THE WELCH COMPANY
440 Davis Court #1602
San Francisco, CA 94111-2496
415 781 5700
S U M M A R Y
DIARY: April 5, 1998 01:31 PM Sunday;
Visited Morris about Comm Metrics Web page.
2...Design, Planning Web Site Communication Metrics
3...SDS Links Add Value to Management; Decisions Need Context
4...New Realities Information Highway Everything Related to Everything Else
5...Information Inter-related Complex; Requires Dedicated Analysis
6...Text Editor Strong Solution for Executives to Prepare Analysis
7...Microcosm of Mind Disclosed by SDS and Communication Metrics
8...Analysis Yields Intelligence to Assuage Worry about Accountability
9...Meeting Productivity Intelligence Support Improves Traditional Minutes
10...Meeting Minutes Intelligence Support Improves Traditional Management
11...Productivity Management Intelligence Support Improves Meeting Minutes
12...Management Productivity Intelligence Support Improves Meeting Minutes
13...Span of Attention Increases Span of Control, Flatter Organizations
............Managing Toward Accountability for Performance
14...The Gift of Time
15...Simple Concept -- Linking Summary to Detail
16...Keeping Work Aligned and On-Course with Objectives (the Target)
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0201 - Chips & Tech.
020101 - Mr. Morris E. Jones
020102 - Sr. Vice President
0202 - Intel Corporation
020201 - Mr. Morris E. Jones; Business Unit Manager
020203 - Cable Network Operation
Web Site Planning, Design
Web Demonstrate Business Intelligence
Anytime, Anywhere Intelligence
Internet Distributes SDS; Does Not Provide
Home Page, Design Comm Metrics Home Page
Welchco Website Home Page Intelligence Anytime Anywhere Design
1408 - ..
1409 - Summary/Objective
141001 - Follow up ref SDS 39 1122, ref SDS 36 3785.
141003 - This meeting continues discussions with Bill DeHart earlier today in
141004 - Concord on designing a Communication Metrics Home Page. ref SDS 39
141005 - 0894 We created a baseline Powerpoint presentation that can be ported
141006 - to HTML. ref SDS 0 2573 With further work it can introduce people to
141007 - the Welch Company and the ideas of Com Metrics and the work product of
141008 - business intelligence, per goal at ref SDS 36 1975.
141010 - [On 980628 more work on Powerpoint presentation and developing the
141011 - Com Metrics website. ref SDS 40 S67H
141013 - ..
141014 - We did not have enough time to consider the other major issue of
141015 - expanding Web site scope. ref SDS 36 5426 Morris raised one aspect
141016 - inferrentially. ref SDS 0 3990
141018 - [On 980628 met with Morris and worked further on Homepage, using
141019 - the HTML editing tools in Microsoft Word. ref SDS 40 0000]
141021 - ..
141022 - [On 980902 Morris offered an explanation of Communication Metrics
141023 - to solve this problem. ref SDS 44 1650]
141025 - ..
141026 - [On 980902 Morris liked final explanation of "intelligence" in
141027 - POIMS paper. ref SDS 43 1124]
141030 - ..
1413 - Progress
141401 - ..
141402 - Design, Planning Web Site Communication Metrics
141404 - Follow up ref SDS 39 1326, ref SDS 38 2032.
141406 - There was difficulty getting Morris to review background. He had not
141407 - read the email, ref DIP 3 5124, similar to experience on 960326.
141408 - ref SDS 17 LO5G He noted that I need to explain the objective or
141409 - benefit to the customer in 25 words or less. I suggested...
141411 - ..
141412 - Anytime, Anywhere Intelligence
141414 - ...explained on 971021. ref SDS 29 O25H
141416 - ..
141417 - Morris did not want to read background from 971021. He asked for an
141418 - explanation of SDS "intelligence" theory and support from memory and
141419 - through conversation. We reviewed Andy Grove's worry that reliance on
141420 - memory is awfully forgiving of error, reported on 980307. ref SDS 35
141421 - 3668 Morris feels most people like to work by conversation, which
141422 - aligns with research on executive training from a management
141423 - consultant on 960426. ref SDS 9 8849
141425 - ..
