CONTACTS 

SUBJECTS
KM Progress Slow Not Understood
KM Difficult Design Not Enough Known about Knowledge Need Experience
Language Shapes Thoughts Alphabetic Mind Not Understood Difference, G
Writing Fear Don't Know What to Write Struggle Resisted Engineers, Ma
Alphabet Most Powerful Technology, Improved by SDS
KM Collaboration Wide Scale Wrong Focus Needs to Start with Individua

4808 -
4808 -    ..
4809 - Summary/Objective
4810 -
481001 - Follow up ref SDS 53 0000, ref SDS 46 0000.
481002 -
481003 - Gary wants to contribute on KM. ref SDS 0 JQ6K  Feels strongly a
481004 - different approach is needed that strives first to leverage personal
481005 - competence, then think about collaboration. ref SDS 0 M24K  Argues
481006 - small operations can be aided by KM, but is discouraged about
481007 - improving big organizations. ref SDS 0 MO6F  I am disappointed that
481008 - this strong interest did not lead to the call requested on 010719, but
481009 - understand that things get lost in the shuffle by busy people.  Since
481010 - we seem to start from agreement on a wide range of issues, next step
481011 - is to figure out next steps for moving forward on a productive
481012 - alliance. ref SDS 0 KW6N  At a minimum would like to get details on
481013 - the problems Gary reports encountering using SDS records on the
481014 - Internet, so that it can be fixed. ref SDS 0 TC4H
481015 -
481016 -     [On 011206 sent Gary copy of letter to Jack Park outlining steps
481017 -     required to move forward, ref SDS 64 0001 as shown in another
481018 -     record. ref SDS 63 0001
481020 -      ..
481021 -     [On 011214 Gary called and discussed opportunities. ref SDS 70
481022 -     0001
481024 -      ..
481025 -     [On 030717 suppressed indexing on this record for confidentiality.
481026 -     ref SDS 90 DG4I
481027 -
481028 -
481029 -
481030 -
481032 -  ..
4811 -
4812 -
4813 - Progress
4814 -
481401 - Received ref DRT 1 0001 from Gary on frustrations trying to advance
481402 - KM.
481404 -  ..
481405 - This letter supplements prior work with Gary...
481406 -
481407 -      Ltr suggests alliance with Gary.........011004, ref SDS 53 T86O
481408 -      Analysis, writing resisted..............011004, ref SDS 53 TV3G
481409 -      Letter to Gary on alliance for SDS......010719, ref SDS 46 OL8I
481410 -      Gary asked about SDS....................010719, ref SDS 46 0001
481411 -      Tried to create KM several times........010719, ref SDS 46 GH7I
481412 -      Requests theory of knowledge............010719, ref SDS 46 YR9J
481413 -      KM begin with personal management.......010408, ref SDS 40 FT4N
481414 -      Background on Gary's KM efforts.........010408, ref SDS 40 0001
481415 -
481416 -
481418 -      ..
481419 -     KM Not Making Progress because Not Understood
481420 -
481421 -
481422 - Gary says today.....
481423 -
481424 -     I am intensely interested in some aspects of KM.  It seems that
481425 -     most of what I encounter in the area completely misses what I
481426 -     consider to be the major points about the subject. ref DRT 1 0001
481427 -
481428 -     ...dumping all of the ideas of a huge group of people into a big
481429 -     pile and hoping that the good ideas will somehow float to the top
481430 -     is naive and runs counter to my experience. Therefore, I submit
481431 -     that KM starts at the personal level - how can we enable an
481432 -     individual to make sense of his own knowledge and the vast amount
481433 -     of information that is potentially available to him and allow that
481434 -     without it taking all of his time. ref DRT 1 VD5L
481436 -      ..
481437 -     See, also, "collaboration" below. ref SDS 0 536J
481438 -
481439 -         Gary made this point in his letter on 001220, ref SDS 39 TQ4H
481440 -         which is why I contacted him on 010719 to suggest alliance,
481441 -         after he asked about SDS. ref SDS 46 OL8I
481442 -
481443 -         POIMS explains this design, and SDS implements it, so why
481444 -         hasn't Gary commented on POIMS? ref OF 1 6221
481445 -
481446 -              [On 011010 SDS records manage complexity of human memory.
481447 -              ref SDS 56 TP6G
481449 -               ..
481450 -              [On 011206 sent Gary copy of letter to Jack Park
481451 -              outlining steps required to move forward, ref SDS 64 0001
481452 -              as shown in another record. ref SDS 63 0001
481454 -          ..
481455 -         SDS enables people to grab up information that comes in a
481456 -         continuous stream and add "intelligence" to create knowledge
481457 -         (structure based on chronology that shows causation) that is
481458 -         managed within a framework of evolving context based on human
481459 -         needs, objectives, requirements and commitments.  This
481460 -         planning and taking action.  Good things like listening,
481461 -         understanding and follow up are enabled by SDS, which are
481462 -         vital to saving time and money on the job, as reported on
481463 -         890809. ref SDS 1 CJ9J
481464 -
481465 -
481466 -
481467 -
481468 -
4815 -

SUBJECTS
Innovation Stifled Big Organizations
Big Organizations Stiffle Innovation
Clueless Big Organizations about What they are Doing Aerospace company   torola
Big Companies Reject Welch, Too Small
Inoculated by Success Blinds Executives, Managers, Engineers to Need
Grove Walking Through Valley of Death Leaders Overcome Fear, Ignoranc
Change Fear Resisted Ignorance Denial, Overcoming Walking Through Val
Bad Management Fools Gold Attractive Fast Easy of Conscious Response

7210 -
721101 -      ..
721102 -     Innovation Resisted by Big Organizations
721103 -
721104 -
721105 - Gary relates weakness of big organizations...
721106 -
721107 -     My experience indicates that large groups rarely accomplish what
721108 -     they set out to do. A "skunk works" level project is the most
721109 -     likely to achieve its goals if it works as is should.  The major
721110 -     requirements for a "skunk works" are that the group be small
721111 -     enough for full collaboration, and that nobody in the group is in
721112 -     a position where his ideas have to be accepted for any reason
721113 -     other than their value in advancing the solution of the problem(s)
721114 -     under investigation. ref DRT 1 JE6K
721116 -          ..
721117 -         See also Gary's discussion of "collaboration" below.
721118 -         ref SDS 0 536J
721120 -      ..
721121 -     I work as a contractor at places like Motorola, Rockwell, and
721122 -     Aerospace company.  These groups are uniformly clueless abut what
721123 -     they are doing, and show little to no interest in doing a better
721124 -     job of any part of it. ref DRT 1 YE7J
721125 -
721126 -         Reflects experience showing success inoculates people against
721127 -         improvement, cited by Grove in his book "Only the Paranoid
721128 -         Survive" reviewed on 980307. ref SDS 21 3740 and ref SDS 22
721129 -         1660
721130 -
721131 -             [On 020608 Jim Reekes is delayed responding on his
721132 -             initiative due to information overload. ref SDS 82 0001
721134 -          ..
721135 -         Aligns with Clay Christensen's book on Innovator's Dilemma,
721136 -         reviewed on 990527. ref SDS 25 1300
721138 -          ..
721139 -         Lockheed's Skunk Works is an effort to empower people to use
721140 -         project management effectively, as set out in professional
721141 -         publications like PMBOK and ISO 10006 reviewed on 950721.
721142 -         ref SDS 11 0001  Social pressure of large scale organizational
721143 -         culture prevents using good management, as related previously
721144 -         on 990527. ref SDS 25 1233
721145 -
721146 -             [On 020504 government regulations for federal acquisitions
721147 -             (FAR) calling out good management practices are not
721148 -             implemented nor enforced by the government, because there
721149 -             isn't enough time using the tools and methods everybody
721150 -             likes. ref SDS 80 IY4I
721152 -          ..
721153 -         Gary's feeling that the major requirement for productive work
721154 -         is using small groups willing to entertain ideas to improve is
721155 -         not supported by the record, which shows that complexity and
721156 -         the increasing pace of information are much bigger factors
721157 -         that paralyze productivity in a hopeless quagmire that makes
721158 -         communication the biggest risk in enterprise, as reported on
721159 -         011003. ref SDS 52 EC5N and further at ref SDS 52 O76L
721161 -          ..
721162 -         Intelligence is the only remedy.
721163 -
721164 -            [On 020114 an example is that Gary wants addressability in
721165 -            daily information, yet resists linking to addressability
721166 -            that strengthens communication on the grounds that linking
721167 -            is too hard, yet further fails to get free assistance to
721168 -            discover that linking is fast and easy. ref SDS 75 3H7J
721170 -             ..
721171 -            [On 020710 Skunk Works or any other project management
721172 -            method will exceed an unlimited budget if the underlying
721173 -            science is not known. ref SDS 84 0001
721175 -             ..
721176 -            [On 020718 Eric Armstrong relates ingredients for Manhattan
721177 -            Projects to be successful, which employ aspects of Skunk
721178 -            Works, on a larger scale. ref SDS 85 PQYP
721179 -
721180 -
721181 -
721182 -
721183 -
721184 -
721185 -
721186 -
721187 -
721188 -
7212 -

