CONTACTS 

SUBJECTS
SDS Theory, Covey 7 Habits Highly Effective People
Covey Review 7 Habits ..., Religion
Memory Writing Aided by SDS
Consistent Good Management Discovers a lot of Mistakes that Managers
Diary Records Aid Creativity Hunches Incite by Showing Patterns, SDS
Life-style Change SDS Integrated Design Commitment to Use Good Manage
Covey 7 Habits Highly Successful People Diary to Sharpen Saw Underta
Diary Sharpen Saw Undertand First then Prescribe Covey 7 Habits High
Sharpen Saw Diary Sharpens Undertanding First then Prescribe Covey 7
Diary Sharpen Saw Undertand First then Prescribe Covey 7 Habits High
Diary Sharpen Saw Undertand First then Prescribe Covey 7 Habits High
Seek First Understanding then Prescirbe Write Diary Journal to Sharp

2414 -
2414 -    ..
2415 - Summary/Objective
2416 -
241601 - Follow up ref SDS 16 0000.
241602 -
241603 - Here are observations on the book Ron Buck Sr., suggested I review for
241604 - ideas on developing SDS, in a letter received on 921118. ref SDS 16
241605 - 4994.....
241606 -
241607 -           7 Habits of Highly Successful People
241608 -           Stephen R. Covey
241609 -           Published by Simon & Schuster
241611 -  ..
241612 - Covey sets out sound management practices, but does not offer a
241613 - practical way to implement them.  SDS may be helpful in this regard.
241614 - Mr. Covey is identified as an advocate of "New Age Business," which
241615 - was generally reviewed on 940508. ref SDS 25 6930
241616 -
241617 -     [On 960405 Covey's book is reviewed in a published article.
241618 -     ref SDS 46 9770
241620 -  ..
241621 - Submitted analysis to Ron and request comments. ref DIT 1 0001 It
241622 - included this record, ref SDS 16 0000, and the explanation of POIMS
241623 - that describes SDS design objectives. ref OF 1 0000.
241624 -
241625 -     [On 921209 received comments from Ron. ref SDS 17 3333
241627 -  ..
241628 - Submitted this same stuff to Bob Chapman for comment. ref DIT 2 0001
241629 -
241630 -            [On 031113 Gary reviewed this record in relation to
241631 -            independent analysis of Covey's work, along with ideas and
241632 -            products offered by Franklin and Allen. ref SDS 84 TS51
241633 -
241634 -
241635 -
241636 -
241638 -  ..
2417 -
2418 -
2419 - Review Summary
2420 -
242001 - Stephen Covey identifies seven (7) "habits" that contribute to
242002 - successful human relations, and by extension to success in business,
242003 - as a result of consistent use of good management practices, per POIMS.
242004 - ref OF 1 3385
242005 -
242006 -    1.  "Character" is essential for effective leadership that requires
242007 -        strength to use good practices consistently, rather than once
242008 -        in awhile, as most of us do.
242010 -         ..
242011 -        Covey links strength of character to religion, per below,
242012 -        ref SDS 0 RL4I, and faith plays a big role in changing people
242013 -        and culture. ref SDS 0 4803
242015 -         ..
242016 -    2.  Wealth (the "golden eggs") arises from wisely and consistently,
242017 -        i.e., habitually, "investing" knowledge and ideas, called
242018 -        "intellectual capital" in POIMS, ref OF 1 1101, (47) through
242019 -        effective communication (see Interdependency - 188)
242020 -
242021 -          [...below, time is the enemy of using good practices
242022 -          consistently. ref SDS 0 4803
242024 -         ..
242025 -    3.  Wisdom reflects adherence to fundamental values (e.g. Win/Win
242026 -        aspirations) in the first instance, and secondarily requires
242027 -        clearly defined objectives and planning to guide action. (98 -
242028 -        100)
242030 -         ..
