlations, nuance and implications
AL1159 - that force awareness of ambiguity, and bring within limited span of
AL1160 - attention stark realities and painful discovery of gaps in reasoning
AL1161 - that need further information and study before taking action. see on
AL1162 - 940609, ref SDS 30 8854, and on 970829. ref SDS A7 4476
AL1164 - ..
AL1165 - Grove says that "study" is an executive responsibility. ref SDS 0 3620
AL1166 -
AL1167 - [On 980817 Ross does not have time to think about "intelligence"
AL1168 - due to limited span of attention. ref SDS E5 5313]
AL1169 - ..
AL1170 - This is another dimension of Communication Metrics. ref SDS 37
AL1171 - 6007
AL1172 -
AL1173 -
AL1174 -
AL1175 -
AL12 -
SUBJECTS
Accountability Burdensum Metric for Executives
Leadership Pilot Test Reengineer Management Improvements SDS Adds Met
Leadership Overcomes Powerful Cultural Emotional Resistance to Improv
Long Way is Short Way There Prevention Investment Deferred Reward Wal
VLSI Conway, Lynn Explains Difficulty Getting Companies Like Intel to
BD07 -
BD0801 - ..
BD0802 - Leadership Must Build Faith in the Power of Investing
BD0803 - Valley of Death Journey of Leaderhip to Improve the Work
BD0804 - Investing Time in Intellectual Capital has been Rewarding to Intel
BD0805 -
BD0806 - Resistance to improving management practice is strong and emotional,
BD0807 - as seen from the record showing fear that adding intelligence to
BD0808 - management takes too much time to save time and money, e.g., on....
BD0809 -
BD0810 - 890809..... ref SDS 5 5930
BD0811 - 901007..... ref SDS 8 B4PE
BD0812 - 920513..... ref SDS 18 5592
BD0813 - 950426..... ref SDS 40 4392 and ref SDS 40 T2WK
BD0814 -
BD0815 - ...despite Covey calling for investing intellectual capital on 921205.
BD0816 - ref SDS 21 1121
BD0818 - ..
BD0819 - Drucker says "analysis" is the primary responsibility of management to
BD0820 - ensure effective decisions, reported on 931130. ref SDS 26 7911
BD0821 -
BD0822 - [On 980405 real source of resistance is fear of accountability.
BD0823 - ref SDS D0 5065
BD0825 - ..
BD0826 - On 960326 Intel was asked to present the value of using technology to
BD0827 - support a process of investing time for growing knowledge. ref SDS 68
BD0828 - 8339 There was concern, however, that managers busy with meetings,
BD0829 - calls and email do not have enough time for good management practices.
BD0830 - ref SDS 68 3866 and ref SDS 81 9834,
BD0832 - ..
BD0833 - Good management requires faith that investing time to do things
BD0834 - correctly, honestly, accurately will bear greater rewards than taking
BD0835 - short cuts called "expediting," reviewed on 950223. ref SDS 35 3003
BD0837 - ..
BD0838 - How can we help people climb the mountain of ignorance, fear and
BD0839 - denial, discussed on 950915, ref SDS 47 4930, to discover Mr. Grove's
BD0840 - secret of saving time and money by investing time for analysis, called
BD0841 - out by Covey, reported on 921205, ref SDS 21 2231, under the rule of
BD0842 - deferred rewards, that the...
BD0844 - ..
BD0845 - long way around is the short way there???
BD0846 -
BD0848 - ..
BD0849 - Grove speaks of walking through the...
BD0850 -
BD0851 - "Valley of Death"
BD0852 -
BD0853 - ...to get successful executives to improve work practices that
BD0854 - increase earnings, which founder Gordon Moore urged was necessary
BD0855 - under new realities Intel confronted in the 1980s. ref SDS 0 1660
BD0856 -
BD0857 - [On 030527 1100 Pat Lincoln relates frustrations because people
BD0858 - at SRI working on OHS/DKR project "just don't get it" that
BD0859 - linking turns information into the power of knowledge,
BD0860 - ref SDS J5 FS6H; helping government understand OHS/DKR improves
BD0861 - collaboration with intelligence support better than Microsoft
BD0862 - Sharepoint helps people share information was impossible when
BD0863 - NIH refused $30M grant to SRI. ref SDS J5 DW6K
BD0865 - ..