SUBJECTS
Johnson, Gary
Alliance on Advanding SDS
Wants to Collaborate on KM Development Path
Johnson, Gary Reports Problem Reviewing SDS Records on the Internet
Johnson, Gary Wants to Develop Dialog on Productive Path
Culture of Knowledge
Johnson, Gary Reports One Long String of Text Records on Internet

8009 -
801001 -      ..
801002 -     Productive KM Development Path Collaborate
801003 -
801004 -
801005 - Gary says...
801006 -
801007 -     I would like very much to develop a dialog that would lead to a
801008 -     productive path in this area. ref DRT 1 VE7O
801010 -      ..
801011 -     I really want to thank you for getting back to me. I would love to
801012 -     explore how and with whom productive collaborations could evolve.
801013 -     There are numerous problems that could be addressed effectively if
801014 -     approached from a workable perspective, and I would like to be a
801015 -     part of such an effort. ref DRT 1 01DR
801017 -          ..
801018 -         Seems to provide basis for making progress on development and
801019 -         deployment, responding favorably to the letter on 011004,
801020 -         ref SDS 53 T99J, and the record on 011003 showing SDS is the
801021 -         strongest KM technology. ref SDS 52 Y18H
801022 -
801023 -              [On 011207 sent Gary copy of letter to Jack Park
801024 -              outlining steps required to move forward, ref SDS 64 0001
801025 -              as shown in another record. ref SDS 63 0001
801027 -               ..
801028 -              [On 011210 Gary inquires about SDS and alliance to
801029 -              advance KM. ref SDS 65 ZS9K
801031 -               ..
801032 -              [On 011222 Gary reviews SDS publications. ref SDS 72 0001
801034 -               ..
801035 -              [On 020108 Gary contacts Morris about SDS. ref SDS 74
801036 -              V55N
801038 -          ..
801039 -         This follows up the letter on 010719 explaining need to bring
801040 -         people together who are ready, willing and able to move ahead.
801041 -         ref SDS 46 004K
801043 -          ..
801044 -         The letter on 010719 gave my phone number and asked Gary to
801045 -         call, but he did not follow up. ref SDS 46 00FL  Hopefully,
801046 -         this time we can can least explore getting something done.
801048 -          ..
801049 -         Planning a first step is in the record on 011004. ref SDS 53
801050 -         OL5J
801052 -          ..
801053 -         Moving forward requires an agenda to take action.  Some
801054 -         possible actions we can take are....
801055 -
801056 -            1.  Telephone call to explore personalities, and kick
801057 -                around big picture issues.
801058 -
801059 -                   [On 011214 Gary calls about SDS. ref SDS 70 OY7M
801061 -                 ..
801062 -            2.  Translate Gary's general support of POIMS concepts into
801063 -                a specific letter on SDS and POIMS for OHS/DKR. There
801064 -                is little likelihood this will help anybody on OHS/DKR,
801065 -                for reasons in Gary's letter today, ref DRT 1 01BP, but
801066 -                it will give Gary a chance to develop his thinking
801067 -                about SDS and POIMS in relation to his view of things
801068 -                and nominal objectives of KM and OHS/DKR.
801069 -                ..
801070 -            3.  Meet for demonstration of SDS, similar to meeting
801071 -                with Pat Lincoln at SRI on 100517. ref SDS 42 0001
801072 -                ..
801073 -            4.  Develop deployment scenarios for using SDS in
801074 -                Gary's work per his point on this matter. ref SDS 0
801075 -                KA4H
801077 -                 ..
801078 -            5.  Consider development and ownership arrangements to role
801079 -                Gary's experience and expertise into SDS capability so
801080 -                he has a way to realize his goals for KM.
801082 -      ..
801083 -     [On 011207 sent Gary copy of letter to Jack Park outlining steps
801084 -     required to move forward, ref SDS 64 0001 as shown in another
801085 -     record. ref SDS 63 0001
801087 -      ..
801088 -     [On 011210 received letter from Gary concurring with deployment
801089 -     strategy, asking about how to implement. ref SDS 65 9H6H
801091 -      ..
801092 -     [On 020108 Gary contacts Morris with questions about updating SDS
801093 -     program. ref SDS 74 V55N
801094 -
801095 -
801096 -
801097 -
801098 -
801099 -
8011 -

SUBJECTS
SDS Problem One Long Stream of Text
Johnson, Gary Reports Problem Reviewing SDS Records on the Internet
Long String of Text Records on Internet, Gary Reports
Problem HTML Conversion Not Displaying Correctly in Opra Browser, Gar

8406 -
840701 -      ..
840702 -     SDS Problem Display on Internet One Long Text String
840703 -
840704 -
840705 - Gary reports problem using SDS on the Internet....
840706 -
840707 -     I have difficulty following the SDS pages. Perhaps there is
840708 -     something I don't know about navigating them, but I get one long
840709 -     stream of text with embedded links. It looks like it depends on a
840710 -     formatting engine for effective use? ref DRT 1 5F8I
840711 -
840712 -         Need details of this problem to investigate and correct.
840714 -        ..
840715 -       [On 011210 Gary reports using Microsoft IE solves the problem.
840716 -       ref SDS 65 K54K
840718 -        ..
840719 -       [On 020106 received explanation of problem. ref SDS 73 ZS3G
840721 -        ..
840722 -       [On 021114 improvements to SDS fixed problems. ref SDS 86 0001
840723 -
840724 -
840725 -
840726 -
840727 -
840728 -
840729 -
8408 -

SUBJECTS
SDS Useful Capability Explained in POIMS
Software Engineers Don't Know How to Design Programs that Enable Comp
Unique Design because Faith Needed to Try SDS New Way of Working Peop
SDS Secret Industry Doesn't Know How to Design KM
Experience SDS Understand Architecture Computers to Design KM, 000531
Programmer Using SDS Provided Immediate Feedback to Refine Design for
Innovation Loop Knowledge Avoids Mistakes Brings Accountability Feare
Unique Character of Communication Metrics
KM Only SDS Design a Secret, 000425
SDS Design Aided by Synergy from Daily Use
Programmers Don't Know What to Program to Improve Management
KM Development Stalled by Lack of Experience Doing KM Need Synergy be