242031 -    4.  Synergy of "interdependent forces" (i.e., integration) improves
242032 -        productivity exponentially (188, 262 - 269), so Win/Win
242033 -        agreements are generally desirable. (223)
242034 -
242035 -            [On 030316 Gary cited benefits of SDS from
242036 -            integration that leverages the power of common tools and
242037 -            practices. ref SDS 81 EV4N
242039 -             ..
242040 -            [On 031113 Gary reviewed this record in relation to
242041 -            independent analysis of Covey's work, along with ideas and
242042 -            products offered by Franklin and Allen. ref SDS 84 TS51
242043 -
242044 -
242045 -
2421 -

SUBJECTS
Covey 7 Habits Highly Successful People Seek First Understanding the

2603 -
260401 -         ..
260402 -        Write Diary to Understand Future Remember Past Accurately
260403 -        Sharpen Saw Journal Daily Working Information Grows Knowledge
260404 -
260405 -
260406 -    5.  Covey says seek first to understand then prescribe (242, 243)
260407 -        and posits "effective" communication results in "understanding"
260408 -        both intent and implications of what is said (255:15) and this
260409 -        is achieved by "empathic listening" (240:27). see below.
260410 -        ref SDS 0 1558
260411 -
260412 -            [On 911123 SDS integrates good management practices.
260413 -            ref SDS 8 0477
260415 -             ..
260416 -            [On 001101 failure to first understand requirements causes
260417 -            management to fail on engineering projects, examples Linux,
260418 -            and Netscape (Mizolla). ref SDS 71 MX6H
260420 -             ..
260421 -            [On 001219 SDS new way of working. ref SDS 72 QT6F
260423 -             ..
260424 -            [On 020504 FAR requires documentation of daily work showing
260425 -            compliance with requirements.
260427 -             ..
260428 -            [On 031109 Gary reviewed Covey's ideas on
260429 -            understanding. ref SDS 83 X80 
260431 -             ..
260432 -            [On 040314 Franklin Covey stores selling technology to
260433 -            implement good management offer paper and pencils to help
260434 -            people understand. ref SDS 85 9S5N
260436 -             ..
260437 -            [On 050531 David Lobel notifies of new weblog for
260438 -            supporting Covey's ideas in 7 Habits... ref SDS 93 3M5N
260440 -             ..
260441 -            [On 051130 Leonardo da Vinci credited for keeping a journal
260442 -            of contemporaneous notes on work, in an article published
260443 -            by AIA Architect on documentation. ref SDS 94 KW6M .
260445 -             ..
260446 -            [On 051130 article in AIA Architect presents management
260447 -            habits writing tangible documentation, ref SDS 94 XV7T, for
260448 -            accurate communications showing alignment with objectives,
260449 -            requirements, and commitments. ref SDS 94 G46F
260451 -           ..
260452 -          Covey's next idea to capture a diary record, explained below,
260453 -          aligns with the SDS design to capture experience that makes
260454 -          organizational memory a dynamic, constantly growing resource
260455 -          that guides action and decisions, cited by Justice Mosk on
260456 -          931130, as a method that aided judicial practice over the
260457 -          past several thousand years. ref SDS 9 5006  SDS extends this
260458 -          traditional practice by enabling people to quickly and eaisly
260459 -          add "intelligence" to organize and structure new information,
260460 -          prepare analysis and summary for perspective, obtain feedback
260461 -          to improve accuracy, and to align details with objectives,
260462 -          requirements and commitments.  This routine process in SDS of
260463 -          adding "intelligence" to information produces knowledge that
260464 -          significantly strengthens "understanding," which Covey says
260465 -          is a big secret of highly effective people.
260467 -             ..
260468 -            [Developed explanation of human "understanding" in New
260469 -            World Order... paper. ref OF 2 7337]
260471 -         ..
260472 -    6.  Mr. Covey states that "Keeping a journal of our thoughts,
260473 -        experiences, insights and learnings promotes mental clarity,
260474 -        exactness, and context.  He says capturing the record is like
260475 -        sharpening a saw, it maintains "....ability to think clearly,
260476 -        to reason accurately, and to be understood effectively.