141426 - He wants more than 3 words, but less than 26. So we came up with
141427 - slightly longer explanations shown below. ref SDS 0 2537
141429 - ..
141430 - I explained the purpose of the Web page will be to give customers an
141431 - explanation of SDS support for working intelligently, per meeting with
141432 - Bill DeHart earlier this morning. ref SDS 39 3307
141434 - ..
141435 - Morris commented that words in the record of IBM's announcement on
141436 - 980226 to market "business intelligence" are used outside their
141437 - dictionary definition. He cited "intelligence" as an example.
141439 - ..
141440 - We looked and saw that this record analyses IBM's definition of
141441 - "intelligence."
141443 - ..
141444 - Below, Morris explains key attributes of intelligence. ref SDS 0 2532
Traceability Original Source Cause
Documents Linked to Analysis
Scope, Other Files, Planning
SDS Linking System
Documents, Other Files, Publications, Automated Log
Relationships, Links & Maintenance
341101 - ..
341102 - SDS Links Add Value to Management; Decisions Need Context
341104 - Morris noted that dots in front of quotations indicate only portions
341105 - of a text are quoted in the SDS record rather than the entire source.
341106 - He feels it is important to see for context the paragraph above and
341107 - below what is quoted.
341109 - ..
341110 - Lack of context is a serious defect in current management practice
341111 - that is solved by SDS links which provide instant precision access to
341112 - referenced sources. Managers do not have enough time to review
341113 - original sources for verification of accuracy and context. Morris
341114 - feels that access to original sources with SDS links improves decision
341115 - support, solving the prior complaint on 960721. ref SDS 22 3230
341117 - ..
341118 - SDS provides this feature for correspondence, publications and other
341119 - files as part of the design objective for...
341121 - Controlled Visibility
341123 - ...but it has not yet been been fully implemented in the Web site
341124 - scope.
341126 - ..
341127 - One purposes of the meeting today, as shown in the letter to Morris on
341128 - 980328, was to assess the level of SDS capability that would be
341129 - helpful to provide on the Web site. ref SDS 36 5426
341131 - ..
341132 - We looked at the record of the meeting on 980403 with the Corps of
341133 - Engineers and Morris noted Max Blodgett's request for a home page that
341134 - explains Communication Metrics. ref SDS 37 4129
Everything Related to Everything Organic Structure Context Managemen
510401 - ..
510402 - New Realities Information Highway Everything Related to Everything Else
510403 - Information Inter-related Complex; Requires Dedicated Analysis
510405 - Follow up ref SDS 33 0678.
510407 - Morris noted that busy executives, managers, engineers, salesmen,
510408 - doctors, lawyers, etc., do not have time to organize and analyse the
510409 - meaning, correlation and implications to make sense of every call,
510410 - meeting, report, and other events that transpire every day. (Below he
510411 - reports getting 200 email a day. ref SDS 0 3431)
510413 - ..
510414 - Today, Morris commented that subject management is too difficult for
510415 - executives, managers, engineers, everybody, because all information is
510416 - related in various ways and degrees, and this comprises a hugely
510417 - complex array of relationships that is difficult to comprehend and
510418 - apply, as new information is created and received everyday. He noted
510419 - that at a very deep level, everything is related to everything else.
510420 - This fits the model of "fractionalized subjects," which Morris asked
510421 - about on 970116. ref SDS 23 1732
510423 - ..
510424 - Complexity of mental connections was considered on 900303, reviewing
510425 - Jeremy Campbell's book "The Improbable Machine." ref SDS 2 6006
510427 - ..
510428 - On 960321 Landauer's paper on knowledge acquisition says that
510429 - encountering a new word changes the meaning of all other words in the
510430 - human mind, which makes context management with subject indexing very
510431 - complex. ref SDS 15 2882 On 960324 LSA model applies dimension
510432 - matching inducation by connecting every node to all other nodes.