AN14 -
AN1501 -      ..
AN1502 -     SDS Advantage Growing Development Synergy with Using KM
AN1503 -
AN1504 -     Follow up
AN1505 -
AN1506 - Gary recognizes advantage of synergy between developing and doing
AN1507 - KM....
AN1508 -
AN1509 -     What I did get is that several large companies have given up on
AN1510 -     KM, and that at least part of the problem is that the engineers
AN1511 -     who develop the software are sufficiently disconnected from the
AN1512 -     problem and from the people for whom they are trying to solve it
AN1513 -     that most of what they produce is unsuitable for the task
AN1514 -     intended. This has certainly been my experience.
AN1515 -
AN1516 -            [On 030525 Gary reports progess improving technology and
AN1517 -            the quality of management by using SDS for Com Metrics.
AN1518 -            ref SDS 89 FL5K
AN1520 -          ..
AN1521 -         Gary does not mention nor link the SDS record he reviewed that
AN1522 -         led to his comments.  The letter to him on 011004, ref DIP 6
AN1523 -         DY6O, cited the record on 010924 where the disconnect he
AN1524 -         mentions is discussed. ref SDS 51 NK4J
AN1525 -
AN1526 -
AN1527 -
AN1528 -
AN1529 -
AN1530 -
AN16 -

SUBJECTS
KM Advances Information Management Organize Present Access
Intelligence Collection Aligns Organizational Memory Continual Learni
Collaboration Provisions in Augment, 1984 Paper
Collaborative Document System, Email, Eric, 000505
Personal Level Starts KM Aligns with POIMS
Organization Everything in Right Place at Right Time SDS Utopia for O
Organizational Memory Finding Every Little Thing SDS Enables Finding
Technology Useful Interface SDS KM Structure Time Subjects Useful to

AZ10 -
AZ1101 -      ..
AZ1102 -     KM Advances Information Management to Organize and Access
AZ1103 -     Collaboration Not Effective Model for KM on Broad Global Scale
AZ1104 -
AZ1105 -
AZ1106 - Gary continues point KM starts at personal level. ref SDS 0 M24K
AZ1107 -
AZ1108 -     Here again, I believe that at least part of the problem that KM
AZ1109 -     faces is that it is trying to figure out how to allow thousands to
AZ1110 -     millions of people to collaborate in some meaningful way, and that
AZ1111 -     is largely absurd. ref DRT 1 DD9F
AZ1113 -      ..
AZ1114 -     Restated later, ref DRT 1 EG6O, and again because problem is very
AZ1115 -     clear to Gary. ref DRT 1 015Q
AZ1117 -          ..
AZ1118 -         POIMS argues collaboration is not the primary objective of KM,
AZ1119 -         ref OF 1 K84L, and further agrees with Gary that improvement
AZ1120 -         begins with individual people at the personal level....
AZ1121 -
AZ1123 -                 ..
AZ1124 -                Personal and Organizational Integrated Management
AZ1125 -
AZ1126 -
AZ1127 -         ....is an effective model, per above. ref SDS 0 XR4I
AZ1128 -
AZ1129 -         This adjusts Doug Engelbart's idea of collective IQ, reviewed
AZ1130 -         on 991222, ref SDS 29 8064, and, also, on CODIAK, ref SDS 29
AZ1131 -         0784, based on consideration of scale, which Doug urges.
AZ1132 -         ref SDS 29 1596  So, there may not be a lot of disagreement
AZ1133 -         with Doug on this point.
AZ1135 -  ..
AZ1136 - Gary says....
AZ1137 -
AZ1138 -     There is an aspect of KM that grows out of information management
AZ1139 -     that deals with how to organize and present information for ease
AZ1140 -     of access and use.  This scales up to global level, except that
AZ1141 -     there is very little that is globally interesting.  Global
AZ1142 -     accessibility is useful, but the fact is that the vast majority of
AZ1143 -     people won't be using any such tools.  This is essentially a
AZ1144 -     publishing and library model.  It supports collaboration only in
AZ1145 -     the sense that it makes it possible to discover who else is
AZ1146 -     working in the same area so that efforts can support one another
AZ1147 -     and evolve into collaborations. ref DRT 1 5171
AZ1149 -          ..
AZ1150 -         I may disagree slightly based on experience using SDS.
AZ1152 -          ..
AZ1153 -         Alphabet technology scales up nicely by enabling a lot of
AZ1154 -         people to leverage native intelligence.
AZ1156 -          ..
AZ1157 -         On 010811 set out opportunity for lifting performance of a lot
AZ1158 -         of people a little, and of a few people a lot, ref SDS 47
AZ1159 -         SE6J, that has the net effect of lifting civilization, as
AZ1160 -         called out in POIMS. ref OF 1 5418  Same point was made on
AZ1161 -         000624. ref SDS 33 QX7N
AZ1163 -          ..
AZ1164 -         We are trying to help millions of people think, remember and
AZ1165 -         communicate, which will strengthen the ability to collaborate.
AZ1166 -         Enhancing alphabet technology by integrating time management
AZ1167 -         with information management is accomplished by SDS, explained
AZ1168 -         by POIMS. ref OF 1 1299
AZ1170 -          ..
AZ1171 -         So, we agree information management is part of the issue to be
AZ1172 -         addressed.  We agree KM does not enable anyone to collaborate
AZ1173 -         with everyone; but, it does greately increase the ability to
AZ1174 -         collaborate.  That is a big improvement.
AZ1176 -          ..
AZ1177 -         My sense is that organizational memory can be captured on a
AZ1178 -         much wider scale, and this can be used effectively by people
AZ1179 -         individually and in teams to improve productivity, as shown in
AZ1180 -         the record on 010907. ref SDS 48 KX3L
AZ1182 -          ..
AZ1183 -         Implementation is aided by a professional role to facilitate
AZ1184 -         using SDS by teams, which I call a Communication Manager, as
AZ1185 -         explained in NWO. ref OF 2 6369  This combination of tools,
AZ1186 -         practices and support has demonstrated ability to improve
AZ1187 -         performance in large organizations, and to gain acceptance,
AZ1188 -         once on the job, per below. ref SDS 0 KX7O
AZ1189 -
AZ1191 -  ..
AZ1192 - Gary continues...
AZ1193 -
AZ1194 -     When KM starts to talk about collaboration, it seems to think that
AZ1195 -     collaboration has to do with the interaction of huge numbers of
AZ1196 -     people. I disagree.  Problems are not solved by groups,
AZ1197 -     particularly large groups. ref DRT 1 KF5F
AZ1198 -
AZ1199 -         Re-states point above. ref SDS 0 CQ4J
AZ1201 -      ..
AZ1202 -     There is a component of the solution to global problems that has
AZ1203 -     more to do with getting agreement than with any technical or
AZ1204 -     knowledge aspects of solving the problem.  Many of the global
AZ1205 -     problems admit of some sort of technical solution - it is getting
AZ1206 -     that solution implemented that is the issue.  One of the major
AZ1207 -     components of several of these issues is the "Commons Problem" -
AZ1208 -     how to manage a common shared resource where there is short term
AZ1209 -     gain to be had by misusing or dominating the resource while the
AZ1210 -     only long term gain involves some sort of balance among the
AZ1211 -     participants. There are local solutions to this problem, but I
AZ1212 -     have never seen an approach that purports to treat the general
AZ1213 -     case. ref DRT 1 4F5K
AZ1215 -          ..
AZ1216 -         This sounds in part like the binary tension between sequential
AZ1217 -         and parallel action discussed in POIMS. ref OF 1 8774
AZ1219 -          ..
AZ1220 -         SDS pilot testing might help address the "general case" that
AZ1221 -         Gary has in mind.
AZ1222 -
AZ1223 -            The record on 010907 lists experience indicating SDS aids
AZ1224 -            productivity for individuals, teams, projects, departments
AZ1225 -            agencies and across organizations. ref SDS 48 KX3L
AZ1227 -             ..
AZ1228 -            Gary may be able to comment on whether this applies to his
AZ1229 -            objective for a "general case."
AZ1231 -          ..
AZ1232 -         Collaboration enabled by SDS is taking complementary rather
AZ1233 -         than conflicting action, which increases productivity by an
AZ1234 -         order of magnitude. see POIMS. ref OF 1 2301 and NWO
AZ1235 -         ref OF 2 4077
AZ1236 -
AZ1237 -
AZ1238 -
AZ1239 -
AZ1240 -
AZ13 -