260477 -        (296:16).
260479 -             ..
260480 -            A daily diary helps people be prepared by understanding
260481 -            organizational memory, as explained on 890809, ref SDS 4
260482 -            8850, and on 901006. ref SDS 6 ZS4H  Better understanding
260483 -            accomplishes Covey's earlier habit for success. ref SDS 0
260484 -            2231
260486 -             ..
260487 -            On 911011 engineers keep a survey journal to remember the
260488 -            context of measurements. ref SDS 7 HU8N
260490 -             ..
260491 -            Captain prepares a Ship's Log that reports daily activity.
260493 -             ..
260494 -            Contractors keep a daily diary of construction work.
260496 -                ..
260497 -               [On 931130 Drucker recommends analysis. ref SDS 19 7911
260499 -                ..
260500 -               [On 950721 management standards in ISO for Continual
260501 -               Learning call for organizational memory. ref SDS 40 2846
260503 -                ..
260504 -               [On 950202 Kerzner recommends a diary. ref SDS 32 8447
260506 -                ..
260507 -               [On 950327 being prepared core management responsibility
260508 -               supported by SDS and Com Metrics. ref SDS 35 8822
260510 -                ..
260511 -               [On 010119 new start-up company wants staff to keep a
260512 -               diary. ref SDS 74 Y66N
260514 -                ..
260515 -               [On 040314 Franklin Covey stores selling technology to
260516 -               implement good management offer paper and pencils to
260517 -               help people understand. ref SDS 85 9S5N
260519 -                ..
260520 -               [On 041213 Edison credited for using contemporaneous
260521 -               notes to support plan, perform, report discovery process
260522 -               of the scientific method. ref SDS 89 DK4N
260524 -                ..
260525 -               [On 050531 David Lobel notifies of new weblog for
260526 -               supporting Covey's ideas in 7 Habits... ref SDS 93 3M5N
260528 -         ..
260529 -    7.  Traditional "time" management can be improved by changing the
260530 -        focus to preserving and enhancing relationships and on
260531 -        accomplishing results. (150:20)
260532 -
260533 -            [On 001219 SDS new way of working. ref SDS 72 QT6F
260534 -
260536 -     ..
260537 -    [On 960326 technology to support good management practice discussed
260538 -    with Intel. ref SDS 45 4830
260539 -
260540 -    [On 990625 Fortune magazine article lists similar habits needed for
260541 -    successful CEOs. ref SDS 64 1024]
260543 -     ..
260544 -    [On 020618 SDS records on the Internet show benefits of using good
260545 -    management; creates desire for others to use good management but it
260546 -    seems out of reach; SDS explicit links change attitudes from
260547 -    getting by with bad management that seems fast and easy, to using
260548 -    good management because SDS makes working intelligently fast and
260549 -    easy. ref SDS 80 MU6H
260550 -
260551 -
260552 -
260554 -  ..
2606 -
2607 -
2608 - Principles - World View
2609 -
260901 - This is part of the "character" issue.  Covey maintains that having a
260902 - fairly well thought out understanding of human nature vis a vis needs
260903 - and conduct of individuals and organizations (e.g. families,
260904 - communities, companies, nations), is crucial for successful decision
260905 - making, since it filters out the myriad conflicting forces that exist
260906 - in most situations.  He links character development to religion, and
260907 - makes character his first habit of successful people. ref SDS 0 4080
260909 -  ..
260910 - Understanding forces and exigencies of humanity based on needs, wants,
260911 - and desires driven by biology, and by psychology from individual and
260912 - community experience are essential ingredients for leadership.
260914 -  ..
260915 - The same concept applies to "understanding" principles that are unique
260916 - to particular decision making.  For example what are the mandates in a
260917 - contract and what are the costs of failure to perform?  Usually
260918 - managers do not "understand" these matters, so decision making becomes
260919 - an ad hoc scramble of "What do we want?" "What do they want?" "What do
260920 - we usually do?" where all sides vitiate the value of having an
260921 - agreement.  Covey reaches this aspect of decision making in part in
260922 - explaining "priorities." (156 - 158).