510433 - ref SDS 16 O68L
510435 - [On 990317 glasses in cupboard analogy illustrates process of
510436 - intelligence based on Landauer's induction theory that new
510437 - information adjusts meaning of everything else. ref SDS 46
510438 - 0594]
510440 - ..
510441 - We reviewed advantages using technology with an "intelligence support"
510442 - role adding connections to the record so that everybody benefits from
510443 - saving time using precision access without spending time to construct
510444 - the record. ref SDS 0 0873
510446 - ..
510447 - Morris related again today that the longer people think about an issue
510448 - subtle details become clear, which can then be connected to other
510449 - things that are not initially apparent. He feels that trying to
510450 - construct endless recursive connections to leverage innate
510451 - intelligence is a hopeless task.
510453 - ..
510454 - SDS extends records management and library science methods that are
510455 - effective despite not being perfect. The design makes constructing a
510456 - greater share of connections faster and easier. SDS links help people
510457 - understand context, find critical details, verify accuracy, and expand
510458 - span of attention in time to be effective.
510460 - [On 000706 Morris explained that constructing links takes too
510461 - much time finding source material for routine use to verify
510462 - accuracy and provide context that expands span of attention
510463 - performing daily work, for example adding links to email.
510464 - ref SDS 53 OG7O
510466 - ..
510467 - [On 020820 Knowledge Management expert reports people giving up
510468 - because constructing links takes more than 10 seconds to find
510469 - sources, ref SDS 60 O1QQ, and accuracy in email discussions
510470 - is not important enough to spend more time. ref SDS 60 UV6G
510472 - ..
510473 - Worry today about the scope and level of effort to manage the organic
510474 - structure of context aligns with frustrations reported on 980307
510475 - because complex organic subject structures are hard to apply with
510476 - Information Management methods. ref SDS 33 3865
510478 - ..
510479 - Morris described difficulty of context management caused by complexity
510480 - of.....
510482 - Fractionalized Subjects
510484 - ...which he presented during a meeting on 970116, ref SDS 23 1732
510485 - Difficulty organizing and managing context arises from everything
510486 - related to everything else, noted above, ref SDS 0 2532, and citing
510487 - complexity of mental connections from review of Campbell, and later
510488 - Landauer's paper on knowledge acquisition. ref SDS 0 R63L
510490 - ..
510491 - On 910418 the difficulty of subject indexing was explained in an
510492 - article published by Byte. ref SDS 3 5584
510494 - [On 980824 Max Wideman cites this problem using Communication
510495 - Metrics. ref SDS 42 4920]
510497 - [On 980902 Morris offered an explanation of Communication Metrics
510498 - to solve this problem. ref SDS 44 1650]
510500 - ..
510501 - [On 990303 people can only manage 7 subjects at a time, and
510502 - usually only 2 or 3. ref SDS 45 5328
510504 - ..
510505 - [On 990317 glasses in a cupboard analogy illustrates
510506 - intelligence process based on Landauer's induction theory
510507 - that new information adjusts meaning of everything else.
510508 - ref SDS 46 0594
510510 - ..
510511 - [On 990329 Seven Pinker explains the vastness of human thought
510512 - reflects the complexity of existence that causes frustration in
510513 - the conscious span of attention trying to comprehend that all
510514 - information is related to everything. ref SDS 47 GP2S
510516 - ..
510517 - [On 990905 Morris is using MS Office 2000 to link information,
510518 - similar to SDS, which will compound the complexity of his work
510519 - without SDS organization methodologies. ref SDS 49 0966]
510521 - ..
510522 - [On 991001 Com Metrics tracks understanding of complex issues to
510523 - avoid mistakes that caused NASA space probe to crash on Mars.
510524 - ref SDS 50 1560]
510526 - ..
510527 - [On 000221 ontology pandora's box of complexity. ref SDS 52 3248
510529 - ..