SUBJECTS
Disillusioned GUI Interface Hopeless Quagmire Information Overload An
Giving Up Computers Productivity Managers Reduced by Computers, Lost
Software Projects Get Fouled Up at Aerospace company Due to Changing Pe  onnel
Deployment Experience Needed for KM before Further Development
Pilot Test to Discover Technology Useful to Managers
Improve Large Organizations Hopeless, Gary
Intelligence Natinal Security Survival Performance Exceeds Care About
Bumbling Caused by Meaning Drift Murphy's Law
Find Everything Memory Amazing SDS Mechanisms Obviously Work, Eric Ar
Aerospace company Case Study Example Failed Commercial Management Techn  ogy Pro
Overwhelming Tendency Bad Management Technology Examples Mizolla Linu
Communication Fails Personnel Changes Productivity Falls Until New St
Specify Good Management Contract Requirements Because Nobody is Ever
Management Fails Projects Get Fouled Up Because Big Organizations Big

CP16 -
CP1701 -      ..
CP1702 -     Deployment Challenge of KM Not Development
CP1703 -
CP1704 -
CP1705 - Gary notes....
CP1706 -
CP1707 -     At one time Doug said that the tools he had available were such
CP1708 -     that further improvement was not useful until it was possible to
CP1709 -     figure out how to develop the communities of people who could use
CP1710 -     them effectively. It seems to me that this is still the case.
CP1711 -     ref DRT 1 00EK
CP1712 -
CP1713 -         I agree.  Alliance with Bootstrap was investigated on 991222
CP1714 -         for developing alliances on deployment of SDS that implements
CP1715 -         Doug's ideas. ref SDS 29 3072
CP1717 -          ..
CP1718 -         Deployment requires testing across a broad range to discover
CP1719 -         what to develop next, and to give technologists experience
CP1720 -         needed to create useful tools. This has been presented to
CP1721 -         OHS/DKR, to Doug Engelbart and to SRI....
CP1722 -
CP1723 -           Notified Doug need education on KM...000301, ref DIP 7 0001
CP1724 -           Deployment gain experience doing KM..000327, ref SDS 32 4420
CP1725 -           Use SDS to learn KM..................001121, ref DIP 9 01BS
CP1726 -           SRI use SDS research KM..............010711, ref DIP 4 0162
CP1728 -          ..
CP1729 -         The effort has not paid off because engineers trying to create
CP1730 -         KM don't want to learn how to create KM; and, people are
CP1731 -         afraid of trying a new way of working for reasons on 890809,
CP1732 -         ref SDS 1 U87H, cited more recently on 010522. ref SDS 43 3T5K
CP1733 -
CP1734 -             [On 011102 met with Pat Lincoln to install SDS on his
CP1735 -             computer for trying KM. ref SDS 58 5N6G
CP1737 -              ..
CP1738 -             [On 011120 discussed deployment with Doug. ref SDS 62 XC9H
CP1739 -
CP1741 -      ..
CP1742 -     Little Intelligence Goes Long Way to Help Big Organizations.
CP1743 -     Discouraged, Disillusioned, Giving Up Needs Experience with SDS
CP1744 -     Organizational Memory Opportunity for Improvement Killer App
CP1745 -
CP1746 -     Follow up ref SDS 52 EC5N.
CP1747 -
CP1748 - Gary worries about leveraging help for individuals in large groups...
CP1749 -
CP1750 -     Part of what keeps me from pursuing this as intensely as I would
CP1751 -     like, aside from limited time and resources, is that I can't see a
CP1752 -     way past the problems of large organizations on the one hand and
CP1753 -     the limited resources of small groups on the other. ref DRT 1 018M
CP1755 -          ..
CP1756 -         On 010719 Gary made a similar report about difficulty managing
CP1757 -         large organizations. ref SDS 46 YR9J
CP1758 -
CP1759 -            [On 020315 Gary explains management challenges that occur
CP1760 -            in large organizations. ref SDS 79 CP5K
CP1762 -          ..
CP1763 -         Experience shows that large organizations are most susceptible
CP1764 -         to being helped by SDS because......
CP1765 -
CP1766 -           1.  Adding intelligence to management reduces meaning drift,
CP1767 -               explained in NWO. ref OF 2 4077  A small improvement to
CP1768 -               maintaining shared meaning is compounded in a large
CP1769 -               organization like compound savings in a bank, discussed
CP1770 -               on 011005 to overcome fear about being "pinned down."
CP1771 -               ref SDS 54 9V5G
CP1773 -                  ..
CP1774 -                 [On 011212 letter to Gary makes this point. ref SDS 69
CP1775 -                 MX5K
CP1777 -                  ..
CP1778 -                 [On 011222 Gary requests evidence that mistakes can be
CP1779 -                 reduced. ref SDS 72 319L
CP1781 -                ..
CP1782 -               Since people only remember about 5% of the gist of
CP1783 -               things, multiplying 95% loss of memory across a large
CP1784 -               organization increases the rate of error by an order of
CP1785 -               magnitude, resulting in continual bumbling for the
CP1786 -               reasons set out in NWO. ref OF 2 4077
CP1788 -                ..
CP1789 -               This presents a huge opportunity for improvement because
CP1790 -               a little intelligence makes a big difference, as noted
CP1791 -               in a letter yesterday. ref SDS 54 YL6H
CP1792 -
CP1793 -                   [On 030416 Gary's record on 030413 reports progress
CP1794 -                   learning SDS for performing 8 steps of Com Metrics
CP1795 -                   to save time and money by working intelligently.
CP1796 -                   ref SDS 88 7P5F
CP1798 -                    ..
CP1799 -                   [On 040330 Gary receives "good to go" on using SDS
CP1800 -                   for Com Metrics to deliver "intelligence" anytime,
CP1801 -                   anywhere on the Aerospace company network. ref SDS 95 OP5I
CP1803 -                ..
CP1804 -           2.  Bumbling is so rampant in large organizations that any
CP1805 -               improvement in maintaining shared meaning is multiplied
CP1806 -               many times over, as listed in the record on 010907.
CP1807 -               ref SDS 48 KX3L
CP1809 -                ..
CP1810 -           3.  Experience shows people fight hard to avoid using SDS in
CP1811 -               the beginning because good management requires
CP1812 -               accountability which is feared based on experience using
CP1813 -               "documentation," reported on 980405, ref SDS 23 3307,
CP1814 -               and lack of experience with intelligence, as reported on
CP1815 -               890809. ref SDS 1 U87H
CP1817 -                  ..
CP1818 -                 [On 020131 Don Rumsfeld, Secretary of Defense, cites
CP1819 -                 cultural forces that resist improvement in big
CP1820 -                 organizations, and offers ideas to make progress.
CP1821 -                 ref SDS 76 0001
CP1823 -                ..
CP1824 -               However, once on the job, application is endless with
CP1825 -               people lining up begging for intelligence.  It is a
CP1826 -               veritable epiphany because people hunger for better
CP1827 -               listening, understanding and follow up, as explained in
CP1828 -               the letter yesterday. ref SDS 54 9V5G
CP1830 -                ..
CP1831 -               See for example the meeting at USACE on 961101,
CP1832 -               ref SDS 15 8888; and results reported by the president
CP1833 -               of Dutra on 970107. ref SDS 16 4953
CP1834 -
CP1835 -
CP1837 -      ..
CP1838 -     Staff Changes Complicate Communication Reduce Productivity
CP1839 -     Giving Up on Improving Productivity, Hopeless Task
CP1840 -     Improvement Software Engineering Hopeless Task Giving Up
CP1841 -     Hopeless Task to Improve General Productivity
CP1842 -
CP1843 - Gary notes projects get fouled up due to changing personnel....
CP1851 -      ..
CP1852 -     I already know enough to be able to revolutionize the way work is
CP1853 -     conducted at the Aerospace company group where I work, for
CP1854 -     example, but getting any sort of improvement in the general
CP1855 -     operation is essentially a hopeless task. ref DRT 1 2Q6I
CP1856 -
CP1857 -         On 010719 Gary made a similar report about difficulty managing
CP1858 -         large organizations. ref SDS 46 YR9J
CP1859 -