260923 -
260924 -
260926 -  ..
2610 -
2611 -
2612 - Analysis
2613 -
261301 - Covey's book offers a well written statement of principals on human
261302 - relations and management practices, and it identifies shortcomings of
261303 - some practices which recent experience has brought to light, for
261304 - example "Time Management."
261305 -
261306 -    Rather than develop a detailed correlation of each main theme in
261307 -    the book, and SDS, I cite the analysis of the Cal Tech management
261308 -    seminar, ref SDS 15 0000, which covers many of the same issues, and
261309 -    the SDS & POIMS scope statement, ref OF 1 0000, which shows how to
261310 -    implement Mr. Covey's ideas today and into the 21st century.
261311 -
261312 -               [On 050531 David Lobel notifies of new weblog for
261313 -               supporting Covey's ideas in 7 Habits... ref SDS 93 3M5N
261314 -
261315 -
261317 -  ..
261318 - Hard Work Be Prepared for Working Productively Good Management
261319 - Leadership Management Require Timely Intelligence to Set Direction
261320 -
261321 - Covey offers sound advice on leadership and the role of communication
261322 - through conversation, meetings, speeches, etc., selling the team to
261323 - get behind objectives.
261325 -  ..
261326 - Covey's definition of "leadership" as being prepared to work
261327 - productively by identifying direction, i.e. set objectives (101),
261328 - e.g., the purpose of a meeting, call, document, project, etc., is a
261329 - duty of good leadership, but is mostly ignored because discovering the
261330 - proprer direction is a lot of hard work checking the record, gathering
261331 - evidence for analysis, organization and alignment to "connect the
261332 - dots" that reveal cause and effect.  As a result, leadership time is
261333 - mostly invested in skills to be effective persuading people to say
261334 - yes, as related on 890809. ref SDS 4 CJ9J
261336 -      ..
261337 -     The sweet sounding Pied Piper was effective, but most people feel
261338 -     they were led down the wrong path.
261339 -
261340 -        [On 940610 experts proposed "Modern Project Management" (MPM)
261341 -        calling for reengineering, TQM seem to propose change for the
261342 -        sake of change, rather than propose improvements to daily
261343 -        management. ref SDS 27 3955
261345 -         ..
261346 -        [On 941026 experts call for change without identifying what to
261347 -        change and how to change it. ref SDS 31 0175
261349 -         ..
261350 -        [On 950426 executive communication training teaches how to get
261351 -        people to say "yes." ref SDS 36 4392
261353 -         ..
261354 -        [On 950517 proponents of modern project management (MPM) offer
261355 -        leadership for charasmatic Pied Pipers of change with natural
261356 -        intelligence for entertaninment that avoids study, history,
261357 -        experience, reading and writing, hoping a strategic vision
261358 -        leaps into the future with breakthroughs that ignore the past;
261359 -        reflects 2 worlds of management theory X and Y distinguish
261360 -        command from creativity, control from empowerment, impulse from
261361 -        deliberation, and accuracy from bumbling. ref SDS 37 IJ4F
261363 -         ..
261364 -        [On 950523 proposed Com Metrics training at Wharton School of
261365 -        Business. ref SDS 38 2130
261367 -         ..
261368 -        [On 951229 General Hatch objects to proponents of change merely
261369 -        for the sake of change, and without offering substantive new
261370 -        methods or tools. ref SDS 42 2131
261372 -         ..
261373 -        [On 960103 see example of Intel executives relying on style,
261374 -        ref SDS 43 4950.
261376 -         ..
261377 -        [On 960205 people waste 70% of the day in unproductive meetings
261378 -        because the purpose of the meeting is not clear, and nobody has
261379 -        invested time to be prepared to work productively. ref SDS 44
261380 -        5902
261382 -         ..
261383 -        [On 000307 knowledge management is a lot of hard work.
261384 -        ref SDS 70 767G
261386 -         ..