510530 - [On 000706 Morris reported that Microsoft produces software
510531 - programs that are adequate for helping executives organize
510532 - information. ref SDS 53 5U5M
510534 - ..
510535 - Leaving aside defining "information" and "pieces" of information, the
510536 - gist of the problem Morris points out reflects Tom Landauer's paper on
510537 - knowledge acquisition using his system of Latent Semantic Analysis
510538 - (LSA). see on 960321, ref SDS 15 2882, and 960518, ref SDS 18 4488.
510540 - [On 990303 paper on Cognitive Science describes information as
510541 - ocurring in "chunks." ref SDS 45 2838]
510543 - ..
510544 - On 960721 Morris indicated having read the LSA paper. ref SDS 22 1812
510545 - He did not indicate today having encountered another source for the
510546 - idea that new information impacts the "meaning" in each human mind of
510547 - all other information through an array that is totally connected.
510549 - ..
510550 - As the amount of information increases from meetings, calls and email,
510551 - the resulting complexity of relationships overwhelms human span of
510552 - attention and so carries an accelerating risk of error and omission
510553 - because the dimensions of complexity are hidden from the conscious
510554 - mind. Under current management practice of primary reliance on
510555 - conversation, there is no practical opportunity to avoid misalignment
510556 - because the conscious mind inherently buffers complexity.
510558 - [On 001207 too many people having too many problems causes
510559 - economic recession. ref SDS 55 V54M
510561 - ..
510562 - Mistakes in alignment with controlling forces, e.g., commitments,
510563 - contracts, law, policies, etc., that are hidden by the complexity of
510564 - information relationships Morris cites, are revealed in performing the
510565 - work. This causes frustration, anger and loss, per discussion on
510566 - 951103 about using psychologists because managers are screaming at
510567 - each other. ref SDS 12 4355
510569 - ..
510570 - Below, more information reduces the time for analysis; Morris explains
510571 - information burden is increasing at Intel. ref SDS 0 3431
510573 - ..
510574 - Popular expressions that management is a continual process of "guess
510575 - and gossip" that results in a "commedy of errors" because the "devil
510576 - is in the details" -- all reflect general awareness that "managing" is
510577 - a very difficult job because communication is inherently complex.
510579 - ..
510580 - This inherent complexity underlies the concept of avoiding mistakes
510581 - that cause "rework," advanced in the U.S. Army Corps of Engineers'
510582 - report dated 981007. ref SDS 28 1273 Cost savings from reducing
510583 - rework are high, because the amount of mistakes managers make who are
510584 - forced to deal with increasing information that exceeds span of
510585 - attention, is large. ref SDS 28 2710
510587 - ..
510588 - There is a huge opportunity to improve the work by adding proactive
510589 - intelligence effort supported by SDS, rather than simply allow the
510590 - mind to run on automatic pilot.
510592 - [On 990303 people can only manage 7 subjects at a time, and
510593 - usually only 2 or 3. ref SDS 45 5328
510595 - ..
510596 - Communication Metrics is a risk management strategy that uses SDS
510597 - technology and dedicated resources as a "microscope" to discover a
510598 - wider range of material information relationships than are evident in
510599 - daily work, ref SDS 0 3663, so that individual managers and
510600 - organizational culutral does not drift off course.
510602 - ..
510603 - Today, Morris developed a graphic to illustrate this advantage. see
510604 - ref SDS 0 1898
510606 - ..
510607 - He used a figure (clip art) of a person looking up at a variety of
510608 - subjects being juggled in the air, schedule, people, budgets, to show
510609 - how daily activity diverts attention from the target.
510611 - ..
510612 - Many people argue that the solution is for the manager to pay greater
510613 - attention to the "big picture" -- "keep the eye on the ball," and
510614 - "steer a steady course to the target."
510616 - ..
510617 - When, however, managers are shown the true complexity of daily
510618 - details, as related by Morris today, see ref SDS 0 2532, they are
510619 - shocked and frightened that so many relationships require their
510620 - attention in order to maintain alignment, as cited by Jim Jones at the
510621 - meeting on 971202 with HQUSACE staff. ref SDS 31 2837
510623 - ..