BD0866 - [On 040622 presencing technology uses confrontation
BD0867 - conversation, like cross-examination in legal practice; part of
BD0868 - "languaging" -- 1 of 3 tools, ref SDS I8 V67O, to facilitate
BD0869 - organizational change. ref SDS I8 LR8M
BD0871 - ..
BD0872 - Grove cites the challenge of helping people blinded by common
BD0873 - sense from experience, which each day grows obsolete, ref OF 16
BD0874 - 3598, re-stating the point above on the inertia of success that
BD0875 - obscures awareness of new realities that emerge from slow changes
BD0876 - in the business environment. ref SDS 0 2648
BD0877 -
BD0878 - [On 990527 Grove interviewed by Charlie Rose on Intel efforts
BD0879 - to meet the challenge of "disruptive technologies." ref SDS F7
BD0880 - 1I5N
BD0882 - ..
BD0883 - Explained as well in POIMS. ref OF 8 VX7N
BD0885 - ..
BD0886 - "New World Order Needs Old Time Religion" makes similar point.
BD0887 - ref OF 16 04M2
BD0889 - ..
BD0890 - On 960612 Lynn Conway explains challenge of introducing new
BD0891 - methods, using example of VLSI chip design, that eventually made
BD0892 - Intel successful, after Grove walked "...through the valley of
BD0893 - death." ref SDS 76 1368
BD0894 -
BD0895 - [On 990527 engineers blinded by common sense. ref SDS F6 5672]
BD0897 - ..
BD0898 - One way is to tell the story, and let people judge from the results,
BD0899 - as Mr Grove does in his book on leading Intel.
BD0900 -
BD0901 -
BD0902 -
BD0903 -
BD10 -
SUBJECTS
Good Management Not Easy Not Fun Takes Diligence Discipline Essential
BE03 -
BE0401 - ..
BE0402 - Study Requires Diligence That is Not Easy, Not Fun
BE0403 - Good Management Requires Diligence that is Not Easy and Not Fun
BE0404 - Diligence Not Easy and Not Fun But Essential for Good Management
BE0405 - Write Copious Notes, Ask Questions, Analysis is "Studying"
BE0406 -
BE0407 - Grove reports on page 145 that good management requires "...a measure
BE0408 - of diligence... that is not easy and is not fun using methods everyone
BE0409 - has available [to write] copious notes that avoid errors caused by the
BE0410 - ambiguity of mental maps for understanding meetings, per above,
BE0411 - ref SDS 0 3668 and ref SDS 0 7571 some of which I understood and some
BE0412 - of which I didn't. I then took the stuff that I didn't understand
BE0413 - back to our internal experts and asked them to explain what this
BE0414 - individual might have meant by it." ref OF 4 3334
BE0415 -
BE0416 - [On 010622 Doug Lenat describes literacy reading writing using
BE0417 - alphabet technology makes people superhuman. ref SDS H8 N668
BE0418 -
BE0419 -
BE0420 -
BE0421 -
BE0422 -
BE0423 -
BE05 -
SUBJECTS
Creativity Deliberative Analysis Study Continual Learning
Reading Writing Binary Units Study Strengthens Creativity Deliberativ
Questions Feedback Not Easy Not Fun Essential for Effective Intellige
BH05 -
BH0601 - ..
BH0602 - Continual Learning from Continual Analysis Enables Creativity
BH0603 - Creativity Flows from Investing Intellectual Capital for Learning
BH0604 -
BH0605 - Grove recognizes that deliberative analysis to verify accuracy of
BH0606 - information by checking alignment with the record of organizational
BH0607 - memory, commonly called "study," which he urges for executives to
BH0608 - improve skills, per above, ref SDS 0 457K, helps avoid mistakes caused
BH0609 - by ambiguity of mental maps. ref SDS 0 7571 So, too, continual
BH0610 - alignment enables continual learning that improves creativity by
BH0611 - revealing correlations, implications and nuance that are otherwise
BH0612 - overlooked, absent a proactive, front-end effort to invest time for
BH0613 - deliberative analysis. However, limited time invites
BH0614 - self-rationalization and excuses explained by Wayne Wetzel on 940820,
BH0615 - ref SDS 32 5588, in order to avoid the burden of diligence called out
BH0616 - by Grove. This creates demand for a Com Manager to do the analysis
BH0617 - Grove says is needed for success.
