CONTACTS 
0201 - Intel Corporation                                                                                                                                                  O-00000704 0201
020101 - Mr. Morris E. Jones; Business Unit Manager
020103 - Cable Network Operation                                                                                                                                          O-00000704 0201

SUBJECTS
Arrogant Com Metrics Not Needed to Solve Meaning Drift
Attitude Makes Resistance to Communication Metrics Emotional
SDS Design Unique, Automated Management Hard to Discover, Uncommon Se
Dilemma Industry Doesn't Know How to Design KM
SDS Unique Capability for Improving Management Only System Close is I
Secret of SDS KM Killer App for Enterprise Management
Unique Design SDS Objective of Communication Metrics
Jones, Morris Intel SDS Unique Capability for Daily Management Only S

1910 -
1910 -    ..
1911 - Summary/Objective
1912 -
191201 - Follow up ref SDS 34 0001.
191202 -
191203 - Morris seemed to confirm that SDS is a unique capability relative to
191204 - tools and methods for communication used and reviewed at Intel.
191205 - ref SDS 0 0877  Concern was expressed that a Communication Manager
191206 - needs expertise in a particular field in order to align communication
191207 - with knowledge of that field.  This is incorrect, since the record is
191208 - aligned with itself, not with the knowledge of the Communication
191209 - Manager. ref SDS 0 2069  Morris noted poor sales show Communication
191210 - Metrics is not an effective method of improving communication.  Sales
191211 - is an important part of communication, but it is not the purpose of
191212 - Communication Metrics. ref SDS 0 5063  The alphabet, which is
191213 - recognized today as helpful for communication, took several thousand
191214 - years to become widely accepted, because the nature of the help is
191215 - counterintuitive. ref SDS 0 5063  Morris reported Intel's has
191216 - excellent meeting notes, since about 50% are useful, well above
191217 - industry average where studies show managers waste 70% of the day in
191218 - unproductive meetings. ref SDS 0 3456  Improving 50% of meeting notes
191219 - offers a significant opportunity for Communication Metrics to improve
191220 - earnings.
191221 -
191222 -     [On 000120 Colloquium at Stanford on knowledge management showed
191223 -     opportunity for improving management. ref SDS 35 1225]
191224 -
191225 -
191226 -
191228 -  ..
1913 -
1914 -
1915 - Discussion
191601 -  ..
191602 - Communication Metrics Unique Solution for Knowledge Management
191603 - Competence Challenged by Adding Com Manager using SDS
191604 -
191605 - Follow up ref SDS 34 0877.
191606 -
191607 - We reviewed our discussion on 000106 about SDS unique capabilities for
191608 - Enterprise Management, ref SDS 34 5628, also called "Knowledge
191609 - Management" and "Business Intelligence," from review of IBM's
191610 - announcement on 980226. ref SDS 22 2716
191612 -  ..
191613 - In the prior discussion Morris has cautioned against "arrogance" in
191614 - order the keep the focus on augmenting capabilities rather than
191615 - inflating personalities and ego. ref SDS 34 8712
191617 -  ..
191618 - This evening I asked Morris, again, if he knows of any other method
191619 - that has capability similar to SDS for supporting Enterprise
191620 - Management by enhancing the alphabet, integrating time and
191621 - information, etc, as set out in POIMS, ref OF 1 1054, and as he
191622 - described in 911123? ref SDS 5 4930
191624 -  ..
191625 - Morris said the only capability close to SDS is a system Intel uses
191626 - for tracking manufacturing problems.
191627 -
191628 -        [On 000227 report to Colloquium at Stanford that SDS is the
191629 -        best program for dynamic knowledge management. ref SDS 36 0897
191630 -
191631 -        [On 000425 KM is secret of SDS. ref SDS 39 0480
191633 -         ..
191634 -        [On 000709 Bill DeHart said SDS design provides a natural
191635 -        organization that makes it faster and easier to use for daily
191636 -        handling of information. ref SDS 41 1029
191638 -         ..