CP1860 -            [On 060905 subject index sharing model for multi-level
CP1861 -            organic structure is a "hopeless task." ref SDS 99 HZ4O
CP1863 -             ..
CP1864 -            [On 070904 Gary Johnson cites need for "testbed" software
CP1865 -            platform to experiment developing Knowledge Management
CP1866 -            support based on feedback from routine use for
CP1867 -            accomplishing daily work. ref SDS 90 DV4R
CP1869 -          ..
CP1870 -         Would like to get sense of Gary's ideas to revolutionize work.
CP1872 -          ..
CP1873 -         SDS provides a new way of working reported on 001219,
CP1874 -         ref SDS 38 QT6F, and it has demonstrated ability to provide
CP1875 -         intelligence, ref DRP 4 6172 that yields savings in the range
CP1876 -         of 10:1, reported by USACE. ref DRP 5 0001
CP1877 -
CP1878 -            [On 011210 Doug Engelbart reports SDS provides unique and
CP1879 -            comprehensive system and associated methodologies.
CP1880 -            ref SDS 66 JL5I
CP1882 -             ..
CP1883 -            [On 011210 report SDS enables KM, unique capability that
CP1884 -            has eluded experts. ref SDS 67 0001
CP1886 -             ..
CP1887 -            [On 020114 Gary wants addressability in daily information,
CP1888 -            yet resists linking to addressability that strengthens
CP1889 -            communication on the grounds that linking is too hard, yet
CP1890 -            fails to get free assistance to discover that linking is
CP1891 -            fast and easy. ref SDS 75 3H7J
CP1893 -             ..
CP1894 -            [On 020131 Don Rumsfeld, Secretary of Defense, cites
CP1895 -            cultural forces that resist change in big organizations,
CP1896 -            and offers ideas to make progress. ref SDS 76 0001
CP1897 -
CP1898 -
CP1900 -  ..
CP1901 - Trying to Understand Why Management Degrades to Entropy
CP1902 -
CP1903 - Gary continues...
CP1904 -
CP1905 -     I am trying to understand how such a project (Aerospace company
CP1906 -     Space Station software) gets so fouled up in the first place.  The
CP1907 -     combined decisions made by the (constantly changing membership)
CP1908 -     group over time are worse than those that would be made by nearly
CP1909 -     any single individual.  This tends to select for people who will
CP1910 -     put up with the idiocy, resulting in a large number of people who
CP1911 -     are less than competent, and a far larger group who have given up
CP1912 -     trying to improve matters to the level they know could be done
CP1913 -     because of the massive inertia. ref DRT 1 DQ6N
CP1915 -             ..
CP1916 -            [On 011105 Jeff says SDS support for Com Metrics under the
CP1917 -            POIMS technology specification, ref SDS 61 4S6H, is a step
CP1918 -            in the right direction to implement management standards
CP1919 -            for documenting accurate communications, ref SDS 41 QZ3O,
CP1920 -            because SDS work product "walks the talk" of organizational
CP1921 -            memory that enables people to work intelligently.
CP1922 -            ref SDS 61 6T6O
CP1924 -             ..
CP1925 -            [On 011213 Gary called and discussed need for better way
CP1926 -            to organize information and plan the work. ref SDS 70 YB4G
CP1928 -             ..
CP1929 -            [On 011222 Gary submits review of USACE report that
CP1930 -            explains why problems occur, and how Com Metrics helps.
CP1931 -            ref SDS 71 OM3G
CP1933 -             ..
CP1934 -            [On 011222 Gary wants evidence mistakes can be reduced.
CP1935 -            ref SDS 72 319L
CP1937 -             ..
CP1938 -            [On 020114 Gary wants addressability in daily information,
CP1939 -            yet resists linking to addressability that strengthens
CP1940 -            communication on the grounds that linking is too hard, yet
CP1941 -            fails to get free assistance to discover that linking is
CP1942 -            fast and easy. ref SDS 75 3H7J
CP1944 -             ..
CP1945 -            [On 020217 DOD program manager explains need to support
CP1946 -            FAR requirements for documenting work showing accurate
CP1947 -            communications that save lives, time and money,
CP1948 -            ref SDS 78 1332; when people cannot point to an accurate
CP1949 -            record they point fingers in accusation and blame to avoid
CP1950 -            accountability for mistakes. ref SDS 78 9360  SDS offers a
CP1951 -            direct solution to make management productive. ref SDS 78
CP1952 -            3105
CP1954 -             ..
CP1955 -            [On 020315 Gary reports ISS project started late and so
CP1956 -            work was begun already behind schedule, which forced people
CP1957 -            to try taking short cuts on good management, which
CP1958 -            increases mistaks that escalate rework, delay and extra
CP1959 -            cost. ref SDS 79 PD6N and ref SDS 79 0113
CP1961 -             ..
CP1962 -            [On 020504 study shows professional standards for
CP1963 -            communication practices and requirements on good management
CP1964 -            specified in FAR, ISO, Health Care, Covey, Drucker, law,
CP1965 -            contract notice provisions, and 2,000 years of literacy for
CP1966 -            contemporaneous documentation for alignment and feedback to
CP1967 -            work intelligently, quickly, and accurately are ignored in
CP1968 -            government, business, health care, every sector.
CP1969 -            ref SDS 80 NS6F
CP1971 -             ..
CP1972 -            [On 020522 huge gaps between requirements and design and
CP1973 -            implementation. ref SDS 81 T29G
CP1975 -             ..
CP1976 -            [On 020618 Gary comments on challenges improving
CP1977 -            productivity on ISS project. ref SDS 83 PQRW
CP1979 -             ..
CP1980 -            [On 030123 new project at Aerospace company starting out late, already
CP1981 -            behind schedule, reduces time for using good management.
CP1982 -            ref SDS 87 Y55G
CP1984 -             ..
CP1985 -            [On 030416 Gary's record on 030413 reports progress
CP1986 -            learning SDS for performing 8 steps of Com Metrics to save
CP1987 -            time and money by working intelligently. ref SDS 88 7P5F
CP1989 -             ..
CP1990 -            [On 040826 testimony before Congress by Sean O'Keefe cites
CP1991 -            culture of denial that prevents communication speaking
CP1992 -            truth to power in bureaucracy, cause for loss of the
CP1993 -            Columbia space shuttle. ref SDS 91 8K4G
CP1995 -             ..
CP1996 -            [On 031008 Morris Jones writes to Gary on using SDS for
CP1997 -            analysis to support strategy and planning to set direction
CP1998 -            Communication Metrics is a new way of working that adds
CP1999 -            value to the traditional role of meeting minutes.
CP2000 -            ref SDS 92 H18H
CP2002 -             ..
CP2003 -            [On 040203 bureaucracy resists speaking truth to power,
CP2004 -            causing continual bumbling, mistakes, conflict, crisis, and
CP2005 -            calamity. ref SDS 93 E44K
CP2007 -             ..
CP2008 -            [On 041015 same problem at same organizations on another
CP2009 -            big project. ref SDS 96 CE6H
CP2011 -             ..
CP2012 -            [On 050722 example common scenarios comedy of errors on big
CP2013 -            DOD project getting fouled up; management degrades to
CP2014 -            entropy because nobody has command and control of the
CP2015 -            record. ref SDS 97 PK6Y
CP2017 -             ..
CP2018 -            [On 051006 example medical practice communication,
CP2019 -            collaboration, team care staff fears speaking truth to
CP2020 -            power, risks patient to avoid risking personal reprisals.
CP2021 -            ref SDS 98 6H8M
CP2023 -             ..
CP2024 -            [On 040312 laws of nature yield order, structure, pattern
CP2025 -            of cause and effect for logical analysis, ref SDS 94 RP6K;
CP2026 -            locality principle requires adding energy to connect cause
CP2027 -            and effect that converts information into the power of
CP2028 -            knowledge; Knowledge Management takes a lot of hard work