BH0618 -
BH0619 - [On 000307 knowledge work is hard work. ref SDS G6 5182
BH0621 - ..
BH0622 - [On 010908 laziness makes bad management attractive like fools
BH0623 - gold that preys on excuses for avoiding deliberative analysis
BH0624 - and study.
BH0626 - ..
BH0627 - Grove's call for "study," ref SDS 0 5794, by difinition requires a
BH0628 - record of organizational memory so that there is something to study,
BH0629 - analyse and asking questions to get feedback that refines accuracy of
BH0630 - understanding. The Com Manager role meets this demand.
BH0632 - ..
BH0633 - Reading and writing are the binary units of "study." Writing provides
BH0634 - something to read, and reading provides something to write in building
BH0635 - new knowledge by synthesizing new sources with what is already known.
BH0636 - SDS provides a lot of firepower to study that enables continual
BH0637 - learning, reported on 950204. ref SDS 34 4995
BH0638 -
BH0639 - "Synthesizing" is another word for analysis that manages context.
BH0640 -
BH0641 - [On 980412 CBS 60 Minutes reports people overwhelmed by too much
BH0642 - information. ref SDS D1 8956]
BH0644 - ..
BH0645 - [On 980722 Intel's meeting procedures do not appear to apply
BH0646 - Grove's practice of taking copious notes. ref SDS D8 2937]
BH0648 - ..
BH0649 - [On 980905 managers worry that "intellignece" only helps those
BH0650 - who take the copious notes. ref SDS E4 8832]
BH0652 - ..
BH0653 - [On 980817 Ross does not have time to think about "intelligence"
BH0654 - due to limited span of attention. ref SDS E5 5313]
BH0656 - ..
BH0657 - [On 990625 article in Fortune says CEOs fail because they do not
BH0658 - "grab a pen and start writing" in meetings. ref SDS F8 1024]
BH0660 - ..
BH0661 - [On 990718 summary disconnected from details lacks diligence,
BH0662 - which requires practice to stay in shape. ref SDS G1 5251]
BH0664 - ..
BH0665 - Grove's practice reflects the role of a Communication Manager that
BH0666 - adds value to the management process without being expert in every
BH0667 - field encompassed by a communication event, per analysis on
BH0668 - 951228. ref SDS 54 4382,
BH0670 - ..
BH0671 - Skills of Communication Manager are at 960227. ref SDS 60 2326
BH0673 - ..
BH0674 - Grove recognizes that questions are a critical part of accountability;
BH0675 - it is an unpleasant, but essential, feedback mechanism to discover the
BH0676 - strength of decisions. ref OF 4 3046
BH0677 -
BH0678 - [On 980405 developed ideas on using fear of accountability to
BH0679 - advantage. ref SDS C9 5065 and ref SDS C9 2839]
BH0681 - ..
BH0682 - Grove says exercising diligence for study and analysis by reading and
BH0683 - writing and dialog to ask questions for feedback that refines accuracy
BH0684 - of understanding and knowledge is not easy. ref OF 4 1638 and it is
BH0685 - not fun. ref OF 4 2612
BH0686 -
BH0687 - [On 001004 SDS makes intelligence work fun and effective.
BH0688 - ref SDS H0 6N9G
BH0690 - ..
BH0691 - This reflects tension between creativity and discipline which
BH0692 - Grove cited in his interview on 971222, noting importance of
BH0693 - tracking details. ref SDS B7 6695
BH0695 - ..
BH0696 - It reflects need for metrics to support internal management
BH0697 - reviewed on 890809. ref SDS 5 8492
BH0699 - ..
BH0700 - An example of "diligence" needed for internal management is from
BH0701 - the Cal Tech seminar on 921021 where the teacher, an experienced
BH0702 - manager with NASA and the Jet Propolusion Laboratory (JPL), urged
BH0703 - managers to keep all kinds of records, then said it could not
BH0704 - really be done because there is not enough time. ref SDS 19 3744
BH0706 - ..
BH0707 - Writing notes and asking questions to clarify meaning are aspects of
BH0708 - Communication Metrics process of...
BH0709 -
BH0710 - Investing Intellectual Capital
BH0711 -
BH0712 - ...per definition on 950327,ref SDS 37 6007. The "Grove" practice
BH0713 - was reviewed on 950303 in explaining the challenge of using good
BH0714 - management practice consistently. ref SDS 36 6592
BH0716 - ..