191639 -        [On 010425 Morris said using SDS explained in Typical Day
191640 -        Scenario is a utopia compared to other methods because SDS has
191641 -        everything in the right place at the right time. ref SDS 42
191642 -        EP7F
191644 -         ..
191645 -        [On 010924 Morris said SDS improves management better than
191646 -        other methods, ref SDS 43 NK4J, and said no other software is
191647 -        used like SDS for capturing organizational memory and adding
191648 -        intelligence to convert information into knowledge. ref SDS 43
191649 -        XT5F
191651 -         ..
191652 -        [On 020110 Morris explained that Intel Manufacturing Department
191653 -        uses about 200K codes with a six (6) place alphanumeric field
191654 -        to track activities and/or parts, which is similar to the SDS
191655 -        Subject Index, but does not integrate time and information
191656 -        management. ref SDS 44 2W5J
191658 -       ..
191659 -      He did not explain if this system is used to manage the work for
191660 -      correcting the problems it tracks.
191662 -       ..
191663 -      We did not discuss why this method would not manage design and
191664 -      other functions, in addition to manufacturing.
191666 -       ..
191667 -      Why does it just track problems, and not successes, so that the
191668 -      benefits of both successful and unsuccessful experience can be
191669 -      recycled into the work stream?
191671 -  ..
191672 - Previously on 950223 Morris explained having attended a seminar in New
191673 - Orleans where there was a presentation on a "data gathering
191674 - methodology" that sounded similar to the way SDS supports analysis.
191675 - ref SDS 9 5931
191677 -  ..
191678 - On 911121 Morris cited an AI program used for Engineering Management
191679 - which he felt had some SDS capability.  Upon discussion, he indicated
191680 - it was not useful for daily management, and was primarily intended for
191681 - problem tracking; but, it was not really helpful for that purpose.
191682 - ref SDS 4 5609
191683 -
191684 -
191685 -
191686 -
191687 -
1917 -

SUBJECTS
Alignment Based on Knowledge Expertise of Com Manager in Specialized
Align Understandings
Com Manager Needs Expertise of Discipline E.G. Engineering
Acronyms Needed to be Effective Com Manager Expertise in Discipline
Exeprtise Training Experience Needed to Align Daily Communications in

2707 -
270801 -  ..
270802 - Alignment with the Record Does Not Require Specialized Expertise
270803 -
270804 - Morris commented that Communication Metrics requires a Communication
270805 - Manager to have a lot of knowledge, i.e., expertise from training and
270806 - experience in a particular discipline, like accounting, engineering,
270807 - medicine, etc., in order to accomplish alignment that generates
270808 - "intelligence," defined in POIMS. ref OF 1 0561
270810 -  ..
270811 - On 951103 Morris made a similar point, ref SDS 14 5503, again on
270812 - 951228, ref SDS 15 4382, and again on 960721. ref SDS 19 0003
270813 -
270814 -      This evening, Morris said meetings at Intel use a lot of acronyms
270815 -      and mathematical equations which require specialized knowledge in
270816 -      order to accomplish alignment.
270818 -       ..
270819 -      Morris advised that new acronyms are being created all the time;
270820 -      he feels that without knowledge of this lexicon, Communication
270821 -      Manager would not be able to provide useful "intelligence" to
270822 -      improve the work.
270824 -          ..
270825 -         Initially, if new acronyms are being introduced all the time
270826 -         it is difficult to see how training and experience can be of
270827 -         any help.  SDS Organic Subject Structure has a flexible method
270828 -         of capturing acronyms and using them as subjects, so this is
270829 -         actually an advantage, rather than an obstacle to applying SDS
270830 -         productively.  Not sure, but I think Morris may have indicated
270831 -         that lately, Intel or some groups in Intel are inventorying
270832 -         acronyms. This would be ideal for SDS.
270834 -          ..
270835 -         Second, alignment in SDS is not based on the expertise of the
270836 -         Communication Manager, but rather connects new information
270837 -         with prior history from meetings, calls, and documents like
270838 -         email, magazines, books, laws, etc.  The Communication Manager
270839 -         merely helps experts, who have limited time and limited span
270840 -         of attention, and alignment skills and tools, to align their
270841 -         work.  Like any new employee, it takes a few days or weeks for
270842 -         a Communication Manager to get up to speed, but very soon
270843 -         alignment is being made, not to the Communication Managers
270844 -         knowledge, but to the knowledge of participants and affected
270845 -         staff.