510624 - The mind set that shuns the truth results in managers shielding
510625 - executives from the truth, who then blame their failures on managers
510626 - who do not tell the truth. ref SDS 8 3920
510628 - ..
510629 - Shock and fear arise because the mind buffers complexity in order to
510630 - fit issues that appear important, at the moment, within human span of
510631 - attention at the conscous level of awareness. The mind's natural
510632 - protection against "shock" is to deny that overlooked details impact
510633 - the work in a way that increases cost and delay. In effect they "turn
510634 - out the lights," preferring the "feel good" comfort of darkness in
510635 - order to avoid acknowledging the light of truth that reveals there is
510636 - a lot of alignment that needs to be done.
510638 - ..
510639 - [On 980405 discussed with Bill DeHart. ref SDS 39 1330]
510641 - ..
510642 - The standard "cover story" to support denial is that managers use the
510643 - "20 - 80" method: paying attention to the 20% of information that
510644 - impacts 80% of results.
510646 - Andy Grove cites in his book "Only the Paranoid Survive" that
510647 - "strategic dissonence" occurs when managers deny the magnitude of
510648 - the problems they face. ref SDS 34 5517
510650 - ..
510651 - Bill DeHart and I discussed this morning the conflicting messages of
510652 - managers saying they want proactive problem handling, then rejecting
510653 - it as too expensive because they fear accountability. ref SDS 39 5065
510655 - ..
510656 - Grove suggests in his book that overcoming "denial" is the job of
510657 - leadership that enables managers to change one way or the other, see
510658 - ref SDS 35 1660, becuase new realities must be faced otherwise the
510659 - enterprise will decline, earnings and stock prices fall, and soon
510660 - peope are "reengineered" out of a job.
510662 - ..
510663 - The Communication Manager role, armed with skills and tools of
510664 - Communication Metrics delivers the "intelligence" leaders need to deal
510665 - effectively with complexity by producing the intellectual capital that
510666 - grows enterprise.
Text Better than Wordprocessing for Executives to Strucutre Analysis
820401 - ..
820402 - Text Editor Strong Solution for Executives to Prepare Analysis
820403 - Microcosm of Mind Disclosed by SDS and Communication Metrics
820404 - Analysis Yields Intelligence to Assuage Worry about Accountability
820406 - Follow up ref SDS 13 S47O.
820408 - Morris indicated that "analysis" is an important element of "business
820409 - intelligence."
820411 - ..
820412 - He feels an ordinary text editor is a better tool for analysis than
820413 - conventional wordprocessing because Medit is fast and flexible to
820414 - create structure. Morris indicated that executives need structure for
820415 - analysis. Wordprocessing to enhance the appearance of information can
820416 - be done by support staff. Previously, on 951228 Morris commented that
820417 - a full screen editor is better than wordprocessing for management
820418 - analysis and thinking. ref SDS 13 S47O
820420 - [On 001122 Eric Armstrong reported difficulty creating KM based on
820421 - wordprocessing platform. ref SDS 54 0001
820423 - ..
820424 - [On 010131 reviewed advantages of structure for KM. ref SDS 58
820425 - 065M
820427 - ..
820428 - [On 010924 Morris discussed factors that enable SDS to improve
820429 - management. ref SDS 59 L46F and ref SDS 59 S75N
820431 - ..
820432 - [On 012222 Gary Johnson related importance of structure of KM.
820433 - ref SDS 57 4O9G
820435 - ..
820436 - [On 020618 Gary Johnson reviews advantages of
820437 - outlining for KM.
820439 - ..
820440 - Morris suggested presenting analysis separately so that the SDS record
820441 - contains only "facts" of what was actually said at a meeting, similar
820442 - to traditional "meeting minutes." Jeff Ghilardi proposed this
820443 - procedure on the Broadwater Dam project on 880908. ref SDS 1 6008 and
820444 - ref SDS 1 2435
820446 - ..
