CONTACTS 

SUBJECTS
Transform Retool Skills and Culture Frustrating Takes Time Not Easy

2003 -
2003 -    ..
2004 - Summary/Objective
2005 -
200501 - Follow up ref SDS 72 0000. ref SDS 71 0000.
200502 -
200503 - Angry complaint that Rod does not read carefully to understand intent
200504 - of correspondence reflects laziness, and limited time by reader, and
200505 - limited time by writer. ref SDS 0 GP4N   Supports Drucker's analysis
200506 - that communication is complex. ref SDS 0 N26N  Frustrations about slow
200507 - progress that takes 50 years for transformation. ref SDS 0 WH9I  Email
200508 - is treated like conversation that assumes real time situational
200509 - awareness of context that is often interrupted, causing angry
200510 - frustrations. ref SDS 0 N26M  Communication Metrics can help increase
200511 - comprehension, and understanding of correleations, implications and
200512 - nuance to reveal hidden, unstated intentions, shown by this record.
200513 - ref SDS 0 N29L  SDS improves common managemnet tasks everybody is
200514 - already trying to perform like keeping a schedule, and preparing a
200515 - diary. ref SDS 0 3B5H   SDS adds integration that adds value to
200516 - familiar management practices. ref SDS 0 OE4K  Other SDS features for
200517 - saving lives, time, and money apply uncommon sense for working
200518 - intelligently which are counterintuitive. ref SDS 0 FO3H
200519 -
200520 -
200521 -
200522 -
200524 -  ..
2006 -
2007 -
2008 - Progress
2009 -
200901 - Anger People Read Understand Different from Intentions Frustrating
200902 - Transform Retool Skills and Culture Frustrating Takes Time Not Easy
200903 - Email Understood Differently from Writer's Intention Mad Frustration
200904 - Time Limited Intent Email Understood Differently from Writer's Intent
200905 -
200906 - Received ref DRT 1 0001 dated yesterday 041109, and responding to my
200907 - letter the day before on 041108. ref SDS 72 A64K
200908 -
200909 -    1.  [Your letter quoting my letter, and asking...]
200910 -
200911 -            "...if I read the context correctly.  I *think* there is
200912 -            only 1 conference." is not clear.  Can you give a referent,
200913 -            and explain the problem more fully?
200915 -         ..
200916 -    2.  Do you ever actually *read* emails?! ref DRT 1 HU6F
200918 -         ..
200919 -    3.  The spelling corrections involve GameSpace vs.  GivingSpace,
200920 -        and you don't know what I am talking about? ref DRT 1 QU6I
200922 -  ..
200923 - Anger and frustration by writers that readers did not accurately
200924 - understand intent is a constant challenge of verbal and written
200925 - communication.  Drucker says people have given up trying to solve the
200926 - problem of meaning.
200928 -  ..
200929 - Apart from momentary frustration about overlooked implications in
200930 - email, Gary's letter today is a major review of prior marketing
200931 - strategy and plans....
200932 -
200933 -            Strategy for 3 layer
200934 -            architecture..................... 040102, ref SDS 59 8Q3N
200936 -             ..
200937 -            Marketing plans for
200938 -            disruptive technology
200939 -            with composite business
200940 -            model............................ 040229, ref SDS 63 DU4G,
200942 -             ..
200943 -            Advertising based on SDS
200944 -            Internet assets.................. 040927, ref SDS 66 W49I
200945 -
200947 -  ..
200948 - Submitted ref DIT 1 0001 saying in part...
200949 -
200950 -    In my case, I don't always read carefully nor listen well due to
200951 -    limited time, expertise, and interest.  Sometimes, I am so focused
200952 -    on my own viewpoint that I overlook important ideas others present.
200953 -    Sometimes unrelated events force a momentary mental perspective
200954 -    that draws meaning that was not intended.  These factors make
200955 -    understanding intent and meaning of email more difficult for me
200956 -    than for others who take time for careful deliberation. ref DIT 1
200957 -    PH5O
200959 -         ..
200960 -        [...see below more answering complaint about poor reading and
200961 -        responding incorrectly to correspondence due to limited time,
200962 -        which can be solved in some respects using SDS. ref SDS 0 N26M
200964 -  ..
200965 - Gary's letter on 011210 noted that fundamental change takes 50 years.
200966 - ref SDS 48 R66K  Frustrations waiting for enabling forces to align,
200967 - reflected by the saying "...waiting for the water to boil," was
200968 - discussed on 040229, ref SDS 63 JB63, based in part on Gary's research
200969 - submitted on 020214 cited Howard Aiken's concern that good ideas are
200970 - resisted. ref SDS 61 N87M  Review at that time on 040214 shows that
200971 - years 1... 48 in transformation to disruptive technologies often looks
200972 - like "failure," ref SDS 61 3Z9H, because opportunity comes in
200973 - coveralls and looks like work, reviewed on 990527, ref SDS 34 KS4O,
200974 - cause mounting frustration, which Gary reports today, per below.
200975 - ref SDS 0 KM4W
200977 -  ..
200978 - Frustration with slow progress marketing disruptive technology seems
200979 - evident in Gary's letter througout...
200981 -                     ..
200982 -                    [On 041111 transformation disruptive technologies
200983 -                    reviewed again. ref SDS 73 XS9R
200985 -                 ..
200986 -            1.  Must convince people SDS new
200987 -                way of working is a better
200988 -                way to save lives, time and
200989 -                money................................. ref SDS 0 KM6S
200991 -                 ..
200992 -            2.  SDS supports management
200993 -                tasks familiar to everyone............ ref SDS 0 OE6K
200995 -                 ..
200996 -            3.  Integrating familiar tasks
200997 -                provides powerful self-evident
200998 -                benefits; SDS implementation is
200999 -                counterintuitive...................... ref SDS 0 FO6L
201001 -                 ..
201002 -            4.  Agendas for meetings are fast,
201003 -                easy, practical and effective;
201004 -                SDS grows desire to use good
201005 -                management............................ ref SDS 0 KM7W
201007 -                 ..
201008 -            5.  Follow up on action items fast,
201009 -                easy, and effective because a
201010 -                little intelligence goes a long
201011 -                way in a big organization; SDS
201012 -                SDS grows demand for good
201013 -                management............................ ref SDS 0 KM4Q
201015 -                 ..
201016 -            6.  Intelligence generally supports
201017 -                all aspects of management............. ref SDS 0 KM4W
201019 -                 ..
201020 -            7.  SDS makes good management fast
201021 -                and easy, but waiting for water
201022 -                to boil on transformation is
201023 -                frustrating........................... ref SDS 0 KN8V
201025 -                 ..
201026 -            8.  Drucker's ideas on good
201027 -                management are rarely
201028 -                implemented........................... ref SDS 0 KO3Q
201030 -                 ..
201031 -            9.  Selling products for a new
201032 -                way of working is not easy
201033 -                because people revert to
201034 -                comfortable habits.................... ref SDS 0 KO5S
201036 -                 ..
201037 -           10.  SDS support for augmenting
201038 -                intelligence is hard for
201039 -                customers to grasp.................... ref SDS 0 KO4X
201040 -
201042 -  ..
201043 - Email is often treated like conversation, which aims largely to
201044 - entertain, reported on 991108. ref SDS 38 4505
201046 -  ..
201047 - References to context and support that clarify meaning of intent are
201048 - omitted from email to save time and make communication more dynamic,
201049 - impressive, and persuasive, like actual conversation.  Writers
201050 - reasonably assume awareness of omitted context due to near term
201051 - enagagement, e.g....
201052 -
201053 -         •  Hey, we just talked about this on the phone, so why do I
201054 -            have to repeat myself?
201056 -             ..
201057 -         •  Hey, I answered your letter about xyz, so you shudda known
201058 -            what I meant!
201060 -  ..
201061 - The letter today answering Gary says in part...
201062 -
201063 -    When there is enough time and opportunity to investigate it helps
201064 -    to write up first impressions and think about correlations,
201065 -    implications and nuance based on remembering prior related work.
201066 -    ref DIT 1 SA6L  This often leads to communication asking a lot of
201067 -    questions, which sometimes seem silly and frustrating to others,
201068 -    but sharpen and refine accuracy, noted by Grove in his book "Only
201069 -    the Paranoid Survive," reviewed on 980307. ref SDS 33 3668
201071 -     ..
201072 -    Thinking through writing (explained in POIMS, ref OF 7 3742, aids
201073 -    memory and communicating that help remove ambiguity of mental maps
201074 -    for readers and listeners, ref DIT 1 YP7N, even though often there
201075 -    is no ambiguity by the source, as indicated in your letter on
201076 -    041109. ref SDS 0 GP4N
201078 -     ..
201079 -    In some cases, understanding can be difficult due to complexity,
201080 -    and awkward construction.  Feedback to obtain clear, concise, and
201081 -    complete explanations sometimes solve these problems. ref DIT 1
201082 -    XW8I
201084 -  ..
201085 - Limited time prevents writing out references and background to aid
201086 - understanding intent using popular technologies.  SDS explicit links
201087 - make adding citations fast and easy, which helps avoid error from
201088 - ambiguity cited by Grove, ref SDS 33 3668, but this is a new way of
201089 - working that takes time for transformation.  Readers may have
201090 - sufficient experience for context without adding references, but are
201091 - lazy and so fail to invest enough time for the mind to grasp on first
201092 - impression implied references intended but not presented by the
201093 - writer.  On 010908 Jack Park described how laziness prevents readers
201094 - from following a writer's intent, thus missing critical context.
201095 - ref SDS 45 M65K  Like writers, readers may be hurried.  Limited time
201096 - prevents checking the record, and limited span of attention prevents
201097 - checking the record later when more time is available to discover
201098 - context that makes meaning clear.  Readers may not have time nor the
201099 - inclination to maintain a record that enables review to understand
201100 - context.  If readers write things down they may not be able to access
201101 - relevant records for accurate understanding in time to respond.
201102 - Readers may have been forced by circumstances to experience
201103 - intervening events that altertered situational awareness which would
201104 - otherwise reasonably be expected by a writer.  SDS makes this fast and
201105 - easy but transformation takes time.
201107 -  ..
201108 - These vageries of understanding, also, cited in POIMS on weaknesses of
201109 - email, ref OF 4 CZ6K, support Peter Drucker's lament that people have
201110 - given up on improving communication, because accurately understanding
201111 - meaning in relation to intention is complex, and therefore difficult,
201112 - reviewed on 931130. ref SDS 9 3851
201114 -  ..
201115 - SDS supports Communciation Metrics to improve chances of clear,
201116 - concise, complete communication, reported on 950327, ref SDS 13 WO9P,
201117 - and further defined in NWO. ref OF 12 5832  This method aids reading
201118 - comprehension of correlations, implications, and nuance by adding
201119 - intelligence support to management, explained in POIMS, ref OF 4 07FE,
201120 - and also aids writing comprehensiveness by performing eight (8) steps
201121 - listed in the record on 950204. ref SDS 12 4995  Gary is familiar with
201122 - benefits Communication Metrics shown by planning in his letter to
201123 - Boeing on 040402. ref SDS 64 TO8V
201124 -
201125 -
201126 -
201127 -
2012 -