270847 -          ..
270848 -         Curiously, on this record, lack of alignment with the process
270849 -         of Communication Metrics, due to lack of experience, is
270850 -         preventing use of of this method to maintain alignment that
270851 -         reduces mistakes and increases earnings.
270852 -
270853 -
270855 -  ..
270856 - Focus and Perspective Balanced by Communication Manager
270857 -
270858 - Expertise with a particular discipline permits greater focus on that
270859 - discipline in the Communication Manager role.  It is equally true that
270860 - wider experience beyond a particular discipline brings perspective
270861 - that enhances work in a narrow field.  Since there are a lot of skills
270862 - and capacities needed for Communication Metrics that are not widely
270863 - available, a balance must be struck, on the proper mix of focus and
270864 - perspective, which can only be discovered through experience, i.e.,
270865 - trial and error, advocated by Grove, reviewed on 980307. ref SDS 23
270866 - 3416
270868 -  ..
270869 - A simple solution, initially, is not to start using Communication
270870 - Metrics on a deep and narrow discipline.  Start at the executive level
270871 - where knowledge is more generalized.
270872 -
270873 -
270874 -
270875 -
270876 -
270877 -
2709 -

SUBJECTS
Communication Training Verbal Skills Gain Credit, Avoid Accountability
Oral Com Entertainment Convincing Speech Yes
Yes Communication Convincing Speech, Selling Entertainment
Yes Winning People Over Leadership Trust Communication Needs Metrics
Sales Results Do Measure Potential
Sales Do Not Reflect Potential
Value SDS Evident if Time to Think
Lack of Sales Does Not Com Metrics is not Good Communication Method
Innovation Trial and Error in Product Development, Takes Long Time to
Selling Important Part of Communication
SDS Not Effective for Communication Because Sales are Slow Shows Rod

4913 -
491401 -  ..
491402 - Selling Important Part of Communication for Leadership
491403 - Communication Metrics Supports Understanding and Follow Up
491404 -
491405 - Morris feels Communication Metrics is not a good communication method
491406 - because it has not been successful helping executives adopt and
491407 - support Communication Metrics.
491409 -  ..
491410 - Morris noted that pictures are good communication technologies, which
491411 - are supported by Microsoft Word, Powerpoint and Internet Explorer,
491412 - because this gets people to say "yes."
491413 -
491414 -     [On 000227 Colloquium at Stanford reviewed frustrations because
491415 -     Doug Engelbart's ideas on dynamic knowledge management to augment
491416 -     human capabilities and improving improvement have take a long time
491417 -     to be accepted. ref SDS 36 0984
491419 -      ..
491420 -     [On 000315 Colloquium again expresses frustration about how long
491421 -     it takes to improve management. ref SDS 37 1914
491423 -      ..
491424 -     [On 000425 KM is a secret, obscured by culture and training.
491425 -     ref SDS 39 0480
491427 -      ..
491428 -     [On 000519 Morris confirmed this view. ref SDS 40 4275
491430 -  ..
491431 - We discussed briefly traditional training in universities and seminars
491432 - that teach executives conventional communication methods, set out on
491433 - 950523, ref SDS 11 2130, commonly characterized by the goal of being a
491434 - convincing speaker, i.e., getting people to say... YES!  Morris
491435 - previously noted on 890809 that getting people to say "yes" is only
491436 - part of communication, and lamented that executives need people to
491437 - "listen" better, so they understand and follow up. ref SDS 2 CJ9J  On
491438 - 911123 Morris reported finding that SDS is different from conventional
491439 - practice of relying on conversation. ref SDS 5 4930 and ref SDS 5 1331
491441 -       ..