820447 - Morris applied this idea in the initial Powerpoint slide for "Details"
820448 - (see below, ref SDS 0 2537). One of the items he listed under
820449 - "Details" was "meeting minutes."
Meeting Minutes SDS Report Improves Productivity Traditional Managem
AA0401 - ..
AA0402 - Meeting Productivity Intelligence Support Improves Traditional Minutes
AA0403 - Meeting Minutes Intelligence Support Improves Traditional Management
AA0404 - Productivity Management Intelligence Support Improves Meeting Minutes
AA0405 - Management Productivity Intelligence Support Improves Meeting Minutes
AA0407 - SDS is not designed to produce "meeting minutes."
AA0409 - ..
AA0410 - SDS provides "intelligence" derived from adding "business metrics" to
AA0411 - daily communication that shows chronology, which indicates cause and
AA0412 - effect, and it provides alignment with related context, e.g.,
AA0413 - objectives, contracts, policies, prior events and other documents, as
AA0414 - explained by Morris above. ref SDS 0 2532
AA0416 - ..
AA0417 - "Intelligence" results from "analysis" that breaks information down
AA0418 - into lower levels of organic structure to identify cause and effect,
AA0419 - correlations and implications that are not evident from cursory
AA0420 - consideration that produces summary perspective provided by
AA0421 - traditional meeting minutes.
AA0423 - ..
AA0424 - Dave Bounchristiani calls this analysis process a "microscope" on
AA0425 - management details that discovers causation. ref SDS 20 4250 The idea
AA0426 - was developed as a Communication Metrics concept of "concurrent
AA0427 - discovery" in a paper for the 1996 Asilomar Conference entitled:
AA0430 - Documents, Dialog and Human Memory, a Legal Perspective
AA0433 - ...which was completed on 960620. ref SDS 21 1101
AA0436 - ..
AA0437 - Adding business metrics to communication yields...
AA0440 - Communication Metrics.
AA0443 - ...defined at ref SDS 7 2108.
AA0445 - ..
AA0446 - Using a "microscope" to analyse management details yields the power of
AA0447 - the Microcosm to improve productivity, discussed with Dave Vannier in
AA0448 - Intel on 950927. ref SDS 10 5412 This process discloses "root causes"
AA0449 - which was cited as important to management at a Cal Tech seminar that
AA0450 - Morris attended last year, per 970526. ref SDS 24 2168
AA0452 - ..
AA0453 - Peter Drucker says "analysis" is a primary responsibility and a key to
AA0454 - successful management. ref SDS 5 7911.
AA0456 - ..
AA0457 - Information overload, however, reduces the time available for
AA0458 - analysis, per above. ref SDS 0 ML6F
AA0460 - ..
AA0461 - Morris said he is getting 200 email a day at Intel. Dave Vannier
AA0462 - earlier reported on 970603 getting 70 email a day at Intel, so this
AA0463 - shows significant increase of information that illustrate the
AA0464 - complexity of management Morris cites above. ref SDS 0 2532,
AA0466 - ..
AA0467 - This seems to modify Morris's explanation on 951101 that the burden
AA0468 - of information was not increasing. ref SDS 11 1759
AA0470 - ..
AA0471 - Too many meetings and too little time limits the attention that can be
AA0472 - given to facts for analysis. Limited span of attention leads to
AA0473 - missed correlations and implications. SDS is aimed at expanding span
AA0474 - of attention.
AA0476 - [On 000706 Morris reported that Microsoft produces software
AA0477 - programs that are adequate for helping executives organize
AA0478 - information. ref SDS 53 5U5M
AA0480 - ..
AA0481 - [On 001207 economic recession caused by too many people having too
AA0482 - many problems. ref SDS 55 V54M
AA0485 - ..
AA0486 - Span of Attention Increases Span of Control, Flatter Organizations
AA0488 - Morris recalled having worked with span of control, but indicated that
AA0489 - "span of attention" is a new subject in his management practice.