SUBJECTS
Schedule Diary Common Management Tasks Everyone Tries to Use Integra

3303 -
330401 -         ..
330402 -        Management Common Practices Supported by SDS
330403 -        Schedule Diary Common Management Steps Everyone Tries to Use
330404 -
330405 -
330406 - Gary's letter continues...
330407 -
330408 -    4.  Your letter further says in part...
330409 -
330410 -            Accordingly, SDS is a new way of working "intelligently"
330411 -            not because people don't know about the steps and are not
330412 -            in varying degrees trying to perform them. ref SDS 72 KC3X
330414 -         ..
330415 -    5.  We are *not* in a situation where everyone is familiar with and
330416 -        wants to implement the processes and procedures that we
330417 -        support, we have to convince people that "a new way of working"
330418 -        has sufficient merit to warrant the organization making the
330419 -        efforts required to adopt them. (Don't even get me started on
330420 -        the degree to which getting procedures implemented fails.),
330421 -        ref DRT 1 SN6L
330423 -  ..
330424 - Gary makes a good point that SDS is a "new way of working," noted by
330425 - Morris on 911123. ref SDS 5 0477  On 970603 Dave Vannier at Intel
330426 - noted SDS enables good management everybody is already trying to
330427 - perform. ref SDS 27 4528  On 991025 Peter Drucker reported in an
330428 - article that technology can routinize support for cognitive science to
330429 - enable good management. ref SDS 37 0785
330430 -
330431 -        [On 030407 Gary discusses conventional IT methods people try to
330432 -        use for Knowledge Management, ref SDS 54 234G and he lists
330433 -        other software programs he has been using for daily management,
330434 -        prior to learning SDS. ref SDS 54 6Q4H
330436 -  ..
330437 - POIMS explains technology support for cognitive processes to manage
330438 - time and information consistently. ref OF 3 015M and ref OF 3 2D4M
330439 -
330440 -        [On 050218 NWO was updated with explanation of "cognitive
330441 -        overhead" that is a familiar term to a few people working in
330442 -        management consulting, Knowledge Management, and technology for
330443 -        hypermedia circles. ref SDS 81 PPSQ
330445 -         ..
330446 -        [On 050517 PhD student requests assistance for paper on
330447 -        cognitive overhead following referral by professor and
330448 -        management consultant, indicating SDS and Communication Metrics
330449 -        are beginning to penetrate the academic market, at this stage
330450 -        as a matter of awarenss. ref SDS 84 NG5J
330452 -  ..
330453 - Earlier, on 950927 Dave Vannier reported that Intel gave up trying to
330454 - develop technology for good management, which he defined in an article
330455 - published by Byte. ref SDS 17 7732  In the Byte article, reviewed on
330456 - 910418, Dave summarized common management tasks of scheduling and
330457 - writing things down in a notebook to document daily work for better
330458 - memory and communication with colleagues.  Covey lists keeping a
330459 - journal as a good practice for highly successful people, reviewed on
330460 - 921205. ref SDS 6 1121  On 890908 Morris described using a notebook to
330461 - write things down. ref SDS 2 HJ4J  On 010110 Morris explained that
330462 - Microsoft has powerful software programs to accomplish Intel's goals
330463 - with Powerpoint to summarize meetings; a schedule to plan the work, a
330464 - journal and email with wordprocessing to document what gets done,
330465 - write reports and letters, and a spreadsheet to organize mathematical
330466 - and other tasks like action items. ref SDS 39 1609
330468 -  ..
330469 - This background shows that people are familiar with major parts of
330470 - SDS, as set out in the letter on 041108. ref SDS 72 KC3X  Bridge
330471 - concepts from familiar practices to SDS support for working
330472 - intelligently are listed on 010730. ref SDS 44 2O6I
330474 -  ..
330475 - The letter to Gary says today...
330476 -
330477 -    As Grove notes, people perform common tasks SDS supports to think,
330478 -    remember and communicate in varying degrees, though not with the
330479 -    power enabled by SDS, ref OF 7 3742, as set out in POIMS.
330480 -    ref DIT 1 4K8N
330482 -     ..
330483 -    These underlying practices support a great many tasks listed in
330484 -    your letter on 041109, ref SDS 0 KM9U, and summarized by the notion
330485 -    of leveraging intelligence, ref DIT 1 4PVU, based on the scope
330486 -    listed in NWO. ref OF 11 LW5I
330488 -     ..
330489 -    What are the things SDS does that people are already doing?
330490 -    ref DIT 1 G14J
330492 -     ..
330493 -    We say people are biologically wired to plan, perform, and report
330494 -    to work "intelligently" using innate capacities to think, remember,
330495 -    and communicate.  SDS leverages these practices to make working
330496 -    intelligently faster, better cheaper. ref DIT 1 GM4M
330498 -  ..
330499 - What's new in SDS is integration so that each task supports the other,
330500 - using a "plan, perform, report" intelligence process. see POIMS
330501 - ref OF 6 6649  "Plan, perform report" is familiar to researchers and
330502 - developers, but, so few scientists use the scientific method that
330503 - "working intelligently," explained in POIMS, ref OF 3 1X6G, probably
330504 - is a new process, as Gary notes.
330506 -         ..
330507 -        [On 041213 Thomas Edison is credited with making capture and
330508 -        use of contemporaneous documentation a popular practice for
330509 -        engineers and developers. ref SDS 77 DK4N
330511 -  ..
330512 - Integration enables consistency called out by Drucker, and described
330513 - in POIMS as "harmony" that balances efforts. ref OF 4 8559  Linking
330514 - information is not new.  Jeromy Campbell notes that people innately
330515 - connect new information with what we already know, commonly called
330516 - "intelligence," reviewed on 900303. ref SDS 3 6006  SDS makes it fast
330517 - and easy to preserve links people are already making based on
330518 - situational awareness.  Even though external linking is new, a lot of
330519 - this is accomplished without extra time nor effort, simply by using
330520 - SDS according to the design, as called out in POIMS. ref OF 5 1103
330522 -  ..
330523 - If people simply did this, they would benefit from added value using
330524 - SDS without capabilities that extend traditional management practice,
330525 - as noted by Gary on 040227. ref SDS 62 RH6K  An example is the report
330526 - on 040203. ref SDS 60 NB6G
330527 -
330528 -
330529 -
330530 -
3306 -