491442 -      Communication Metrics is not aimed at getting people to say yes,
491443 -      as layed out in the definition on 950327. ref SDS 10 7777  The
491444 -      underlying technology of SDS, is aimed at augmenting human
491445 -      "intelligence," explained in POIMS. ref OF 1 0561
491446 -
491447 -        [On 000120 Colloquium at Stanford reviewed broader range of
491448 -        communication beyond selling, to support understanding and
491449 -        follow up. ref SDS 35 1225]
491451 -       ..
491452 -      Convincing speech is the sales and leadership component of
491453 -      communication that entertains, reviewed on 991108 concerning the
491454 -      difference between orality and literacy. ref SDS 28 7426  There
491455 -      is already a lot of excellent training to help executives improve
491456 -      selling skills.
491458 -       ..
491459 -      Communication Metrics is aimed at ensuring that after "yes" is
491460 -      said, and obligations are incurred to perform, that the work
491461 -      aligns with requirements.  This requires different capabilities
491462 -      for understanding and follow up, as explained in the record on
491463 -      950327 when Communication Metrics was defined. ref SDS 10 0001
491465 -       ..
491466 -      The NWO... paper further explains the distinction between
491467 -      selling, which is very important, and communication which has
491468 -      broader requirements. ref OF 2 2732  POIMS makes the same point,
491469 -      i.e., that we need communication to both make a sale, and, also,
491470 -      to get the work done after the sale.
491472 -       ..
491473 -      New tools and methods are not defective because people initially
491474 -      resist application.  Often powerful innovations are resisted, and
491475 -      easy to use methods are highly attractive but prove unworthy, as
491476 -      with "fools gold."  The alphabet is generally held to be an
491477 -      important communication advance for growing knowledge, as
491478 -      reported on 991108. ref SDS 28 4960  Yet until people gained
491479 -      experience using the alphabet, it was difficult to accept that it
491480 -      was powerful enough to justify investing the time to learn how to
491481 -      use it, especially prior to Gutenberg's printing press when the
491482 -      technology available for implementation was difficult to acquire,
491483 -      e.g., paper, ink, pencils. see on 991010. ref SDS 27 2548
491485 -         ..
491486 -        [On 000315 Colloquium at Stanford reviewed factors that cause
491487 -        extended period for adopting better methods. ref SDS 37 4932
491489 -       ..
491490 -      Powerful technologies that are counterintuitive may take hundreds
491491 -      of years until there is a critical mass of awareness sufficient
491492 -      for application to flourish.  In the case of the alphabet, people
491493 -      rightly asked why spend all that time laboriously crafting each
491494 -      tiny letter into a word, then words into a sentence, then
491495 -      sentences into concepts and so on, when it was so fast and easy
491496 -      to just say everything?  Why do that?
491498 -       ..
491499 -      Experience takes time, and is often hard work, and, so new tools
491500 -      and methos are resisted until people have faith from early
491501 -      adopters showing that a new path is safe and will yield rewards.
491502 -      Einstein observed the value of experience in acquiring knowledge,
491503 -      reported on 991124. ref SDS 29 3066
491505 -       ..
491506 -      It took a long time for the advantage of literacy to become
491507 -      widely recognized, as explained on 991108. ref SDS 28 5628
491509 -       ..
491510 -      Accordingly, reluctance of people to say "yes," to Communication
491511 -      Metrics, is not necessarily the best metric of merit or utility.
491513 -       ..
491514 -      The question, as with the alphabet, is whether there is enough
491515 -      advantage in SDS, explained on 950204, ref SDS 8 4995, to justify
491516 -      helping people discover a new capability that augments human
491517 -      intelligence, cited by the U.S. Army Corps of Engineers,
491518 -      ref DRP 1 6172, and, if so, how best to accomplish the discovery?
491520 -       ..
491521 -      Is it a useful innovation under empathic marketing precepts noted
491522 -      by Christensen reviewed on 990527, ref SDS 25 0855, and discussed
491523 -      by Hofstadter on 950925? ref SDS 13 2187 and on "creativity" at
491524 -      ref SDS 13 1683
491525 -
491526 -
491527 -
491528 -
491529 -
4916 -

SUBJECTS
Sunshine Profits Invest to Prepare for Change
Innovation Essential Cost of Business
Sunshine Profits Shield Management from Mistakes
Pilot Test Experiment New Methods, Who Pays
Early Adopters Movers Pilot Test Innovations
Innovator's Dilemma Must Invest Creativity, Experiment New Methods
Innovation Cost of Business
Innovation Risky May Not be Cost Effective
$200K Too Risky Investment for Intel to Discover SDS Enables New Way

6011 -
601201 -  ..