BH0717 - An example is this record. An explanation of the process is at the
BH0718 - record on 950428, ref SDS 41 8900, On 940901 Caltrans management said
BH0719 - "...this is exactly what we need" to meet objectives on our project.
BH0720 - ref SDS 33 4920
BH0722 - ..
BH0723 - Morris Jones at Chips and Technologies calls this process the "Welch
BH0724 - Management Method, ref SDS 69 3703, and says it is very different from
BH0725 - the way other people manage. see ref SDS 11 4930
BH0726 - ..
BH0727 - On 971008 the U.S. Army Corps of Engineers' reported that Return
BH0728 - on Investment (ROI) using Communication Metrics to avoid daily
BH0729 - management mistakes and overlooked opportunities, is 10:1. ref SDS B0
BH0730 - 2710
BH0731 -
BH0732 -
BH0733 -
BH08 -
SUBJECTS
Limited Time Impairs Diligence Technology Makes Good Management Fast
CEO Allocates to Himself Time Required to Work Intelligently Nobody E
BJ04 -
BJ0501 - ..
BJ0502 - Limited Time Impairs Diligence, Need Tools to Work Faster, Smarter
BJ0503 - Leadership Takes Vision to See, Courage to Act, Strength to Persist
BJ0504 -
BJ0505 - Only the CEO is able to allocate time for creating intelligence,
BJ0506 - because there is no "intelligence" role in business, ref OF 8 5820,
BJ0507 - and everyone else is subject to constant interruptions.
BJ0508 -
BJ0509 - On 890809 Morris noted there is no budget for improving management, so
BJ0510 - nobody gains experience to discover the value of adding intelligence
BJ0511 - to management. ref SDS 5 U87H
BJ0513 - ..
BJ0514 - New realities that Grove describes, ref SDS 0 3151, mean that only the
BJ0515 - CEO has authority to exercise "diligence" needed to "understand" the
BJ0516 - last meeting before going to the next meeting. ref SDS 0 3101 Grove
BJ0517 - notes that time is a key factor of management, ref SDS 0 1722, so
BJ0518 - someone must be assigned to invest time for creating "intelligence,"
BJ0519 - under the definition of Communication Metrics on 950327, ref SDS 37
BJ0520 - 5821, otherwise the CEO will continue to bear the sole burden for
BJ0521 - creating intelligence.
BJ0522 -
BJ0523 - [On 990625 executives fail because they don't feel like using
BJ0524 - diligence Grove calls out today. ref SDS F9 4914
BJ0526 - ..
BJ0527 - [On 010725 Deputy Director DNRC relates that few people have
BJ0528 - authority to ask questions in meetings. ref SDS I0 RB6J
BJ0530 - ..
BJ0531 - [On 010924 Morris reported nobody else has discovered the value
BJ0532 - of creating and using organizational memory, so it seems like
BJ0533 - "overkill." ref SDS I1 XT5F
BJ0535 - ..
BJ0536 - Managers, engineers, all of us...
BJ0537 -
BJ0538 - • Do not have enough time to think. ref SDS A8 3479
BJ0539 -
BJ0540 - [on 980412 CBS News broadcast on 60 Minutes that people are
BJ0541 - suffering from information overload because more information
BJ0542 - does not give people more "knowledge" ref SDS D1 2085]
BJ0544 - ..
BJ0545 - [On 980815 article cites inherent weakness of bureaucracy that
BJ0546 - stifles "intelligence." ref SDS E2 2424]
BJ0548 - ..
BJ0549 - [On 980817 Ross does not have time to think due to limited span
BJ0550 - of attention. ref SDS E5 5313]
BJ0552 - ..
BJ0553 - • Do not have enough time to prepare for meetings, calls and to
BJ0554 - answer email. ref SDS B3 3849, ref SDS 58 5222, and on 960919.
BJ0555 - ..
BJ0556 - • Do not have time to produce "intelligence" that enables
BJ0557 - people to work faster, better cheaper. ref SDS 11 0477,
BJ0558 - ref SDS B6 4387
BJ0559 - ..
BJ0560 - Managers have time to use the Internet, but the
BJ0561 - "intelligence" they need is not on the Internet. It can be put
BJ0562 - on the Internet, but it has to be prepared. This takes time,
BJ0563 - skills and tools, i.e., Communication Metrics.
BJ0565 - ..