AA0491 - ..
AA0492 - I mentioned a discussion of these topics is in the record on 970829
AA0493 - that reviews a book entitled...
AA0495 - Managing Toward Accountability for Performance
AA0497 - ...by Robert Albanese, published by Irwin-Dorsey, Inc. 1978
AA0499 - ..
AA0500 - Span of control is discussed at ref SDS 26 4181,
AA0502 - ..
AA0503 - The correlation to "communication" as primary factor of management,
AA0504 - ref SDS 26 7721, and the controlling influence of "limited span of
AA0505 - attention is at ref SDS 26 4476.
AA0507 - ..
AA0508 - Management training was reviewed on 971229. ref SDS 32 1218
AA0510 - ..
AA0511 - Given limited time and limited span of attention, and the propensity
AA0512 - for meaning to change in the human mind from exposure to information,
AA0513 - then a policy that requires separating "facts," which always contain
AA0514 - judgement about what to present and how to present it, in one record,
AA0515 - from analysis in another record, would double the time required for
AA0516 - preparation and review. Busy people would be twice as inclined to
AA0517 - substitute guess and gossup for fact and analysis while rushing to get
AA0518 - to the next meeting, make the next call and send the last email before
AA0519 - going home.
AA0521 - ..
AA0522 - SDS linkages to external documents inherently provide a considerable
AA0523 - degree of factual material. What does the budget say, what do the
AA0524 - plans and specs say, what does the email say? All of this is
AA0525 - accurately available in the record, so that it can be instantly
AA0526 - researched, when needed. The key value is presenting it in a simple
AA0527 - direct, consistent manner that "empowers" people to get the facts they
AA0528 - need when they need them.
AA0530 - ..
AA0531 - The SDS record format integrates fact with organization and analysis
AA0532 - in order to help people, who are otherwise too busy to remember,
AA0533 - research, organize, analyse and plan due to limited span of attention,
AA0534 - to quickly grasp alignment with objectives and controlling forces,
AA0535 - while building and maintaining shared meaning among those engaged in
AA0536 - common tasks. This gives busy people the chance to plan and prepare
AA0537 - their work, rather than rely on guess and gossip.
AA0539 - ..
AA0540 - Expanding span of attention seems the only viable way to increase span
AA0541 - of control and thereby reduce the ranks of management without
AA0542 - otherwise suffering a reduction in performance of the work.
Time to Think
Linking Creates Understanding, Aided by
Summary Linked to Details
Align People through Communications =
Connect Summary to Details Visibility, Controlled
Knowledge Space Organizes Complex
Drucker Respected Voice for Effective Good Management
POIMS Connect Summary to Detail
Intelligence Summarizes Complexity in Conscious Span of Attention Lin
Sales Powerpoint Presentation Knowledge Space Summary Link to Detail
AO1301 - ..
AO1302 - The Gift of Time
AO1303 - Simple Concept -- Linking Summary to Detail
AO1305 - We discussed a concept of "intelligence" being a process that links
AO1306 - summary to detail and aligns daily details with controlling forces to
AO1307 - support decisions, vision and strategy, per analysis on 971105.
AO1308 - ref SDS 30 1459.
AO1310 - ..
AO1311 - Background on this concept is in the record on 960519. ref SDS 19 0001
AO1313 - [On 980808 added explanation of linking summary to details in the
AO1314 - POIMS paper. ref SDS 41 1600]
AO1316 - ..
AO1317 - The SDS design presents a form of "knowledge space" to organize time,
AO1318 - information, causation, people, documents and cost in a way that
AO1319 - parallels the organization of length, width, height in dimensional
AO1320 - space. per paper for Dave Bounchristiani on 960620. ref SDS 21 3516
AO1322 - ..
AO1323 - Morris recalled we discussed these concepts on 960227. ref SDS 14 0022
AO1324 - He still feels they are too philosphical for a marketing presentation.
AO1326 - [On 980628 more work on Powerpoint presentation and developing the
AO1327 - Com Metrics website. ref SDS 40 S67H
AO1329 - ..