CP2029 -            (i.e., energy) without tools for intelligence support;
CP2030 -            without "knowledge," however, information overload drives
CP2031 -            management toward entropy, which makes email a "killer
CP2032 -            application" that kills productivity, from lectures on 21st
CP2033 -            century science. ref SDS 94 YH4G
CP2034 -
CP2036 -          ..
CP2037 -         Meaning Drift Compounds Error in Large Organizations
CP2038 -         Uniformity from Economy of Large Scale Stiffles Innovation
CP2039 -         Culture of Knowledge Breakthrough Solution Killer Application
CP2040 -
CP2041 -         Work routinely gets "fouled up," as Gary describes on ISS, per
CP2042 -         above, ref SDS 0 O99K, because in the same way that a little
CP2043 -         intelligence makes a big difference in productivity, per
CP2044 -         above, ref SDS 0 W56K, so, too, little deviations that are
CP2045 -         routinely ignored, because people do not have time to think,
CP2046 -         while attending constant meetings to work on big problems.  As
CP2047 -         a result, small problems that seem inconsequential at the
CP2048 -         time, escalate over time into big problems causing loss,
CP2049 -         conflict, crisis and calamity, i.e., into another big problem,
CP2050 -         noted by Morris on 921127. ref SDS 4 0674
CP2052 -          ..
CP2053 -         Aristotle learned this lesson earlier in 400 BC, cited in NWO.
CP2054 -         ref OF 2 JV3G  Professional events regularly repeat the
CP2055 -         lesson, reported on 970910. ref SDS 19 3479  Experts regularly
CP2056 -         decry that management is an Alice in Wonderland of continual
CP2057 -         bumbling, noted by Kissinger on 940609. ref SDS 7 4238
CP2058 -
CP2059 -            [On 020131 Don Rumsfeld, Secretary of Defense, cites
CP2060 -            cultural forces that resist change in big organizations,
CP2061 -            and offers ideas to make progress. ref SDS 76 0001
CP2063 -          ..
CP2064 -         Communication Metrics theory and practice holds that failure
CP2065 -         to routinely align communication in meetings, calls and
CP2066 -         correspondence with objectives, requirements and commitments,
CP2067 -         then the chances that affected work will fail when performed
CP2068 -         days, weeks, months and years later is 100%.  Research shows
CP2069 -         that when understanding and follow up fail due to information
CP2070 -         overload, cited in the study by the US Air Force Institute of
CP2071 -         Technology, reported on 970707, ref SDS 18 0108, then shared
CP2072 -         meaning drifts away, causing people to take conflicting,
CP2073 -         rather than complementary, action.  Continual mistakes due to
CP2074 -         failed communication cause delay, extra cost and anger that
CP2075 -         reduce cooperation necessary to get things done on time and
CP2076 -         within budget.  People say the work is "fouled up" because
CP2077 -         nobody is listening, reported on 890809. ref SDS 1 CJ9J  But,
CP2078 -         when its too noisy from information overload it is hard to
CP2079 -         listen because there is not enough time to think, as reported
CP2080 -         on 970910. ref SDS 19 3479 Without thinking, the work gets
CP2081 -         fouled up causing continual bumbling, noted by Kissinger on
CP2082 -         940609. ref SDS 7 4238
CP2083 -
CP2084 -            [On 040312 laws of nature yield order, structure, pattern
CP2085 -            of cause and effect for logical analysis, ref SDS 94 RP6K;
CP2086 -            locality principle requires adding energy to connect cause
CP2087 -            and effect that converts information into the power of
CP2088 -            knowledge; Knowledge Management takes a lot of hard work
CP2089 -            (i.e., energy) without tools for intelligence support;
CP2090 -            without "knowledge," however, information overload drives
CP2091 -            management toward entropy, which makes email a "killer
CP2092 -            application" that kills productivity, from lectures on 21st
CP2093 -            century science. ref SDS 94 YH4G
CP2095 -          ..
CP2096 -         SDS helps solve this problem, as explained in POIMS.
CP2097 -         ref OF 1 6221
CP2099 -          ..
CP2100 -         On 010719 Gary reported difficulty managing big organizations.
CP2101 -         ref SDS 46 YR9J  Like today, he noted inherent difficulties of
CP2102 -         large-scale collaboration, and requested ideas for a remedy.
CP2103 -         ref SDS 46 S485
CP2105 -          ..
CP2106 -         A letter to Gary on 010719 disclosed meaning drift is
CP2107 -         accelerated in the modern age of information technology (IT),
CP2108 -         and that this new reality, intended to improve productivity,
CP2109 -         actually makes some kinds of human activity more prone to
CP2110 -         error, with the result that...
CP2112 -                   ..
CP2113 -                  communication is the biggest risk in enterprise
CP2114 -
CP2115 -
CP2116 -         ...which is the cause of difficulties in management, cited by
CP2117 -         Gary, and in other forms of knowledge work, because in a
CP2118 -         modern society, communiation is the engine of productivity.
CP2119 -         When the engine fails so does productivity, as explained in
CP2120 -         POIMS. ref OF 1 R69H
CP2122 -          ..
CP2123 -         SDS enables Communication Metrics that reduces this problem by
CP2124 -         adding intelligence to information, as set out in in POIMS.
CP2125 -         ref OF 1 2300
CP2127 -          ..
CP2128 -         Without SDS, a quagmire of complexity paralyzes productivity
CP2129 -         due to information overload, reported recently on 011003.
CP2130 -         ref SDS 52 EC5N  Review at that time showed conventional
CP2131 -         communciation methods that people like, e.g., meetings, calls
CP2132 -         email, Powerpoint, sow the seeds of continual bumbling,
CP2133 -         ref SDS 52 O76L, that worried Henry Kissinger in the record on
CP2134 -         940609. ref SDS 7 4238  A US Air Force study of procurement
CP2135 -         reviewed on 970707 showed delay and costs accelerate because
CP2136 -         management degrades to entropy as the complexity of
CP2137 -         information grows over time. ref SDS 18 0108
CP2139 -          ..
CP2140 -         On 990527 Morris noted cultural forces that prevent improving
CP2141 -         management. ref SDS 25 1233  POIMS explains dynamics of
CP2142 -         culture, social pressures and biology that restrain good
CP2143 -         management. ref OF 1 3385  An example is email.  On 010908
CP2144 -         Jack Park cited overwhelming tendency to use bad management
CP2145 -         rather than work intelligently. ref SDS 49 YF5O  On 001101
CP2146 -         Aerospace company's problems are common throughout industry, ref SDS 34
CP2147 -         4O5K, because leadership is restrained by laziness from using
CP2148 -         good management, as reported by Fortune on 990625. ref SDS 26
CP2149 -         4914  Andy Grove at Intel noted successful people are overcome
CP2150 -         by denial that work practices using meetings, calls and email
CP2151 -         which brought success are no longer effective because changes
CP2152 -         in the business environment from success using information
CP2153 -         technology increases information overload, reviewed on 980307.
CP2154 -         ref SDS 22 1657
CP2156 -          ..
CP2157 -         Gary's concern aligns with the report on 991001 about NASA's
CP2158 -         space probe crashing on Mars due to an evident error using
CP2159 -         email. ref SDS 27 3077  Earlier on 921021 an engineer with JPL
CP2160 -         related continuing frustration with communication, ref SDS 3
CP2161 -         4390, despite management audits mandated to correct problems
CP2162 -         disclosed by the explosion following take-off of the Columbia
CP2163 -         Space Shuttle in 1986. ref SDS 3 4499
CP2164 -
CP2165 -             [On 020131 Don Rumsfeld, Secretary of Defense, explains
CP2166 -             cultural forces that resist innovation in big
CP2167 -             organizations, and offers ideas to make progress.
CP2168 -             ref SDS 76 0001
CP2170 -          ..
CP2171 -         There is a long record showing that developing software and