261387 -        [On 041018 example Doctor Benz at UCSF was prepared for
261388 -        productive meeting by citing purpose of meeting presented in
261389 -        patient's letter requesting 2nd opinion consultation.
261390 -        ref SDS 87 LX3U
261392 -      ..
261393 -     Selecting the right "path" requires analysis, questions, an
261394 -     examination of the record, of costs and benefits.  I generally
261395 -     associate these functions with "management" but do not quibble
261396 -     about lumping them as a subset of "good" leadership.
261397 -
261398 -        [On 940227 applied this idea in SDS & POIMS scope statement at
261399 -        ref SDS 24 9555.]
261401 -         ..
261402 -        [On 040521 conversation presented as the only "process" for
261403 -        Knowledge Management overlooks role for intelligence support to
261404 -        connect the dots that reveal knowledge of cause and effect for
261405 -        predicting future results, and to verify accuracy that avoids
261406 -        continual bumbling. ref SDS 86 C75N
261408 -  ..
261409 - It appears, however, that people who attain leadership tend to spend
261410 - more time acquiring arts of persuasion -- How do I move people with
261411 - compelling argument?  How do I get on television?  How should I look;
261412 - what about diction, rhythm and literation?  Whatever I say needs to
261413 - sound good, so when I blow my horn people will follow. -- rather than
261414 - on finding the right path; or, finding out that we are "in the right
261415 - jungle", or have the "ladder on the correct wall", to use Covey's
261416 - metaphors.
261417 -
261418 -     [See General Hatch's observation on change in wrong direction on
261419 -     951229. ref SDS 40 2131
261421 -         ..
261422 -        [On 991108 oral communication is largely entertainment to
261423 -        persuade rather than inform and analyse. ref SDS 69 4505
261425 -      ..
261426 -     [On 050317 KMI sponsors experiment to test technology and methods
261427 -     for argument. ref SDS 90 7L5J
261428 -
261430 -  ..
261431 - Computers Have Failed Managers
261432 -
261433 - Similarly, computer applications in business have focused on
261434 - wordprocessing and desktop publishing, to improve the appearance of
261435 - what is communicated, [see ref OF 1 0959, rather than to determine the
261436 - "who", "what", "when", "where" and "why" of daily work.  Data base
261437 - programs provide lots of information, but no "knowledge."
261438 -
261439 -     [On 001219 SDS new way of working. ref SDS 72 QT6F
261441 -      ..
261442 -     [See "POIMS, Art of Automated Management..." ref OF 1 0307, and on
261443 -     950710 review of Landauer's book "The Trouble with Computers," at
261444 -     ref SDS 39 1222; and later article on 970919 ref SDS 55 2064.]
261446 -      ..
261447 -     [On 941010 Bill DeHart reported difficulties at PG&E using
261448 -     computers to improve management, and indicated that SDS using
261449 -     POIMS technology worked well. ref SDS 30 5581]
261451 -      ..
261452 -     [At meeting on 960621, Intel complained of being ovewhelmed by too
261453 -     much data, ref SDS 47 8488; and I explained process of converting
261454 -     information into knowledge, wisdom and vision, ref SDS 47 4833.]
261455 -
261457 -  ..
261458 - Linking Knowledge & Ideas
261459 -
261460 - Managers need knowledge and that means understanding correlations and
261461 - implications of information received at different times and from
261462 - different sources, which necessarily requires a means to capture and
261463 - organize personal and organizational memory.  Implications are derived
261464 - from linking (i.e. associating) information relative to objectives,
261465 - requirements and commitments. ref OF 1 2049
261466 -
261467 -     [On 001219 SDS new way of working. ref SDS 72 QT6F
261469 -  ..
261470 - Ideas are new potential arrangements that may leverage information to
261471 - form a higher plane of knowledge, explained on 900303 reviewing Jeromy
261472 - Campbell's book on cognitive science. ref SDS 5 0052 Unless we can
261473 - improve our ability to create, access and communicate knowledge and
261474 - ideas, then improving the appearance of poor decisions will just
261475 - create bigger disasters, compare explanation of "feel good" management
261476 - reported on 911123, ref SDS 8 1331, and results a few months later on
261477 - 911221. ref SDS 11 6632
261479 -  ..