601202 - Innovations May Not be Cost Effective, Intel Risk Averse
601203 - Improvement Risky Innovations May Not be Cost Effective
601204 -
601205 - Morris pointed out that Christensen does not mention in his book that
601206 - many innovations and new products turn out not to add sufficient value
601207 - to justify development or widespread use.  So it is very risky for an
601208 - established firm like Intel to invest a few hundred thousand dollars
601209 - to discover utility and marketing channels.
601211 -  ..
601212 - This appears to conflict with Intel's policy to become an "early
601213 - mover" by experimenting to discover innovations, essential to remain
601214 - competitive, cited by Grove reviewed on 980307. ref SDS 23 3622
601216 -  ..
601217 - On 931130 Drucker maintains that investing sunshine profits to
601218 - discover innovations through trial and error experimentation is
601219 - essential for a buiness to remain competitive. ref SDS 6 8955
601220 -
601222 -  ..
601223 - Sunshine Profits Invested to Improve Productivity, Per Drucker
601224 -
601225 - Investing sunshine profits to discover and develop innovation for
601226 - continually improving productivity is a core responsibility of
601227 - management cited by Drucker, reviewed on 931130, ref SDS 6 1504, and
601228 - discussed on 990527 in connection with processes for evaluating
601229 - innovations through pilot testing to minimize the risks Morris cites.
601230 - ref SDS 25 5672
601232 -  ..
601233 - Andy Grove makes the same point in his book, "Only the Paranoid
601234 - Survive" reviewed on 980307. ref SDS 23 3416  Grove urges middle
601235 - managers to test even "crummy ideas" that don't seem like they would
601236 - work. ref SDS 23 2836
601238 -  ..
601239 - Morris feels Peter Drucker is wrong about the need to invest sunshine
601240 - profits to pilot test new ideas, as set out in the record on 931130.
601241 - ref SDS 6 8955  He indicated Drucker may have made the recommendation
601242 - in his book to support consultants in selling their services, or
601243 - something along that line.
601244 -
601245 -      Morris did not comment directly on Grove's call for managers to
601246 -      "experiment," but he did indicate that executives cannot afford
601247 -      to take the risk of pilot testing new methods.
601249 -       ..
601250 -      He explained, again, that in the computer industry vendors pay
601251 -      Intel to pilot test innovations.  He feels this is less risky for
601252 -      Intel, which aligns with Christensen's argument reviewed on
601253 -      990527, that established firms have difficulty innovating.
601254 -      ref SDS 25 7372 and ref SDS 25 0703
601256 -       ..
601257 -      On 950816 Morris reported reliance on Drucker as a respected
601258 -      source for good management practice. ref SDS 12 3976 On 960310 he
601259 -      cited Drucker as authority on good management. ref SDS 18 5967
601261 -  ..
601262 - This suggests that innovations, like the alphabet, and Com Metrics,
601263 - which require testing to discover added value, cannot be evaluated at
601264 - major organizations, contrary to Grove's argument reviewed on 980307,
601265 - ref SDS 23 3416, unless a new method is specified as a requirement to
601266 - obtain the work, as occurs in contract work, for example, requiring a
601267 - precast construction method, or specifying CPM and C/SCSC.