CP2172 -         everything else gets "fouled up" because meaning drift in
CP2173 -         communication causes endless bumbling....
CP2174 -
CP2175 -               POIMS.................................. ref OF 1 8774
CP2176 -               NWO.................................... ref OF 2 4077
CP2177 -               Drucker........................ 931130, ref SDS 6 3851
CP2178 -               Ship sinks at sea.............. 940611, ref SDS 8 8239
CP2179 -               USAFIT study................... 970707, ref SDS 18 0108
CP2180 -               Moscone Center................. 980929, ref SDS 24 3099
CP2181 -               PG&E files bankruptcy.......... 010529, ref SDS 44 L2EM
CP2182 -               Enron files for bankruptcy..... 020204, ref SDS 77 0001
CP2183 -               Unproductive meetings waste
CP2184 -               70% of the day................. 960205, ref SDS 14 5902
CP2185 -               Too many people having too many
CP2186 -               problems cause productivity,
CP2187 -               earnings, stock prices to fall. 001207, ref SDS 37 V54M
CP2188 -               Bumbling is pandemic........... 011003, ref SDS 52 O76L
CP2189 -
CP2190 -                  [On 020315 Gary mentions other projects that suffered
CP2191 -                  bad management. ref SDS 79 ZK6G
CP2192 -
CP2193 -         ...because people do not have tools, expertise nor leadership
CP2194 -         to capture organizational memory that is essential to be
CP2195 -         prepared for working productively, explained on 950327.
CP2196 -         ref SDS 10 8822  Since big organizations have more meetings,
CP2197 -         calls and email, loss grows in big organizations like compound
CP2198 -         interest.  Lt General Henry Hatch cited this concern based on
CP2199 -         experience commanding the U.S. Army Corps of Engineers, shown
CP2200 -         in the record on 951230. ref SDS 12 4884
CP2202 -          ..
CP2203 -         Recurring experience of top people being discouraged about
CP2204 -         improving communication supports Drucker's view that people
CP2205 -         have given up, as shown on 931130. ref SDS 6 3851,
CP2207 -          ..
CP2208 -         Large organizations are useful for economies of scale that
CP2209 -         provide goods and services people want at low cost, including
CP2210 -         government.  This requires uniformity through repetitive jobs
CP2211 -         that are boring, like driving a truck to make deliveries; but,
CP2212 -         everybody is grateful someone will do it, so the price is
CP2213 -         cheap.  Big organizations are designed to do things over and
CP2214 -         over they already know how to do.  They are not designed to be
CP2215 -         innovative in figuring out what to do, because customers and
CP2216 -         competition directs all their energy into being the best at
CP2217 -         not deviating in order to gain and maintain market share.  Once
CP2218 -         customers settle on a value, they want it to be delivered as
CP2219 -         expected, like softdrinks, Corn Flakes, Tide, Windows 95, etc.
CP2220 -         It is another binary tension between uniformity and
CP2221 -         creativity, cited by Clay Christensen in his book Innovator's
CP2222 -         Dilemma, reviewed on 990527. ref SDS 25 1300
CP2224 -          ..
CP2225 -         Andy Grove, former CEO of Intel (now Chairman), commented in
CP2226 -         an interview on 971222 on the challenge for big organizations
CP2227 -         to balance control and creativity. ref SDS 20 6695  So, it is
CP2228 -         not an easy task.
CP2230 -          ..
CP2231 -         Large scale operations are productive to the extent they can
CP2232 -         eliminate the need for communication and collaboration by
CP2233 -         having tasks done over and over.  An assembly line requires
CP2234 -         minimal communication, since the steps have already been
CP2235 -         designed into the process and proven through trial and error.
CP2236 -         Communication, however, will always be a big factor on some
CP2237 -         work in any organization.  If it is small enough, then
CP2238 -         bumbling will not impact overall productivity and earnings.
CP2240 -          ..
CP2241 -         Adding "intelligence" has proven to be effective in reducing
CP2242 -         the level of bumbling, per above. ref SDS 0 W56K
CP2243 -
CP2244 -             [On 011212 letter to Gary makes this point. ref SDS 69
CP2245 -             MX5K
CP2247 -          ..
CP2248 -         There is great difficulty, perhaps in most cases making it
CP2249 -         impossible to help big organizations recognize opportunity to
CP2250 -         improve, for reasons Gary notes, ref SDS 0 QS5F, that compound
CP2251 -         cultural forces, cited above. ref SDS 0 KX7O  However, as
CP2252 -         further noted, at least in the case of SDS, where it has been
CP2253 -         deployed in large organizations the improvement is dramatic
CP2254 -         and widespread. ref SDS 0 K18K
CP2255 -
CP2256 -            [On 020131 Don Rumsfeld, Secretary of Defense, explains
CP2257 -            cultural forces that resist innovation in big
CP2258 -            organizations, and offers ideas to make progress.
CP2259 -            ref SDS 76 0001
CP2261 -          ..
CP2262 -         As organizations eventually suffer consequences of bumbling
CP2263 -         that reduces productivity, earnings and stock prices with
CP2264 -         attendant job loses, pressure builds for capability to solve
CP2265 -         the communication problem, per above. ref SDS 0 3Q3H
CP2266 -         Experience of loss, conflict, crisis and calamity provides an
CP2267 -         opening for improvement using a disruptive technology and a
CP2268 -         Killer Application, per Drucker's report that nobody else
CP2269 -         knows how to improve communication.
CP2270 -
CP2271 -              [On 011031 economy biggest decline in 10 years.
CP2272 -              ref SDS 57 0001
CP2274 -               ..
CP2275 -              [On 011102 biggest job losses in 20 years. ref SDS 60
CP2276 -              0001
CP2278 -          ..
CP2279 -         Good Management Must be Specified
CP2280 -         Wait 50 Years for Failure to Turn Market toward Improvement
CP2281 -
CP2282 -         Gary's letter today, per above, ref SDS 0 KA4H, illustrates
CP2283 -         the marketing challenge is waiting for a critical mass of
CP2284 -         bumbling to form that causes failure, which creates loss of
CP2285 -         confidence and faith in popular methods everybody likes.  When
CP2286 -         people question capabilities, as Eric Armstrong reported on
CP2287 -         011006, ref SDS 52 EC5N, and so are willing to try SDS without
CP2288 -         understanding and being 100% convinced it will work, which is
CP2289 -         impossible without first getting experience, per discussion on
CP2290 -         890809, ref SDS 1 U87H, this will provide sufficient enabling
CP2291 -         force for the market place to improve management to improve
CP2292 -         productivity, earnings and stock prices.
CP2293 -
CP2294 -              [On 020204 Enron collapse focuses market attention on
CP2295 -              need for accountability using traceability to original
CP2296 -              sources. ref SDS 77 P49F
CP2298 -          ..
CP2299 -         The only alternative to waiting until failure is to specify
CP2300 -         good management in contracts and by law, as for example occurs
CP2301 -         with requirements for contractors to use cost and schedule
CP2302 -         control, and for all businesses and government agencies to
CP2303 -         follow accounting rules for reporting taxes.  On 960105 Max
CP2304 -         Blodgett proposed specifying Com Metrics as the the most
CP2305 -         direct way to empower contractors to use good management.
CP2306 -         ref SDS 13 1008
CP2307 -
CP2308 -              [On 011210 Gary cites Buckminster Fuller arguing 50 years
CP2309 -              are required for enabling a mature culture to adopt
CP2310 -              improved methods. ref SDS 65 R66K
CP2312 -          ..
CP2313 -         On 950202 the idea was raised to add support for communication
CP2314 -         that complements specified cost and schedule requirements.
CP2315 -         ref SDS 9 0333
CP2316 -
CP2317 -
CP2318 -
CP2319 -
CP2320 -
CP2321 -
CP2322 -
CP2323 -
CP24 -