SUBJECTS
New Way Working Convert Schedule to Diary SDS Counterintuitive Conve
SDS Composite Business Model Product and Serivce Like IBM Sells Solu
New Way Thinking Through Writing Write Story to Construct Meaning Co
Subjects Complex Manage Context Discover Correlations Implications N
Summarize Perspective Understanding Save Time Managing Details Linke
New Way Working Plan Perform Report Look Before You Leap Schedule Dr
Facilitate Meetings Be Prepared Writing Record Organizational Memory
Flexible Structure Enables New Way Working Thinking Through Writing
SDS Innovation Dynamic Linking with Organic Subject Structure in SDS
Analysis Work Intelligently Connect Dots Add Alignment Discovery to
Schedule Diary Common Management Tasks Everyone Tries to Use Integra
Innovation Loop Counterintuitive Programmers Don't Know What to Prog

9114 -
911501 -         ..
911502 -        Convert Schedule to Diary Recycle Intellectual Capital
911503 -        SDS Functions and Processes New Way of Working Schedule Diary
911504 -        New Way Working SDS Counterintuitive Convert Schedule to Diary
911505 -        Integrating Time and Information to Grow Knowledge New Process
911506 -
911508 -  ..
911509 - Gary's concern that SDS enables a new way of working is correct.
911510 - ref SDS 0 KM6S
911511 -
911512 -               [On 041118 list SDS support for dreams and goals people
911513 -               care about to improve accuracy and creativity on saving
911514 -               lives, time, and money. ref SDS 74 WE4O
911516 -  ..
911517 - SDS features to improve speed, accuracy and ingenuity are self-evident
911518 - and, also, distant to most people, indicated by Murray Altheim's
911519 - letter on 020820. ref SDS 52 O1QQ  This is especially so because the
911520 - process of converting information into knowledge is counterintuitive,
911521 - reported on 910529. ref SDS 4 9989  In the beginning, this makes
911522 - working intelligently seem alien, foreign, and funny, reported on
911523 - 990713. ref SDS 35 2150  Since people like to work on familiar things
911524 - in familiar ways, reported by Grove on 980307, ref SDS 33 1657, there
911525 - are no current requirements, reported on 041004, ref SDS 67 W86F,
911526 - because these are new capabilities that apply uncommon sense, listed
911527 - on 000829, ref SDS 41 IW5G, include...
911528 -
911529 -            1.  SDS record design provides a foundation for augmenting
911530 -                intelligence to work quickly and accurately, which
911531 -                heightened ingenuity.  As explained on 890523, unique
911532 -                line identification provides precise location, and
911533 -                flexible structure to integrate management of people,
911534 -                references, time, and information. ref SDS 1 P13O
911535 -                Record segments add WBS support for the organic
911536 -                structure of knowledge that enables granular
911537 -                presentation of meaning.
911539 -                 ..
911540 -            2.  Converting a Schedule with plans for performing the
911541 -                work, e.g., an agenda for a meeting, into a diary that
911542 -                uses the plan for an outline to perform and report on
911543 -                the work that develops action items for follow up.
911545 -                 ..
911546 -            3.  Converting a Diary with an outline and report on what
911547 -                was performed, into a Schedule with a plan for follow
911548 -                up on action items, e.g., an agenda for a meeting.
911550 -                 ..
911551 -            4.  Organizational memory is not a new phrase; paperless
911552 -                office and virtual office are not new goals for using
911553 -                computers.  SDS accomplishes a large share of these
911554 -                goals.  Common storage positions everything in the
911555 -                right place at the right time for precision access,
911556 -                cited on 010425. ref SDS 43 EP7F  Explicit links
911557 -                provide granular addressability in a multi-dimenational
911558 -                Knowledge Space of flexibile structure using automatic
911559 -                and dynamic links.  A robust grammar converts
911560 -                traditional literacy into a new way of working
911561 -                intelligently. as defined in NWO. ref OF 11 A56M  Work
911562 -                product for organizational memory is new, unique SDS
911563 -                capability. ref OF 11 PWVQ
911564 -
911565 -                   [On 041118 telecon Woody, Gary, Gil discussed SDS
911566 -                   features that are not common requirements in
911567 -                   industry; Gil feels company should be proactive
911568 -                   making people aware of features for saving time and
911569 -                   money. ref SDS 74 KU85
911571 -                    ..
911572 -                   [On 041210 Gary reports that people have given up on
911573 -                   achieving a paperless office paradigm, and so feel
911574 -                   offended when this idea is encountered. ref SDS 76
911575 -                   ZX62
911577 -                    ..
911578 -                   [On 050208 Henry indicated that Doug has been
911579 -                   thinking about organizational memory for a long
911580 -                   time. ref SDS 80 OV32
911582 -                    ..
911583 -                   [On 080422 Gary describes SDS design applies a
911584 -                   theory of knowledge and work product demonstrates
911585 -                   unique ability to perform. ref SDS 85 054Y
911587 -                 ..
911588 -            5.  Linking automatically back to original sources provides
911589 -                accurate, timely, and consistant traceability to
911590 -                orginal sources at a granular level, which strengthens
911591 -                requirements for good management practice, called out
911592 -                by standards reported on 950721. ref SDS 16 1740
911593 -
911594 -                   [On 030627 Gary commented on advantages of SDS
911595 -                   design for automatic linking. ref SDS 56 0001
911597 -                 ..
911598 -            6.  Linking dynamically to construct connections for the
911599 -                chronology of cause and effect backward and forward in
911600 -                time that verifies and preserves accuracy, and
911601 -                discloses relevant knowledge in time to avoid mistakes
911602 -                and capitalize on opportunities is new; on 050303 time
911603 -                to find relevant sources for constructing SDS links was
911604 -                reduced by reducing time to find a subject down to 1
911605 -                second. ref SDS 82 C16D  This significantly improves
911606 -                conventional methods reported on 020820. ref SDS 52
911607 -                O1QQ
911609 -                 ..
911610 -            7.  Headlines are similar to practices in newspapers,
911611 -                magazines, and legal briefs, and similar to chapter
911612 -                headings in a book, but is a new practice for deeper
911613 -                understanding, commonly associated with meditation.
911615 -                 ..
911616 -            8.  Filing and organizing are familiar terms and practices,
911617 -                and Context Management is a familiar phrase, but
911618 -                investing time to construct a dynamic, organic
911619 -                structure of subjects, and to enter subjects and
911620 -                functions to Control Fields at a granular level is a
911621 -                new way of working for finding accurate information
911622 -                when critical details are needed rather than rely on
911623 -                erroneously remembering the gist of the story.
911625 -                 ..
911626 -            9.  Analysis, documentation, and audit trail are familiar
911627 -                terms prescribed for management, research, military
911628 -                intelligence, finance, and other work roles.  Routinely
911629 -                writing things down and linking things up to create an
911630 -                audit trail of causation from meetings, calls, and
911631 -                documents is a new way of working using SDS to perform
911632 -                eight (8) steps of Communication Metrics, listed in
911633 -                POIMS. ref OF 6 685K  Synergy from Context Management
911634 -                in para 5, ref SDS 0 FO5Q, and precision access using
911635 -                and creating connections by linking things up discovers
911636 -                correlations, implications and nuance for objectives,
911637 -                requirements, commitments, and history before taking
911638 -                action, explained on 001219, ref SDS 42 FV62, and
911639 -                ref SDS 42 QO4Q, and as called out by Covey, reported
911640 -                on 921205, ref SDS 6 2231  These steps seem awkward at
911641 -                first, despite strong cultural influences, like Hansel
911642 -                and Gretle, to think ahead, e.g., "look before you
911643 -                leap," and "be prepared."  The biological drive to
911644 -                react in the moment out of habit, rather than study,
911645 -                deliberate, and report, makes "analysis" a new way of
911646 -                working to invest intellectual capital, as further
911647 -                explained in POIMS. ref OF 5 2300
911649 -                 ..
911650 -           10.  Feedback to verify accuracy is not new, but is very
911651 -                hard for people to emotionally accept, explained in
911652 -                NWO, ref OF 12 2670, and illustrated by the record on
911653 -                961017, ref SDS 24 2863, and, also, by the record of
911654 -                discussion with Morris on 020107. ref SDS 49 HS6G
911655 -
911656 -
911657 -
911658 -
911659 -
9117 -

SUBJECTS
Agendas for Meetings Improve Management Productivity Faster Easier U
Boy Scout Napsack Analogy Shows Technology Enables More People to Us
Schedule Diary Common Management Tasks Everyone Tries to Use Integra
Good Management People Care About But Resist Improvement
Synergy Between Reducing Effort Leading to Increase use Good Practic