601268 -
601269 -    [On 000328 sent Morris letter on initial progress using SDS for
601270 -    Communication Metrics to support technology project sponsored by
601271 -    SRI under Doug Engelbart. ref SDS 38 0357
601272 -
601273 -
601274 -
601275 -
601276 -
601277 -
6013 -

SUBJECTS
Intel Meeting Note Procedures
Communication Biggest Risk of Mistakes
Meeting Notes 50% Adequate Excellent Compared to Industry Reports Man
50% Meeting Notes Intel Useful Offers a Lot of Opportunity for Improv
Communication 80% of Daily Management Not Enough Time for Analysis In
50% Meetings Records Useful for Remembering Understandings and Follow
Accuracy People Don't Care about Feedback to Refine Understandings Pa
Meeting Notes Hard to Prepare Effective Record During Meetings and No
Meetings Productivity Poor, Eric Jennett Article in PMJ
50% Meeting Record Useful Communication Biggest Risk Enterprise Liste
Jones, Morris 50% Meetings Useful Record Prepared Communication Bigge
50% Meetings Useful Record Prepared Communication Biggest Risk Enter

7514 -
751501 -  ..
751502 - 50% Meeting Notes Useful Exceeds Industry Norms
751503 -
751504 - Follow up ref SDS 24 2937.
751505 -
751506 - Morris reports today that Intel does an excellent job on meeting notes
751507 - using procedures explained in the record on 980722. ref SDS 24 2937
751509 -  ..
751510 - He feels about 50% of the time information submitted on meetings is
751511 - useful, which is outstanding based on a study showing managers waste
751512 - 70% of the day in unproductive meetings at other organizations,
751513 - reported on 960214. ref SDS 17 5902
751514 -
751515 -      On 890809 Morris reported communication training is needed to
751516 -      improve listening so that executive skills for getting people to
751517 -      say "yes," is more effective, because often it turns out that
751518 -      people don't listen and so don't understand and follow up
751519 -      correctly after saying "yes." ref SDS 2 CJ9J  The report to day
751520 -      that 50% of organizational memory on meetings is adequate helps
751521 -      quantify the opportunity for improvement.
751522 -
751523 -          [On 020217 reviewed DOD requirements for meetings as primary
751524 -          business unit for management, ref SDS 45 1332; primary
751525 -          weakness is command and control of the record fails,
751526 -          ref SDS 45 9360; found that SDS supports requirements for
751527 -          command and control of the work. ref SDS 45 3105
751529 -       ..
751530 -      On 980722 Morris explained Intel relies on Powerpoint slides,
751531 -      ref SDS 24 4826, like most other organizations, which lack
751532 -      context, alignment and follow up.  The report on 960103 indicated
751533 -      executives don't have enough time to understand content, and so
751534 -      mostly evaluate presentations based on style, which is greatly
751535 -      aided by Powerpoint slides. ref SDS 16 8409
751537 -       ..
751538 -      The report by Fortune reviewed on 990625 disclosed that most
751539 -      executives lack the psychological strength to produce useful
751540 -      records of meetings. ref SDS 26 4914
751542 -       ..
751543 -      On 970910 a professional presentation reported that most managers
751544 -      feel they don't have enough time to think. ref SDS 21 3479
751545 -      Getting half of the managers who prepare meeting notes to provide
751546 -      context, alignment and follow up, shows strong leadership, and
751547 -      provides an excellent foundation for introducing Communication
751548 -      Metrics to develop "intelligence." ref OF 1 0561
751550 -  ..
751551 - If only 50% of the record is useful, this presents a significant risk
751552 - that supports the proposition...
751553 -
751554 -
751555 -           Communication is the biggest risk in enterprise
751556 -
751557 -
751558 - ...from analysis on the high cost of medical mistakes, ref DIP 1 1680,
751559 - as we discussed on 000106. ref SDS 34 0112
751561 -  ..
751562 - Increasing the value of meetings for 50% of the people should have a
751563 - positive impact on earnings, as reported at Intel on 970603.
751564 - ref SDS 20 5803
751565 -
751566 -     [On 020415 CSG calculates SDS can save $40K/day by improving
751567 -     communication in meetings. ref SDS 46 Q75M
751569 -      ..
751570 -     [On 030206 Morris reports introducing Netmeeting at Intel improved
751571 -     productivity of meetings. ref SDS 47 A08J
751572 -
751573 -
751574 -
751575 -
751576 -
751577 -
751578 -
751579 -
751580 -
751581 -
751582 -
751583 -
751584 -
751585 -
7516 -