SUBJECTS
Software Projects Get Fouled Up at Aerospace company Due to Changing Pe  onnel
Deployment Experience Needed for KM before Further Development
Experience KM on DKR Project to Gain Experience for Creating KM Tools
Uniformity for Economy Stifles Innovation Binary Tension
Killer App Opportunity Solve Information Overload
Enabling Forces IT Failure Loss Confidence Aids Funding SDS for Conve
Creeping Toward Future Rushing Toward Us, Must Act to Accomodate New
Be Prepared Com Metrics Organizational Memory Intelligence SDS KM Avo
Sunshine Profits Invest Experiment Better Methods Cost of Business
Improve Not Enough Time to Learn about Saving Time Money Using SDS

D712 -
D71301 -      ..
D71302 -     Enabling Forces Must Coalesce to Discover Opportunity Intelligence
D71303 -     Bright Opportunity for Adding Intelligence to Information
D71304 -     Culture of Knowledge Opportunity for Killer Application
D71305 -
D71306 -
D71307 - Gary concludes with optimistic perspective....
D71308 -
D71309 -     I believe that mankind is at or near a stage where if at least
D71310 -     some people do not learn to think and to cooperate to solve some
D71311 -     of the problems that we have created for ourselves, that our
D71312 -     survival as a species is doubtful. On the other hand, the future
D71313 -     is incredibly bright if enough people can learn to think and they
D71314 -     can organize and collaborate to solve some of our very real
D71315 -     problems. For a glimpse into the nature of the problem, just look
D71316 -     at the discussions on UNREV for a time. This group, all of whom
D71317 -     are interested in the solutions to complex socio-technical
D71318 -     problems, mostly can't agree on what the problems are, what
D71319 -     approach would be useful in solving them if they could agree, and
D71320 -     how to get tools that will assist in their solution. ref DRT 1
D71321 -     01BP
D71322 -
D71324 -          ..
D71325 -         Throw a Match on SDS Ready to Explode on the Scene
D71326 -         Killer Apps Require Being Prepared When the Light Turns Green
D71327 -
D71328 -         Gary's reference to survival connotes cultural alerts from
D71329 -         scenarios posed by Armageddon, Malthus and others that reflect
D71330 -         urgency to improve, because we cannot continue creeping toward
D71331 -         a future that is rushing toward us, framed in NWO. ref OF 2
D71332 -         8303
D71334 -          ..
D71335 -         SDS support for "intelligence" that converts information into
D71336 -         knowledge may be is a "Killer Application" that arrives just
D71337 -         in time when necessity dictates transformation to a stronger
D71338 -         form of support for human cognition to save us from ourselves,
D71339 -         as explained in POIMS. ref OF 1 HO4H
D71341 -          ..
D71342 -         Instant success, however, is an illusion, especially for
D71343 -         fundamental advance, reported on 000315. ref SDS 31 4932 and
D71344 -         ref SDS 31 7800
D71346 -          ..
D71347 -         The challenge and opportunity for advancing from information
D71348 -         to a culture of knowledge is aptly summarized by Bill
D71349 -         Benkevitch's comment on 970611, who urged that SDS is ready to
D71350 -         explode when enabling forces come into alignment.  At that
D71351 -         time Bill used the metaphor -- asking why doesn't somebody
D71352 -         just...
D71354 -                               ..
D71355 -                              Throw a match on it!!
D71356 -
D71357 -         ...while, also, asking about frustrations from failing to
D71358 -         deploy SDS. ref SDS 17 0007
D71360 -          ..
D71361 -         The history of civilization is very telling about the need to
D71362 -         be patient, strong and ready to go...
D71363 -
D71364 -                            When the light turns green!!
D71365 -
D71366 -         ...allowing new tools and methods to advance, as noted on
D71367 -         000309. ref SDS 30 UW6L A few months later, on 000716
D71368 -         Professor Ransdell pointed out that Communication Metrics
D71369 -         implemented by SDS is ambitious, and so we must expect that
D71370 -         acceptance will be slow, ref SDS 34 7838, as it has been for
D71371 -         all foundational advances, reported on 991108, reviewing
D71372 -         alphabet technology. ref SDS 28 2277
D71373 -
D71374 -               [On 040330 Gary receives "good to go" -- the "light
D71375 -               turns green" on using SDS for Com Metrics to deliver
D71376 -               "intelligence" anytime, anywhere on the Aerospace company network.
D71377 -               ref SDS 95 OP5I
D71379 -          ..
D71380 -         When times are good with money coming in, vigilence wains and
D71381 -         withers under the attitude that good management is redundant,
D71382 -         unnecessary overkill.  It is difficult to concentrate on
D71383 -         improvement because success creates a paradigm that there is
D71384 -         nothing to improve.  Everybody is living in the moment, like
D71385 -         the infamous, lazy grasshopper, who ignored warnings of the
D71386 -         industrious ant to invest sunshine profits for a rainy day,
D71387 -         because the top consultants said it is faster, easier and
D71388 -         cheaper to use "feel good" management, reported on 911123.
D71389 -         ref SDS 2 1331  As noted on 001101 there is an overwhelming
D71390 -         tendency toward laziness that uses bad management, ref SDS 35
D71391 -         4O5K, reviewed more recently on 010908. ref SDS 49 YF5O
D71392 -
D71393 -             [On 011010 ant and grasshopper need to discuss
D71394 -             intelligence to avoid future calamities. ref SDS 56 PG4K
D71396 -              ..
D71397 -             [On 011211 sunshine profits guide lazy grasshopper to
D71398 -             ignore industrious ant. ref SDS 68 T641
D71400 -          ..
D71401 -         Survival motivates change.
D71403 -          ..
D71404 -         National security threats reported on 010911, ref SDS 50 0001,
D71405 -         and a declining economy are presenting problems people cannot
D71406 -         solve with current practices, reported on 001207, ref SDS 37
D71407 -         V54M, and so provide enabling forces to transition from an
D71408 -         information age to a culture of knowledge, as called out on
D71409 -         001105, ref SDS 36 H54K, and explained in POIMS.
D71410 -
D71411 -             [On 011121 discussed with Doug Engelbart enabling forces
D71412 -             gathering for KM. ref SDS 62 H67I
D71414 -          ..
D71415 -         Enabling forces for KM were listed on 010420 in connection
D71416 -         with reviewing efforts by Jeff Conklin to promote
D71417 -         organizational memory. ref SDS 41 YY5J  Loss of confidence in
D71418 -         IT was cited in discussions with DOD on 010912 as enabling
D71419 -         condition for SDS. ref SDS 45 Q96H
D71420 -         ..
D71421 -         This supports Gary's optimism for the future.
D71422 -
D71423 -             [On 011102 explained need for leadership with broader
D71424 -             vision to help people overcome ignorance, fear and denial
D71425 -             that blocks the path through a window from the box of IT
D71426 -             to a culture of knowledge. ref SDS 59 UG6F
D71427 -
D71428 -             [On 011120 enabling forces discussed with Doug.
D71429 -             ref SDS 62 H67I
D71430 -
D71431 -
D71432 -
D71433 -
D71434 -
D71435 -
D71436 -
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D71438 -
D71439 -
D71440 -
D71441 -
D71442 -
D715 -