AE07 -
AE0801 -         ..
AE0802 -        Agenda Meetings Faster Easier Using SDS
AE0803 -        Good Management Consistently Depends on Reducing Time for Tasks
AE0804 -        Meeting Productivity Falls to Entropy with Traditional Methods
AE0805 -
AE0806 -
AE0807 - Gary continues...
AE0809 -         ..
AE0810 -    6.  I disagree with assertions, ref DRT 1 IX8G, in your letter
AE0811 -        that...
AE0813 -             ..
AE0814 -            Willingness to use good management comes from getting
AE0815 -            support for good management that enables people to get
AE0816 -            things done within the time available.  This is the
AE0817 -            "deliver the goods" component of marketing, discussed on
AE0818 -            040927, ref SDS 66 RH7W, that provides relentless pressure
AE0819 -            by" showing the product," also discussed on 040927.
AE0820 -            ref SDS 66 KF9M
AE0822 -         ..
AE0823 -    7.  What evidence is there to support the contention that good
AE0824 -        tools result in willingness to use them, correctly, and for the
AE0825 -        purpose intended? "Willingness to use good management" has next
AE0826 -        to nothing to do with tools as evidenced by the fact that there
AE0827 -        is so little "good management" even when better management
AE0828 -        requires *no additional tools*. ref DRT 1 IX9G
AE0830 -         ..
AE0831 -    8.  SDS is *not* required to prepare an agenda for a meeting and
AE0832 -        deliver it to the attendees in advance, as virtually all
AE0833 -        directions of running meetings require, and yet agendas
AE0834 -        delivered before the meeting are a rarity rather than the norm.
AE0835 -        ref DRT 1 YX9O
AE0836 -
AE0837 -            [...see above letter responding to Gary on SDS support for
AE0838 -            common management practices. ref SDS 0 4PVU
AE0840 -  ..
AE0841 - NASA Chief Administrator and Director testified before Congress on
AE0842 - 030826 that people ignore regulations for good management if they are
AE0843 - difficult to accomplish.  Making good management easier therefore
AE0844 - increases the supply of people willing to make the effort. ref SDS 57
AE0845 - 8K4G
AE0847 -  ..
AE0848 - Requirements for conducting productive meeting are specified in the
AE0849 - record on 020217, when Gary asked what SDS does that people care
AE0850 - about. ref SDS 51 1332  At that time, the Boy Scout napsack analogy
AE0851 - was cited showing technology increases demand for good management by
AE0852 - reducing the level of effort and diligence, ref SDS 51 G63J, based on
AE0853 - prior work reported 990816. ref SDS 36 2880
AE0855 -  ..
AE0856 - "Willingness" discussed in Gary's letter today is discussed in NWO on
AE0857 - the role of technology to boost diligence. a ref OF 12 PQ4M
AE0858 - Generally, tools that make work faster and easier increase the amount
AE0859 - of the work people are willing to perform.
AE0861 -  ..
AE0862 - The letter today answering Gary's letter says in part...
AE0863 -
AE0864 -    So, for example, people commonly strive for better "listening,"
AE0865 -    being more diligent, and exercising "due diligence." ref DIT 1 HZ4L
AE0866 -    SDS helps meet these demands by enabling people to construct an
AE0867 -    external rendering of "knowledge" that expands the practice of
AE0868 -    constructing an external rendering of "information" using alphabet
AE0869 -    technology. ref OF 6 OC9O
AE0871 -     ..
AE0872 -    Certainly, you are correct that nobody who is not using SDS is
AE0873 -    presently doing this.  Experience shows that listening to
AE0874 -    understand and follow up is aided by SDS. ref DIT 1 ML5M
AE0876 -         ..
AE0877 -        [...see below SDS support for new way of working not supported
AE0878 -        by other methods. ref SDS 0 FO3H
AE0880 -         ..
AE0881 -        [...see below SDS support for listening. ref SDS 0 X63N
AE0883 -  ..
AE0884 - Gary notes that SDS is not required to develop an agenda.  So, too, a
AE0885 - shovel is not required to dig a ditch.  Experience shows that better
AE0886 - technology enables people to dig more and better ditches.  Since SDS
AE0887 - makes creating agendas faster and easier, we should get more and
AE0888 - better agendas, because, when tasks are faster and easier, laziness,
AE0889 - cited on 010908 for restraining productivity, ref SDS 45 0001, can be
AE0890 - overcome to some degree.  Transformation to disruptive technologies
AE0891 - take time, per above. ref SDS 0 WH9I
AE0893 -              ..
AE0894 -             [On 041111 transformation disruptive technologies reviewed
AE0895 -             again. ref SDS 73 XS9R
AE0897 -              ..
AE0898 -             [On 050303 finding subjects was made faster and easier,
AE0899 -             leading to increase in working intelligently. ref SDS 82
AE0900 -             WW4O
AE0902 -  ..
AE0903 - SDS makes creating a useful agenda faster and easier than using other
AE0904 - tools and methods, cited by USACE in a report on 970328. ref DRP 5
AE0905 - 6172 and, ref DRP 5 0411
AE0906 -
AE0907 -        a.  The common practice of meeting without a published agenda,
AE0908 -            cited in the literature and noted by Gary today,
AE0909 -            ref SDS 0 KM9U, is improved by SDS support for timely,
AE0910 -            thorough capture of the record, and adding intelligence to
AE0911 -            find details faster and easier when needed, based on
AE0912 -            situational awareness.  Analysis from thinking through
AE0913 -            writing in SDS improves memory for discussion in meetings.
AE0914 -            ref OF 7 3742  SDS tools for precision access enable
AE0915 -            timely, thorough review, also, set out in POIMS.
AE0916 -            ref OF 6 KH8J  Review necessarily improves the quality of
AE0917 -            meetings held without a published agenda.  On 041015 Gary
AE0918 -            related experience on defense contract showing management
AE0919 -            is so busy they don't have time to think, ref SDS 68 OM7Y,
AE0920 -            which aligns with prior reporting on 970910. ref SDS 30
AE0921 -            3479  When there is not enough time to think, there is not
AE0922 -            enough time to research, prepare, and distribute an agenda
AE0923 -            that enables people to be prepared, so that meetings and
AE0924 -            management is productive.
AE0926 -             ..
AE0927 -        b.  SDS support for command and control of the work, explained
AE0928 -            in POIMS, ref OF 7 1113, makes good management fast and
AE0929 -            easy preparing a useful agenda for productive meetings
AE0930 -            based on the record of prior work, e.g., meetings, calls,
AE0931 -            and documents.  USACE reported on 961127 that Communication
AE0932 -            Metrics makes meetings productive, and this is self-evident
AE0933 -            from attending meetings supported by SDS. ref SDS 25 0001
AE0935 -             ..
AE0936 -            Command and control is possible using other tools, but it
AE0937 -            is a lot of hard work, reported on 000307, ref SDS 40 5182,
AE0938 -            and so is rarely done, because people don't like hard work,
AE0939 -            reported by Jack Park on 010908, ref SDS 45 0001, and shown
AE0940 -            by the record on 960205 reporting a study that found people
AE0941 -            waste 70% of the day in unproductive meetings. ref SDS 21
AE0942 -            5222  People like to work by conversation, reported on
AE0943 -            950426, ref SDS 14 4392, because "talk is cheap" when we
AE0944 -            just show up and say whatever pops into the mind at the
AE0945 -            moment.  Adding structure to make meetings productive an
AE0946 -            agenda increases time and effort exponentially using
AE0947 -            conventional methods to research and prepare agendas.  On
AE0948 -            940114 Eric Jennett, a founder of the Project Management
AE0949 -            Institute (PMI), reported that despite great attention for
AE0950 -            decades by PMI and others, no one has solved the problem of
AE0951 -            poor productivity in meetings. ref SDS 10 2290
AE0953 -             ..
AE0954 -            People can readily prepare a list of talking points with
AE0955 -            pen and paper, a typwriter, wordprocessing, or Powerpoint
AE0956 -            program, based on memory; but people cannot readily find
AE0957 -            prior work to prepare a useful agenda, illustrated by the
AE0958 -            report on 960406. ref SDS 22 5922  Preparing a useful
AE0959 -            agenda requires more than listing talking points.  Roy
AE0960 -            Roebuck listed key steps for productive meetings, reported
AE0961 -            on 020217, ref SDS 51 1332, but noted that lack of command
AE0962 -            control leads to acrimony and finger pointing. ref SDS 51
AE0963 -            9360  On 970707 USAFIT reported a study showing project
AE0964 -            management degrades to entropy because command and control
AE0965 -            of the record fails. ref SDS 28 I97N  The report on 041015
AE0966 -            that daily management does not have time to think further
AE0967 -            illustrates this challenge. ref SDS 68 OM7Y
AE0969 -             ..
AE0970 -            SDS supports precision access to find critical details
AE0971 -            quickly so that preparing an agenda based on accurate work
AE0972 -            history is fast and easy.  The SDS function F1 Shift F1
AE0973 -            that creates a new task from a prior record enables
AE0974 -            generating a useful agenda almost instantly, by using the
AE0975 -            headlines and action items from a prior meeting.  This
AE0976 -            instantaneous step provides an outline for refining the
AE0977 -            agenda based on interceding events since the prior meeting,
AE0978 -            if time is available for such effort.  SDS forward links
AE0979 -            showing actions taken that follow up prior meetings, make
AE0980 -            updating an agenda drawn from a prior meeting fast and
AE0981 -            easy.  SDS reporting using the subject index makes further
AE0982 -            research faster and easier than using other methods.  Armed
AE0983 -            with knowledge of relevant work history, people can
AE0984 -            interview key participants and stakeholders for further
AE0985 -            guidance for preparing a useful agenda that makes meetings
AE0986 -            productive.
AE0987 -
AE0988 -
AE0990 -         ..
AE0991 -        Follow Up Requires Effective Listening Aided by SDS
AE0992 -        Little Intelligence Goes Long Way in Big Organizations
AE0993 -
AE0994 -
AE0995 - Gary continues...
AE0997 -         ..
AE0998 -    9.  SDS is *not* required to do at least rudimentary follow up on
AE0999 -        action items, and yet action items, when they are tracked at
AE1000 -        all, remain undone for months at a time until they are finally
AE1001 -        Overcome By Events (OBE). ref DRT 1 LY4K
AE1003 -  ..
AE1004 - On 011006 Gary asked why projects fail, which led to discussion of
AE1005 - adding "intelligence" management. ref SDS 47 EL5F
AE1007 -  ..
AE1008 - Analysis on diligence to "be prepared" by issuing agendas, per above,
AE1009 - ref SDS 0 H58J, applies to "follow up" that makes meetings productive
AE1010 - through effective listening, reviewed on 890809. ref SDS 2 CJ9J  SDS
AE1011 - support for command and control of the work enables Communication
AE1012 - Metrics to understand and follow up listed on 950327. ref SDS 13 WO9P
AE1014 -  ..
AE1015 - The letter to Gary today cites SDS support for listening. ref DIT 1
AE1016 - HZ4L
AE1018 -  ..
AE1019 - The SDS design provides a wide range of prompts and reminders that
AE1020 - routinely bring action items into span of attention (see NWO,
AE1021 - ref OF 11 RP5J, which helps solve the weak link in knowledge work.
AE1022 - SDS enables timely, precision access to knowledge needed to take
AE1023 - effective action, illustrated by this record following up Gary's
AE1024 - letter today.  These ingredients are missing from conventional tools
AE1025 - and practices.  Without routine prompts and precision access to
AE1026 - solutions, the "fog of war" on the job each day, explained in NWO,
AE1027 - ref OF 10 159O, causes action items to pile up under the rule of
AE1028 - entropy cited by USAFIT, reported on 970707, ref SDS 28 I97N, and
AE1029 - cited above. ref SDS 0 KU5N
AE1030 -
AE1031 -
AE1032 -
AE1033 -
AE1034 -
AE1035 -
AE1036 -
AE11 -