BJ0566 - [On 980817 Ross wants "intelligence" to be easier to generate.
BJ0567 - ref SDS E5 5313]
BJ0569 - ..
BJ0570 - • Do not have enough experience to overcome ignorance, fear and
BJ0571 - denial that "intelligence" can be performed faster by Intel
BJ0572 - technology applied in the right way, i.e., Communication
BJ0573 - Metrics, and that they will get "credit" for improved earnings
BJ0574 - so they do not have worry about hiding from accountability for
BJ0575 - mistakes. ref SDS C9 5065, ref SDS C9 1491
BJ0576 -
BJ0577 -
BJ0578 -
BJ0579 -
BJ06 -
SUBJECTS
CEO Only Intelligence Resource in Organization
Intelligence Avoided Prefer Ignorance No Responsibility for Knowledge
Innovation Loop Inhibits Discovery of Useful Methods
Not Enough Time to Write Everything Down for Organizational Memory, S
CEO Has Authority Intelligence Improve Earnings Stock Prices Everyone
Lazy, Lack Discipline Ignorant SDS Enhances Writing Power Intelligenc
Grove Wimps Urges Courage Over Fear Accountability, Requires Leadersh
BR09 -
BR1001 - ..
BR1002 - CEO Only Intelligence Worker with Authority to Perform the Work
BR1003 - Innovation Loop of Denial Stops Managers from Using Intelligence
BR1004 - Leadership Requires Courage that Fosters and Rewards Proactive Action
BR1005 -
BR1006 - "Common sense" blinds executives to the power of the microcosm that
BR1007 - lifts the capacity to think, remember and communicate. They are in an
BR1008 - "innovation loop," a blindspot, that only leadership with a broader
BR1009 - vision can transcend. ref SDS C3 2836
BR1011 - ..
BR1012 - Mr. Grove has the vision to see the value of diligence on investing
BR1013 - intellectual capital. ref SDS 0 3101 As the CEO of Intel, Grove can
BR1014 - allocate his time according to the needs of the company, by telling
BR1015 - folks to proceed with the next meeting without him, so that he can
BR1016 - discover correlations, implications and nuance on what happened at the
BR1017 - last meeting in relation to objectives, requirements and commitments,
BR1018 - and then plan effective follow up, using his method of preparing
BR1019 - copious notes that avoid mistakes caused by the ambiguity of mental
BR1020 - maps, per above. ref SDS 0 3668
BR1022 - ..
BR1023 - People who serve in positions below the top spot are less able to
BR1024 - allocate their time, noted above. ref SDS C3 5640 We all worry that
BR1025 - the boss wants our time allocated differently. Rather than try to
BR1026 - explain the opporunity for improving productivity, earnings and stock
BR1027 - prices by working intelligently, we assume the boss will resist good
BR1028 - management, and so give up and simply go from one meeting to the next
BR1029 - in a constant "fog of war," explained in NWO, ref OF 18 159O, where
BR1030 - the ambiguity of mental maps, noted by Grove, ref SDS 0 7571,
BR1031 - compounds error upon error that makes daily management an "Alice in
BR1032 - Wonderland" of continual bumbling, noted by Kissinger, see 940609.
BR1033 - ref SDS 30 4238 Some managers are told by executives, who fear
BR1034 - accountability, not to follow Grove's advice about developing "copious
BR1035 - notes" for analysis to understand critical details, cited above,
BR1036 - ref SDS 0 3668, and instead rely on doing the work to demonstrate
BR1037 - accurate understanding of daily communication, reported on 891205.
BR1038 - ref SDS 6 1848 As a result, organizational ethos from social and
BR1039 - cultural forces, means the CEO is the only person with authority to
BR1040 - invest time for working intelligently to save lives, time and money.
BR1041 - Everybody else feels bound to act on cursory understanding and ignore
BR1042 - follow up in order to keep their job, by maintaining good standing
BR1043 - with who ever said go to the next meeting, rather than figure out what
BR1044 - happened at the last meeting.
BR1046 - ..
BR1047 - It takes courage and skill to help the boss transcend impulse by not
BR1048 - insisting upon blind obedience, and instead affording room for people
BR1049 - to offer acceptable rationale for acting contrary to initial wishes of
BR1050 - the boss, so that larger aims of the organization can be served, shown
BR1051 - by the example in POIMS. ref OF 13 4079 Striking a balance between
BR1052 - blind obedience and insubordination takes leadership with a broader
BR1053 - vision to foster tolerance and indeed encourage investing time to work
BR1054 - "intelligently" that saves lives, time and money.