AO1330 - Morris noted that Peter Drucker is a respected management expert.
AO1332 - ..
AO1333 - Peter Drucker says "time" is a manager's most valuable resource. see
AO1334 - ref SDS 4 TP7F
AO1336 - ..
AO1337 - Andy Grove, CEO of Intel, concurs that a manager's time is a valuable
AO1338 - resource, see ref SDS 35 1722
AO1340 - ..
AO1341 - How then, can technology help lift the capacity to think, remember and
AO1342 - communicate that give managers more time, i.e., the...
AO1344 - gift of time
AO1346 - ...which is a growing need in corporate America. ref SDS 27 3479
AO1349 - ..
AO1350 - We finally drew a schematic showing:
AO1353 - Business Decisions
AO1356 - ..
AO1357 - Summary
AO1360 - ..
AO1361 - Details
AO1363 - ..
AO1364 - Objectives, Policies, Commitments, Laws, Regulations
AO1365 - Schedules, Budgets
AO1368 - ..
AO1369 - Morris used Powerpoint for Office 97 to create an initial presentation
AO1370 - showing this simple scheme.
AO1372 - [On 980808 added explanation of linking summary to details in the
AO1373 - POIMS paper. ref SDS 41 1600]
Drifting Off Course, Avoid Align People
Align Avoid Rework Mistakes Subjects
Aligning Communications to Maintain Shared
AR0601 - ..
AR0602 - Keeping Work Aligned and On-Course with Objectives (the Target)
AR0604 - Morris examined the record of a meeting with Dave Vannier on 970603,
AR0605 - ref SDS 25 5803. We looked at the alignment between Dave's objective
AR0606 - for improving management at Intel, with Morris' explanation on 950303
AR0607 - of Communication Metrics to keep the work from drifting off course,
AR0608 - i.e., aligned with objectives. ref SDS 6 3497
AR0610 - [On 990723 reviewed this work in a letter to explain the meaning
AR0611 - of intelligence. ref SDS 48 0001]
AR0613 - ..
AR0614 - Morris asked what kind of graphic can show this?
AR0616 - ..
AR0617 - We looked at Morris' idea on 950303 of a manager on the tip of an
AR0618 - arrow head. The arrow has been blown off-target due to interceding
AR0619 - events from the time it was launched, but the manager cannot see the
AR0620 - lack of alignment because attention is devoted to balancing a lot of
AR0621 - daily details. Morris drew a graph depicting this condition. I asked
AR0622 - if he recalled his idea and graph he had in mind? ref SDS 6 3497
AR0624 - ..
AR0625 - [On 991025 explained alignment is part of SDS features that help
AR0626 - avoid "meaning drift." ref SDS 51 3840]
AR0628 - ..
AR0629 - Morris created a pretty good graph in Powerpoint using limited clip
AR0630 - art that gets close to this original concept.
AR0632 - ..
AR0633 - We considered using "teamwork" as a metaphore for better management.
AR0635 - ..
AR0636 - Morris said "team" and its derivitives have fallen out of favor among
AR0637 - the executive set.
AR0639 - We did not discuss the inevitable cycle of rise and fall of trendy
AR0640 - terms promulgated by "experts" on the seminar circuit, as
AR0641 - executives search for quick fixes to the problem of managing
AR0642 - managers, which essentially is the people problem, which in turn
AR0643 - is essentially is the problem of disparate meaning, changing and
AR0644 - conflicting interests.
AR0646 - ..
AR0647 - He was able to create hypertext links in the Powerpoint slides and
AR0648 - convert them to HTML files. We opened them in IE and they seem to
AR0649 - work.
AR0651 - ..
AR0652 - Morris transferred the file to me via email.
AR0654 - ..
AR0655 - I moved it to the directory Bill and I created this morning for this
AR0656 - stuff. ref SDS 39 0894
AR0658 - f: 04 00067 00 IC
Distribution. . . . See "CONTACTS"