SUBJECTS
Intelligence Improves Everything But Denial Goes on Forever Until Pe

AF03 -
AF0401 -  ..
AF0402 - Intelligence Improves Everything; Denial Goes on Forever
AF0403 -
AF0404 -
AF0405 - Gary continues listing 4 or 5 things people can do without SDS,
AF0406 - ref DRT 1 4R5G, and then says...
AF0408 -         ..
AF0409 -   10.  I could go on forever, but the short story is that the notion
AF0410 -        that tools promote adoption of good management is simply false
AF0411 -        and doesn't accord with reality in any way.  This is more than
AF0412 -        a nit, since if we fail to understand the reality of the world
AF0413 -        we are trying to change, we will surely fail. ref DRT 1 0U6G
AF0415 -  ..
AF0416 - Knowledge Management dilemma is how to organize infinite complexity of
AF0417 - existence with the power of denial to "go on forever"
AF0419 -  ..
AF0420 - The role of technology in growing new markets by reducing the level of
AF0421 - effort to perform good management is discussed above, ref SDS 0 H58J,
AF0422 - following explanation of frustrations from slow transformation, also,
AF0423 - above. ref SDS 0 WH9I
AF0425 -  ..
AF0426 - Gary continues...
AF0427 -
AF0428 -   11.  In biology, form follows function.  In management, tools follow
AF0429 -        function.  Tools have to support activities that are actually
AF0430 -        performed or they will not be used.  Once a tool is adopted
AF0431 -        because it supports some activities already being done, the
AF0432 -        tool's features may further the adoption of other procedures,
AF0433 -        but seldom is an entire tool adopted and all of its features
AF0434 -        integrated into operation until there is a decision to
AF0435 -        implement the operations in the first place. ref DRT 1 9G6O
AF0437 -         ..
AF0438 -   12.  TOC discovered over a couple of decades that it is necessary to
AF0439 -        sell the new paradigm before the new tools will be effective.
AF0440 -        SDS has the same problem. ref DRT 1 CG7O
AF0442 -  ..
AF0443 - Gary's analysis is supported by Andy Grove at Intel who writes that
AF0444 - human biology drives people to work on familiar things in familiar
AF0445 - ways. ref SDS 32 3740  Covey proposes solving this dilemma by changing
AF0446 - bad habits into good habits, ref SDS 6 2552, but notes in the review
AF0447 - on 921205 that changing habits is difficult, for the reasons Gary
AF0448 - lists today. ref SDS 0 KN7Q
AF0449 -
AF0450 -        [...below, Gary cites T Harv Eker on human biology that drives
AF0451 -        habits. ref SDS 0 KO5S
AF0453 -         ..
AF0454 -        [...below, letter to Gary cites challenge of changing habits.
AF0455 -        ref SDS 0 7U8I
AF0457 -  ..
AF0458 - Covey proposes religion can see people through the painful process of
AF0459 - transformation by relying on the power of faith. ref SDS 6 4803  POIMS
AF0460 - technology gives faith a boost adopting good work habits by making
AF0461 - good management faster and easier, also, reviewed on 921205.
AF0462 - ref SDS 6 5553
AF0464 -  ..
AF0465 - SDS supports common practices that provide a bridge, ref SDS 0 KM6S,
AF0466 - from popular tools to support for working intelligently. ref SDS 0
AF0467 - FO3H
AF0469 -  ..
AF0470 - Analysis above on agendas and follow up for meetings discusses the
AF0471 - role of technology to increase demand for good management. ref SDS 0
AF0472 - H58J   Boy Scout napsack analogy is expanded to include willingness to
AF0473 - dig ditches increases when better tools are developed. ref SDS 0 O74L
AF0474 -
AF0475 -
AF0476 -
AF0477 -
AF0478 -
AF0479 -
AF0480 -
AF05 -

SUBJECTS
SDS Good Management Faster Easier than Using Conventional Practices
Evaluation SDS Good Management Faster Easier than Using Conventional

AP04 -
AP0501 -  ..
AP0502 - Waiting for Water to Boil is Discouraging for Disruptive Technology
AP0503 - SDS Enables Good Management Customers Need Experience Belief
AP0504 - Despair Attitudes Change When People Experience Good Management
AP0505 - Good Management Unnecessary Overkill Until Time Reduced to Volition
AP0506 -
AP0507 - Follow up ref SDS 55 7P5F, ref SDS 63 JB63.
AP0508 -
AP0509 - Gary continues...
AP0510 -
AP0511 -   13.  Your letter [on 041108] also says in part...
AP0512 -
AP0513 -            Experience indicates SDS makes "good management" faster and
AP0514 -            easier by enabling people to externalize innate cognitive
AP0515 -            functions people do all the time incorrectly, which leads
AP0516 -            folks down the wrong path, mentioned in your letter on
AP0517 -            011006. ref SDS 72 KB9U
AP0519 -         ..
AP0520 -   14.  I won't quarrel with this, as it appears to be true.  However,
AP0521 -        the decision to adopt "good management" precedes the adoption
AP0522 -        of SDS, or SDS isn't adopted.  What we call "good management"
AP0523 -        is decried by the rest of the world as "unnecessary overkill".
AP0524 -        The objections we get are *not* of the form "SDS doesn't do an
AP0525 -        adequate job of supporting organizational memory", but more
AP0526 -        "who needs that much detail when when all have the 'gist' of
AP0527 -        the story and we all know what we need to do?".  The objections
AP0528 -        are *not* that it is difficult to align the record with earlier
AP0529 -        decisions, requirements, and commitments, but that conversation
AP0530 -        is all that is important in managing knowledge.  The complaint
AP0531 -        is never that the lack of a common record fosters
AP0532 -        miscommunication and multiple different views of plans and
AP0533 -        priorities, but that there is no need for a common record,
AP0534 -        because the meeting plus the PowerPoint slides is all that is
AP0535 -        necessary. ref DRT 1 RS75
AP0537 -  ..
AP0538 - Agreement on SDS support for good management, noted in Gary's letter
AP0539 - today, provides a foundation for transformation to a new way of
AP0540 - working, reviewed on 040229. ref SDS 63 JB63
AP0541 -
AP0542 -     [On 041111 Gary submits ideas to expedite transformation.
AP0543 -     ref SDS 73 XS8V
AP0545 -  ..
AP0546 - Good management looks like unnecessary overkill, until people get
AP0547 - killed, then attitudes change; the market grows for intelligence
AP0548 - support to fill the gap in analysis, reported on 010911. ref SDS 46
AP0549 - YNGH  When business fails, people ask how to accomplish the audit
AP0550 - trail required by Enron Board of Directors, reported on 020204.
AP0551 - ref SDS 50 P49F  When engineering fails, people ask how to align
AP0552 - communication with specifications, required for the Space Shuttle.
AP0553 - ref SDS 57 8K4G
AP0555 -  ..
AP0556 - Gary continues...
AP0557 -
AP0558 -   15.  The fact that experience continues to demonstrate that none of
AP0559 -        the above is workable never seems to deter people from making
AP0560 -        the same errors on a continuing basis. ref DRT 1 EN5G
AP0562 -         ..
AP0563 -   16.  The idea that "Willingness to use good management comes from
AP0564 -        getting support for good management that enables people to get
AP0565 -        things done within the time available." is false to fact, and
AP0566 -        thereby dangerous to our success.  The desire to use good
AP0567 -        management causes the search for support that enables people to
AP0568 -        get things done within the time available.  Given the desire to
AP0569 -        use good management, then it *may* be that getting support
AP0570 -        improves the willingness, but the continuing failure to make
AP0571 -        use of the tools available well even for those tasks for which
AP0572 -        they are well suited doesn't support the hypothesis.
AP0573 -        ref DRT 1 NN5L
AP0575 -  ..
AP0576 - Transformation takes time; disruptive technologies may take 50 years,
AP0577 - discussed above, ref SDS 0 WH9I, citing Gary's letter on 040214 that
AP0578 - explains good ideas take patience and perseverence to overcome natural
AP0579 - resistance to improvement. ref SDS 61 3Z9H
AP0580 -
AP0581 -                [On 041111 transformation disruptive technologies
AP0582 -                reviewed again. ref SDS 73 XS9R
AP0584 -                 ..
AP0585 -                [On 041213 transformation slowed by dilemma; engineers
AP0586 -                feel SDS improves management but are not comfortable
AP0587 -                doing marketing to spread the news that solutions to
AP0588 -                common Knowledge Management dilemmas bring
AP0589 -                opportunities for saving lives, time, and money.
AP0590 -                ref SDS 77 PQ7M
AP0592 -  ..
AP0593 - Letter today answers Gary's letter on 041109 saying....
AP0594 -
AP0595 -    As word spreads about benefits of intelligence support, demand will
AP0596 -    grow for the benefits.  This takes time, which is frustrating
AP0597 -    "waiting for the water to boil." ref DIT 1 019G
AP0599 -     ..
AP0600 -    We can turn up the heat to reach a boil faster by adding a Windows
AP0601 -    interface, and doing things you have learned from TOC, and other
AP0602 -    sources. ref DIT 1 NJ9L
AP0603 -
AP0604 -        [...below, early adopters spread word about SDS. ref SDS 0 7U8O
AP0605 -
AP0606 -
AP0607 -
AP0608 -
AP0609 -
AP07 -