BR1056 - ..
BR1057 - [On 980405 Bill DeHart reported managers at PG&E have been told
BR1058 - not to prepare copious notes. ref SDS C9 1236
BR1060 - ..
BR1061 - [On 020504 study shows professional standards for communication
BR1062 - practices and requirements on good management specified in FAR,
BR1063 - ISO, Health Care, Covey, Drucker, law, contract notice
BR1064 - provisions, and 2,000 years of literacy for contemporaneous
BR1065 - documentation for alignment and feedback to work intelligently,
BR1066 - quickly, and accurately are ignored in government, business,
BR1067 - health care, every sector. ref SDS I7 NS6F
BR1069 - ..
BR1070 - [On 060614 Intel executive practice relies on Powerpoint outlines
BR1071 - and pictures rather than copious notes to understand
BR1072 - correlations, implications and nuance that avoids mistakes from
BR1073 - ambiguity of mental maps. ref SDS K1 2M69
BR1075 - ..
BR1076 - Most "bosses" have not discovered Mr. Grove's secret of success that
BR1077 - writing up the record brings understanding and discloses issues that
BR1078 - are otherwise overlooked, per above, ref SDS 0 3668, which need to be
BR1079 - followed up. ref SDS 36 6592 The U.S. Army Corps of Engineer's report
BR1080 - on Communication Metrics dated 971007 found that Grove's method save a
BR1081 - lot of time and money, when supported by technology. SDS empowers
BR1082 - people to, not only write down the record, but also expands span of
BR1083 - attention by linking up relevant events to discover alignment with
BR1084 - objectives, requirements and commitments that reduces errors and costs
BR1085 - of rework. ref SDS B0 1273
BR1087 - ..
BR1088 - Managers less experienced than Mr. Grove fear accountability from
BR1089 - disclosing error more than they seek timely, accurate understanding to
BR1090 - avoid error and loss, and thereby get credit for improving earnings.
BR1091 - ref SDS C9 5065, ref SDS 85 8823
BR1093 - ..
BR1094 - Grove recommends that managers not be "wimps" ref SDS C3 1091, but
BR1095 - rather bring forward their "... most considered opinion and give it
BR1096 - clearly and forcefully; your criterion for involvement should be that
BR1097 - you're heard and understood.
BR1099 - ..
BR1100 - Overcoming fear of reprisal for not being a "team player" that makes
BR1101 - managers "wimps" requires leadership to foster and reward courage by
BR1102 - showing the way, as Grove does in subjecting himself to strong
BR1103 - questioning by staff.
BR1104 -
BR1105 - "Considered" opinion requires organization of information, analysis of
BR1106 - related context and alignment with objectives and controlling forces.
BR1107 - This is the essence of "business intelligence" which Communication
BR1108 - Metrics provides. ref SDS 37 1225 It begins with the notes Mr. Grove
BR1109 - creates; it is shaped by the questions he asks, and is honed by the
BR1110 - feedback he gets. see ref SDS 0 3101. All of these business "metrics"
BR1111 - applied to daily communication make possible a useful "considered"
BR1112 - opinion by providing intellectual capital, or simply "intelligence."
BR1114 - ..
BR1115 - This takes leadership, not only to show the way, but, also, to provide
BR1116 - the means for investing intellectual captial. Since managers do not
BR1117 - have time, ref SDS 0 2189, Communication Managers, skilled in adding
BR1118 - intelligence to information, can do this.
BR1120 - ..
BR1121 - Some managers feel communication metrics are unnecessary overkill.
BR1122 - They hope to talk their way out of accountability, and talk their way
BR1123 - into credit, and feel this is a safer path than adding metrics to
BR1124 - communication in order to improve performance. This method is called
BR1125 - "feel good management." ref SDS 11 1331
BR1126 -
BR1127 - [On 980405 developed ideas to show that business intelligence
BR1128 - reduces the worry about "accountability" for busy managers. see
BR1129 - ref SDS C9 5065]
BR1131 - ..