SUBJECTS
Drucker Good Ideas Provide Familiar Reference for Transformation Res

AQ03 -
AQ0401 -  ..
AQ0402 - Drucker's Good Ideas Provide Familiar Reference for Transformation
AQ0403 -
AQ0404 - Gary continues...
AQ0405 -
AQ0406 -   17.  Your letter [on 041108] also says in part...
AQ0407 -
AQ0408 -            Drucker maintains this form of analysis is essential to
AQ0409 -            meet new realities of a new world order, but further notes
AQ0410 -            that technology must aid human cognition in order to
AQ0411 -            accomplish this emerging requirement. ref SDS 72 KC3S
AQ0413 -         ..
AQ0414 -   18.  Drucker is quoted by many as a real management "guru", but how
AQ0415 -        many of his ideas are ever implemented?  Of those who claim to
AQ0416 -        use Drucker's ideas, how many have ever read his material or
AQ0417 -        required that is managers read Drucker as part of their work
AQ0418 -        assignment instead of "it would be nice if" they read him on
AQ0419 -        their own time.  Where reading *is* encouraged, how many times
AQ0420 -        is there sufficient discussion and analysis to insure that
AQ0421 -        there is shared understanding and all are "on the same page"
AQ0422 -        when it comes to implementing his ideas?  Is there a *single*
AQ0423 -        reportable instance where Drucker's (or anyone else's) ideas
AQ0424 -        have been fully implemented in an organization to the point
AQ0425 -        where they are a part of the shared core culture? ref DRT 1
AQ0426 -        RS58
AQ0428 -  ..
AQ0429 - Generally, people work to a point of least resistance, relying on the
AQ0430 - habits of a lifetime, except where express incentives direct
AQ0431 - otherwise.  Laws, regulations, contracts, policies, standards,
AQ0432 - manners, traditions, and respected authorities provide guidance with
AQ0433 - varying degrees of success in adjusting natural inclinations, called
AQ0434 - "habits," and reviewed on 921205. ref SDS 6 4803
AQ0436 -  ..
AQ0437 - Drucker is a respected voice that demands attention, along with Grove,
AQ0438 - the Tofflers, Senge, Friedman, and others.  A search on the Internet
AQ0439 - found over 2,000,000 references to Drucker.  Demonstrating alignment
AQ0440 - of SDS capabilities with goals cited by respected authorities helps
AQ0441 - some people invest time for consideration.
AQ0443 -  ..
AQ0444 - The fact that people do not implement good ideas does not justify
AQ0445 - abandoning an offer of authority for transformation, any more than to
AQ0446 - say because some people don't implement laws and regulations, and all
AQ0447 - people occassionally fall short following all the rules, justifies
AQ0448 - abandoning law making.  Advancing the practice of civilization is a
AQ0449 - constant struggle to provide guidance toward a better world.  SDS is
AQ0450 - positioned along this path.  Authorities like Drucker help light the
AQ0451 - way, which is otherwise obscured by growing complexity of daily life,
AQ0452 - noted by Drucker, reviewed on 931130. ref SDS 9 1855
AQ0454 -  ..
AQ0455 - USACE reported on 970328 that SDS intelligence support was effective
AQ0456 - in a contract to provide Communication Metrics. ref DRP 5 6172  Later
AQ0457 - on 971007 USACE issued a supplemental report that adding intelligence
AQ0458 - to management saves money at the rate of 10:1. ref DRP 6 0001
AQ0459 -
AQ0460 -
AQ0461 -
AQ0462 -
AQ05 -

SUBJECTS
Advertising Show the Product Applies SDS Internet Assets Marketing R

AR03 -
AR0401 -  ..
AR0402 - Disruptive Technologies Require Discovery Marketing Methods
AR0403 - Advertising to Show the Product Applies SDS Internet Assets
AR0404 - Marketing Requires Advertising Showing Explaining the Product
AR0405 -
AR0406 - Follow up ref SDS 66 W49I.
AR0407 -
AR0408 - Gary continues...
AR0409 -
AR0410 -   19.  T. Harv Eker...
AR0411 -
AR0412 -           http://www.millionairemind.com/
AR0413 -
AR0414 -        ... makes the point that we have habits that cause us to do
AR0415 -        things, and habits that cause us not to do things, and that
AR0416 -        breaking the habits and the metal blueprints is a prerequisite
AR0417 -        to change.  People who deliver self-improvement seminars (or
AR0418 -        business seminars, or wealth building seminars, or software
AR0419 -        development seminars, or ...) uniformly note that a very small
AR0420 -        percentage of attendees ever actually make use of the material.
AR0421 -        ref DRT 1 RT3W
AR0423 -  ..
AR0424 - Changing habits is disruptive, reviewed above discussing biology that
AR0425 - sets human drives. ref SDS 0 KN7Q
AR0427 -  ..
AR0428 - SDS helps solve the problem Gary cites today that people rarely
AR0429 - implement new ideas drawn from professional events, by providing a
AR0430 - robust method of capturing the record and developing controllable
AR0431 - action items which can easily be linked back to original sources to
AR0432 - align implementation. (see discussion above on follow up for action
AR0433 - items. ref SDS 0 KM4Q)  An example is the seminar on 940610 that led
AR0434 - to implementing SDS at PG&E. ref SDS 11 3955
AR0436 -  ..
AR0437 - Gary continues...
AR0438 -
AR0439 -   20.  Getting a "new way of working" adopted is a *major* undertaking
AR0440 -        in changing world views, and the belief that a "better
AR0441 -        mousetrap" will be adopted, along with the changes in world
AR0442 -        view needed to use it properly, will occur just because the
AR0443 -        mousetrap *is* better will prevent us from addressing the hard
AR0444 -        part of the problem. ref DRT 1 XP6I
AR0446 -  ..
AR0447 - May not neeed to change "world views," to get individual users, but it
AR0448 - wouldn't hurt.  Another perspective is that world views reflect the
AR0449 - collective weight of individuals, so attracting a lot of users, tends
AR0450 - to change world views.  Never-the-less, a viable market can grow with
AR0451 - very few people actually adopting SDS.
AR0453 -  ..
AR0454 - Gary cited the mouse trap challenge of marketing previously on 020217.
AR0455 - ref SDS 51 VG4O  At that time, points Gary raises today were reviewed,
AR0456 - e.g., marketing a new kind of technology that augments intelligence is
AR0457 - difficult because SDS does not provide a visible experience, such as a
AR0458 - faster car, brighter television, etc., were reviewed. ref SDS 51 F45I
AR0459 - Background on disruptive technologies suggested that marketing SDS
AR0460 - requires advertising to show the product, because SDS benefits are in
AR0461 - some respects self-evident, and cannot be duplicated by other means.
AR0462 - ref SDS 51 F46I  Self-evident benefits of SDS support for working
AR0463 - intelligently are also discussed above. ref SDS 0 FO3H
AR0464 -
AR0465 -     [...below, Gary makes this point again. ref SDS 0 KO4X
AR0467 -  ..
AR0468 - Gary continues...
AR0469 -
AR0470 -   21.  I would love to be able to take the "try it, you'll like it"
AR0471 -        approach to marketing SDS, but that is a demonstrable failure
AR0472 -        to date.  This has nothing to do with issues of DPS, user
AR0473 -        interface, implementation, or anything else.  I adopted SDS and
AR0474 -        stuck with it through the pain of learning because there were
AR0475 -        aspects to it that I understood well enough and wanted badly
AR0476 -        enough to be willing to endure discomfort to obtain the
AR0477 -        benefits.  Without a prior decision as to the merit of a "new
AR0478 -        way of working" tools will *not* be adopted.  Tools are adopted
AR0479 -        for use in furthering the achievement of existing goals.  Part
AR0480 -        of the sales process is leading people to the realization that
AR0481 -        they have the goals that are needed to cause them to invest the
AR0482 -        time and energy to obtain the better support that SDS offers.
AR0483 -        ref DRT 1 GQ7G
AR0485 -  ..
AR0486 - Advertising and personal explanations through professional events and
AR0487 - email supplement SDS records on the Internet for persuading customers
AR0488 - about the merits of a SDS support for a new way of working
AR0489 - intelligently.
AR0491 -  ..
AR0492 - Limited budgets require personal, "retail" advertising, discussed on
AR0493 - 040927. ref SDS 66 VI8W
AR0494 -
AR0495 -                [On 041213 transformation slowed by dilemma; engineers
AR0496 -                feel SDS improves management but are not comfortable
AR0497 -                doing marketing to spread the news that solutions to
AR0498 -                common Knowledge Management dilemmas bring
AR0499 -                opportunities for saving lives, time, and money.
AR0500 -                ref SDS 77 PQ7M
AR0501 -
AR0502 -
AR0503 -
AR0504 -
AR0505 -
AR06 -

SUBJECTS
Sel -evident Benefits SDS Faster Better Cheaper Intelligence Exposur
Capture Record Improves Knowledge Management Organizational Memory
Learn Push New Buttons Transform Information to Knowledge Like Learn
Poetry Memory Technology Improved by SDS Leverages Mental Strength I

B306 -
B30701 -  ..
B30702 - Intelligence Support Similar to Past Transformations
B30703 - Cars Driving to Store Analogy Transformation SDS Intelligence
B30704 - Self-evident Benefits of SDS Faster Better Cheaper Intelligence
B30705 - Exposure Experience Working Intelligently Grows Demand Good Management
B30706 -
B30707 - Gary continues...
B30708 -
B30709 -   22.  Your letter [on 041108] also says in part...
B30710 -
B30711 -            In either case, our concept is that people are doing all
B30712 -            the steps innately that SDS support externally, much like a
B30713 -            car enables people to go the store more often and carry
B30714 -            more stuff.  Just as people go to the store 3 or 4 times a
B30715 -            day, rather than once a week or once a month in previous
B30716 -            times. ref SDS 72 KC5X
B30718 -         ..
B30719 -   23.  Once the car was adopted, other behavioral changes occurred.
B30720 -        The car was originally considered a "newfangled contraption"
B30721 -        and its adoption was resisted by many if not most.  When
B30722 -        Federal Express tried to introduce a fax system, they failed
B30723 -        because they couldn't get people to understand why they should
B30724 -        want to get *anything* delivered faster than overnight.  I
B30725 -        still don't know what triggered the mass acceptance.
B30726 -        ref DRT 1 RQ9K
B30728 -  ..
B30729 - Some people saw a few people sending and receiving information faster
B30730 - than waiting for the mail, and this experience attracted more people
B30731 - to try fax.  Synergy of replication and reinforcement led to mass
B30732 - acceptance.
B30734 -  ..
B30735 - Challenges accomplishing transformation to SDS support for
B30736 - intelligence is reviewed above. ref SDS 0 FO3H
B30738 -  ..
B30739 - Letter today answering Gary says in part...
B30740 -
B30741 -            That's why it seems like driving a car to the store offers
B30742 -            a useful analogy.  Before there were cars, people did a lot
B30743 -            of travelling, but mostly confined to distances and loads
B30744 -            that people can accomplish with innate capacities.  Most
B30745 -            people were not doing any of the tasks involved in driving.
B30746 -            People have to learn how to start the engine, steering,
B30747 -            changing gears, using the accelerator, brakes, and turn
B30748 -            signals, turning on the radio, etc. ref DIT 1 786I  So,
B30749 -            too, SDS has powerful new functions which requires learning
B30750 -            to press a few buttons, discussed in POIMS. ref OF 7 T46O
B30752 -  ..
B30753 - On 030120 a letter to Gary explained transformation to working
B30754 - intelligently requires learning to press a few buttons, which at first
B30755 - seems awkward because people like to work on familiar things in
B30756 - familiar ways. ref SDS 53 5P49  Previously, on 951117 Doctor Brusman
B30757 - noted that SDS leverages memory like an automobile leverages physical
B30758 - strength. ref SDS 20 C24J
B30759 -
B30766 -  ..
B30767 - Letter to Gary continues...
B30768 -
B30769 -            Technology in the form of automobiles, trucks, planes,
B30770 -            trains and ships expand mobility to make travelling faster,
B30771 -            better, cheaper.  People tried technology for better
B30772 -            transportation, and then learned mechanics of
B30773 -            implementation to accomplish that benefit. ref DIT 1 H93H
B30774 -            In the beginning, not everybody is willing to try.  My
B30775 -            grandfather is an example showing that no matter how big
B30776 -            the benefits some people get so frustrated learning to
B30777 -            retool skills that they stick with what they know, reported
B30778 -            on 921217. ref SDS 7 8930
B30780 -             ..
B30781 -            Another angle on the car analogy is that the mechanics of
B30782 -            implementation remained constant once effective ergonomics
B30783 -            were discovered.  Thereafter focus has been on improving
B30784 -            the quality of functionality, i.e., better brakes, better
B30785 -            seating, etc., but the positioning of the steering wheel,
B30786 -            pedals, etc., are constant. ref DIT 1 5N5I
B30788 -             ..
B30789 -            We say that knowledge has different ergonomics from
B30790 -            information technology, and so, like learning to drive a
B30791 -            car, folks have the opportunity to benefit from a powerful
B30792 -            new technology for saving lives, time, and money by
B30793 -            learning to press a few buttons and navigate a few menus.
B30794 -            ref DIT 1 5N5I
B30795 -
B30796 -               [On 051118 discussed car analogy on level of effort
B30797 -               learning to press new buttons with Henry van Eykan.
B30798 -               ref SDS 78 AU9V
B30800 -             ..
B30801 -            We say that knowledge has different ergonomics from
B30802 -            information technology, and so, like learning to drive a
B30803 -            car, folks have the opportunity to benefit from a powerful
B30804 -            new technology for saving lives, time, and money by
B30805 -            learning to press a few buttons and navigate a few menus.
B30806 -            ref DIT 1 GQ6G
B30808 -  ..
B30809 - Gary continues...
B30810 -
B30811 -   24.  We consider that the fact that the processes we are supporting
B30812 -        are unconscious is a major asset, and yet it is a major barrier
B30813 -        to understanding for potential clients.  Either they don't
B30814 -        recognize that these processes are occurring or they don't see
B30815 -        why they should be made explicit.  Memory systems improve on
B30816 -        the non-conscious process of recalling information, and yet
B30817 -        hardly anyone makes the effort to learn and employ them.
B30818 -        ref DRT 1 9R4J
B30820 -  ..
B30821 - SDS support for unconscious mental processes are a big asset for
B30822 - customers to get things done correctly, on time, and within budget to
B30823 - save lives, time, and money, reported by USACE on 971007, ref DRP 6
B30824 - 0001; but, technology for augmenting intelligence is generally more
B30825 - difficult to sell than tools for leveraging physical processes, like
B30826 - lifting, seeing, hearing, moving, etc, especially so because rewards
B30827 - of knowledge are largely deferred, explained in POIMS. ref OF 3 SK7L
B30829 -  ..
B30830 - Marketing challenge selling benefits of augmenting intelligence that
B30831 - are out of sight and out of mind, unlike a car, a cake, a shovel, or
B30832 - other physical object, are discussed in POIMS. ref OF 7 1114  Selling
B30833 - people technology that requires study to learn a new way of working
B30834 - conflicts with the natural drive to work on familiar things in
B30835 - familiar ways, discussed previously with Gary on 030120, ref SDS 53
B30836 - PT7N, and reviewed again today, see above. ref SDS 0 FO6L  SDS records
B30837 - on the Internet are powerful advertising assets that convey a more
B30838 - rigorous level of analysis with precision access to support
B30839 - information, which cannot be matched by other means, as noted above.
B30840 - ref SDS 0 2X7F
B30842 -  ..
B30843 - As a result, some benefits of technology for augmenting intelligence
B30844 - are self-evident, shown by the car analogy, per above, ref SDS 0 S444,
B30845 - and by discussion of a "shovel" for digging a ditch that illustrates
B30846 - SDS support for preparing an agenda to conduct a productive meeting,
B30847 - also, above. ref SDS 0 O74L
B30848 -
B30849 -            [On 050321 received request from Knowledge Media Institute
B30850 -            to support a school project testing memory technology.
B30851 -            ref SDS 83 ZL4M
B30853 -  ..
B30854 - Gary continues...
B30855 -
B30856 -   25.  There is also the problem of enhancing performance of
B30857 -        non-constraints.  In practical terms, being too much better
B30858 -        than your colleagues is not a "good thing".  The difficulties
B30859 -        in implementing "chief Programmer Teams" speaks to both the
B30860 -        value and the difficulty.  Chief Programmer Teams were based on
B30861 -        the model of surgical teams -- a chief and dedicated support
B30862 -        staff, including interns.  The support staff were often
B30863 -        dedicated specialists in related areas.  Others of the support
B30864 -        staff were trainees (apprentices in older disciplines) at some
B30865 -        level and were learning by observing and actually performing
B30866 -        some of the more routine tasks as their capabilities increased.
B30867 -        ref DRT 1 KR5I
B30869 -  ..
B30870 - The letter from Murray Altheim on 020820 illustrates that people feel
B30871 - SDS records are beyond reach. ref SDS 52 O1QQ  This breeds a denial
B30872 - attitude of "sour grapes" that good management is unnecessary
B30873 - overkill, cited by Gary in his letter today, per above. ref SDS 0 FO6L
B30874 -
B30875 -
B30876 -
B30877 -
B309 -