BR1132 - Wayne Wetzel says laziness inhibits Communication Metrics. He notes
BR1133 - that people want to go home, rather than invest the time to analyse
BR1134 - meetings, as Mr. Grove does. ref SDS 31 0550 On 970818, Max Wideman
BR1135 - observed that managers fear the diligence needed for Communication
BR1136 - Metrics. ref SDS A6 3338
BR1138 - ..
BR1139 - Overcoming fear takes courage. That is the job of leadership.
BR1140 -
BR1141 - [On 980405 developed Web site home page to show Communication
BR1142 - Metrics helps people deal with complexities and stay on course.
BR1143 - ref SDS D0 2532, ref SDS D0 2573]
BR1144 -
BR1145 - [On 990625 Fortune says CEOs fail because they fail to grab a pen
BR1146 - and start writing when the meeting is ovr. ref SDS F8 1024]
BR1147 -
BR1148 -
BR1149 -
BR1150 -
BR12 -
SUBJECTS
Leadership Broader Vision Overcomes Fear of Change to Help People Hel
Reengineer Pilot Test SDS Adds Metrics Alignment Organization Analysi
CD04 -
CD0501 - ..
CD0502 - Leadership with a Broader Vision
CD0503 - Communication Metrics Solves Time/Information Problem
CD0504 - Solutions Require Investment, Faith, Experimentation in New Methods
CD0505 -
CD0506 - For all of these complex reasons, e.g., it is not easy and it is not
CD0507 - fun, ref SDS 0 3101, executives loath learning new methods, ref SDS 0
CD0508 - 1657, and because only experienced people, like Grove, understand the
CD0509 - value of intellectual capital, ref SDS 0 2189, ref SDS 36 6592, a
CD0510 - Communication Manager is the best strategy for producing the
CD0511 - "intelligence" that brings understanding and follow up essential for
CD0512 - effective management. ref SDS 37 2108
CD0513 -
CD0514 - [On 980722 executives have difficulty learning SDS needed for
CD0515 - effective business intelligence. ref SDS D8 0834]
CD0517 - ..
CD0518 - [On 980816 article says US foreign policy "Intelligence" failures
CD0519 - are caused by too much information, too little understanding.
CD0520 - see ref SDS E3 1173]
CD0522 - ..
CD0523 - Grove says managers should not be wimps. ref SDS C3 1091
CD0524 -
CD0525 - On 970603 Dave Vannier cited the need for maintaining alignment,
CD0526 - ref SDS 92 5803. On 971126 Dave's boss was concerned that new
CD0527 - methods were too complicated. ref SDS B3 3256
CD0529 - ..
CD0530 - Grove recommends pilot testing new methods to avoid innovation blind
CD0531 - spots by gaining experience that shows cost and benefits. ref SDS C3
CD0532 - 3416
CD0533 -
CD0534 - [On 020618 SDS records on the Internet show benefits of using good
CD0535 - management; creates desire for others to use good management but
CD0536 - it seems out of reach; SDS explicit links change attitudes from
CD0537 - getting by with bad management that seems fast and easy, to using
CD0538 - good management because SDS makes it is fast and easy. ref SDS I9
CD0539 - MU6H
CD0541 - ..
CD0542 - If leadership believes that "diligence" to develop analysis and ask
CD0543 - questions to clarify meaning, increase understanding, and to build and
CD0544 - maintain shared meaning, are essential for good management, and, if
CD0545 - leaders believe that better communication saves money and improves
CD0546 - earnings, as Grove maintains, ref SDS 0 3668, then leadership must
CD0547 - support the budget for the skills, tools and time needed to accomplish
CD0548 - this task, so that the leader is not the only person in the
CD0549 - organization trying to use "intelligence." ref SDS 68 3004,
CD0550 - ref SDS 72 1111
CD0552 - ..
CD0553 - Recognizing and solving strategic inflection points, ref SDS 0 3151,
CD0554 - takes leadership with a broader vision. ref OF 16 7055
CD0555 -
CD0556 - [On 981027 example at USACE. ref SDS E6 9152]
CD0557 -
CD0558 - [On 981028 example at Kwan Henmi. ref SDS E7 2816]
CD0560 - ..
CD0561 - [On 991014 leadership with broader vision has a duty to be
CD0562 - prepared with "intelligence." ref SDS G3 3066]
CD0563 -
CD0564 -
CD0565 -
CD0566 -
CD0567 -
CD0568 -
CD0569 -
CD0570 -
CD06 -
Distribution. . . . See "CONTACTS"