SUBJECTS
Dawn of 21st Century SDS Not For Everyone Many Classes for Support S

B703 -
B70401 -  ..
B70402 - Students Educators Managers Engineers Lawyers Doctors Farmers
B70403 - SDS Not For Everyone at Dawn of 21st Century Many Classes for Support
B70404 -
B70405 - Gary continues...
B70406 -
B70407 -   26.  Our approach to the 3-layer architecture avoids the necessity
B70408 -        for everyone to learn to use SDS, which is a good thing, but we
B70409 -        still have to insure that the "better way of working" is
B70410 -        adopted and supported by all those affected.  If we can produce
B70411 -        a quality organizational memory, it must be used to be of
B70412 -        value.  In order to produce a quality organizational memory,
B70413 -        resources need to be dedicated to the problem -- a Comm Manager
B70414 -        and support for obtaining and validating the record.  For
B70415 -        decision makers to commit to that level of support, they need
B70416 -        to understand not only the tool but the paradigm and just what
B70417 -        a "new way of working" entails.  Absent the desire,
B70418 -        willingness, and commitment to the changes required, SDS will
B70419 -        not demonstrate the benefits promised -- as shown by my
B70420 -        experience at work. ref DRT 1 ZR6L
B70422 -  ..
B70423 - SDS benefits customers without everyone adopting a new way of working,
B70424 - when used for Communication Metrics to "deliver the goods" that people
B70425 - need for their work.
B70427 -  ..
B70428 - The letter answering Gary's letter on 041009 says in part...
B70429 -
B70430 -    We also say that learning new work habits isn't easy, ref DIT 1
B70431 -    O36N, based on Covey's work, reported on 921205, ref SDS 6 4803,
B70432 -    also, reviewed above. ref SDS 0 TI5F
B70434 -     ..
B70435 -    Therefore, like tractors were not for my grandfather in the 1920s,
B70436 -    per above, ref SDS 0 S45K, SDS isn't for everybody at the dawn of
B70437 -    the 21st century. ref DIT 1 637I
B70439 -     ..
B70440 -    Still, large classes of people might be attracted to become early
B70441 -    adopters of SDS. ref DIT 1 147N
B70443 -     ..
B70444 -    People who benefit from intelligence support to think, remember,
B70445 -    and communicate are...
B70446 -
B70447 -            students                    politicians
B70448 -            educators                   farmers
B70449 -            managers                    contractors
B70450 -            engineers                   doctors
B70451 -            lawyers                     patients
B70452 -            intelligence analysts       scientists
B70453 -            financial analysts          researchers
B70454 -            planners
B70455 -            writers
B70457 -     ..
B70458 -    The common demoninator for these groups is the need to make
B70459 -    connections for understanding and remembring causation.  A
B70460 -    secondary attraction of SDS is to capture history.  This can be
B70461 -    done with other tools, such as the Microsoft journal in Outlook,
B70462 -    SDS provides tools for finding details based on situational
B70463 -    awareness that significantly improves memory.
B70465 -     ..
B70466 -    Most people, however, want to get by using the skills they already
B70467 -    having pressing buttons they already know about, because, like
B70468 -    grandfather, ref SDS 0 7U8O, learning to retool skills by pressing
B70469 -    new buttons is frustrating. ref DIT 1 E48H
B70471 -  ..
B70472 - SDS records typically provide references to sources and background
B70473 - needed to perform the work, including action items.  This builds
B70474 - interest in getting the record in order to get things done, shown by
B70475 - the record on 970107. ref SDS 26 4953  At this time, Gary has not
B70476 - experienced this transformation because he cannot deliver sources and
B70477 - background to customers on a secure intranet.  Once he can do this,
B70478 - then customers will have a better chance to grasp benefits of SDS in
B70479 - the same way people eventually adopted fax, and later email, discussed
B70480 - above, ref SDS 0 KO9Y, as planned in the annual review on 040102,
B70481 - ref SDS 59 QQ6F, and mentioned again in Gary's letter to project
B70482 - management on 040402. ref SDS 64 L39L
B70484 -  ..
B70485 - Gary continues...
B70486 -
B70487 -   27.  Your letter also says in part...
B70488 -
B70489 -            We have to explain the product, and we have to enable
B70490 -            people to experience benefits.  It is harder than selling a
B70491 -            car, because there is a difference between improving
B70492 -            physical tasks, and improving mental tasks, but over time,
B70493 -            the latter will come be seen as much more useful.
B70495 -         ..
B70496 -   28.  We have to explain more than the product.  We do have to find
B70497 -        ways for people to understand, via direct experience or
B70498 -        surrogates, the benefits *to them* of the "new way of working",
B70499 -        and the support for it that SDS provides.
B70501 -         ..
B70502 -   29.  More on this as I get the time to continue the TOC work.
B70504 -  ..
B70505 - Gary's analysis calling for providing work product so that customers
B70506 - can experience benefits of intelligence support aligns with strategy
B70507 - in the annual review on 040102. ref SDS 59 8Q3N
B70509 -  ..
B70510 - Planning on 040927 called for efforts to "show the product" that
B70511 - demonstrates self-evident benefits. ref SDS 66 W49I
B70513 -  ..
B70514 - On 040927 developed planning for personal, retail advertising using
B70515 - assets of 7K SDS records on the Internet. ref SDS 66 VI8W
B70516 -
B70517 -            [On 041111 transformation disruptive technologies reviewed
B70518 -            again. ref SDS 73 XS9R
B70520 -             ..
B70521 -            [On 041118 list SDS support for dreams and goals people
B70522 -            care about to improve accuracy and creativity on saving
B70523 -            lives, time, and money. ref SDS 74 WE4O
B70525 -             ..
B70526 -            [On 041118 Woody asked about common requirements SDS
B70527 -            supports, and Gil cited SDS support for linking, which
B70528 -            enables precision access that improves accuracy.
B70529 -            ref SDS 74 KU85
B70531 -             ..
B70532 -            [On 041210 Gary reports that people have given up on
B70533 -            achieving a paperless office paradigm, and so feel offended
B70534 -            when this idea is encountered. ref SDS 76 ZX62
B70536 -             ..
B70537 -            [On 041213 transformation slowed by dilemma; engineers feel
B70538 -            SDS improves management but are not comfortable doing
B70539 -            marketing to spread the news that solutions to common
B70540 -            Knowledge Management dilemmas bring opportunities for
B70541 -            saving lives, time, and money. ref SDS 77 PQ7M
B70542 -
B70543 -
B70544 -
B70545 -
B70546 -
B70547 -
B70548 -
B70549 -
B70550 -
B70551 -
B70552 -
B70553 -
B70554 -
B70555 -
B70556 -
B70557 -
B70558 -
B70559 -
B706 -