261480 - See also explanation in POIMS. ref OF 1 0959
261481 -
261482 -     [On 020618 SDS records on the Internet show benefits of using good
261483 -     management; creates desire for others to use good management but
261484 -     it seems out of reach; SDS explicit links change attitudes from
261485 -     getting by with bad management that seems fast and easy, to using
261486 -     good management because SDS makes working intelligently fast and
261487 -     easy. ref SDS 80 MU6H
261488 -
261489 -
261490 -
261491 -
261492 -
261493 -
2615 -

SUBJECTS
Computers not used for management
SDS is used a lot, Like a Truck Driver
Balance Between Talking Thinking/Analysing
Exclusive Commit Use SDS Not Enough Time Write Everything Down Cultur
Not Enough Time Write Everything Down Culture Pressures Conform Conve
Computers Not Management Talking Listening Communication Factor Manag
Learn Use Synergy Makes Complex Integrated Tools Blessing Easy to Use
Improve Management Save Time Money Requires Commitment Change Life-sy
Frustrated KM Too Difficult Giving Up Technology Cannot Improve Manag
Life-style Change SDS Integrated Design Commitment to Use Good Manage
Fear Competence Organizational Memory Too Difficult Deny Overkill Sou
Good Enough Get By Feel Good Management Empowerment Cursory Impulsive
Bad Management Attractive Analysis Writing Fear Don't Know What to Wr

5915 -
591601 -  ..
591602 - Faith Required to Re-tool Skills that Take More than 20 Minutes
591603 - Good Enough Get by Feel Good Management Rather than Improve Bad Habits
591604 - Fear Life-style Change Habits Bad Management to Use Good Practices
591605 - Using Good Practices Consistently Difficult Life-style Without SDS
591606 -
591607 - Time is the enemy of efforts to improve management, since work
591608 - practices are bound by human biology, which is immutable over human
591609 - lifetimes, commonly called "character," "paradigms," and "habits."
591610 - ref SDS 0 4080  Therefore, Covey's charge to have faith in changing
591611 - "habits" is correct within the range of prescriptions commonly
591612 - available for using good management practices consistently, but he
591613 - readily acknowledges it is difficult to change habits, (p. 46 - 47),
591614 - because people place their faith in familiar things, leading to the
591615 - common practice of relying on force of habit, because "faith" is a
591616 - powerful force. (see discussion of "faith" below, ref SDS 0 8493)
591617 - Often only experience, usually from surviving very troubling
591618 - circumstances, can change character, once formed, that enables people
591619 - to exercise the will to invest more than 20 minutes to learn better
591620 - work practices that require changing habits in order to follow
591621 - effective principles consistently during times when there is no
591622 - evident threat.
591623 -
591624 -      [On 980307 Andy Grove's book "Only the Paranoid Survive" says
591625 -      people like to work on familiar things in familiar ways.
591626 -      managers resist improving work practices. ref SDS 57 3740
591628 -       ..
591629 -      [On 011105 Jeff says SDS support for Com Metrics under the POIMS
591630 -      technology specification, ref SDS 79 4S6H, is a step in the right
591631 -      direction to implement management standards for documenting
591632 -      accurate communications, because SDS work product "walks the
591633 -      talk" of organizational memory that enables people to work
591634 -      intelligently. ref SDS 79 6T6O
591636 -       ..
591637 -      [On 041110 Gary Johnson notes human biology drives people to work
591638 -      on familiar things in familiar ways makes transformation to a new
591639 -      way of working intelligently a big challenge. ref SDS 88 TI5O
591641 -       ..
591642 -      [On 050531 David Lobel notifies of new weblog for supporting
591643 -      Covey's ideas in 7 Habits... ref SDS 93 3M5N
591645 -       ..
591646 -      [On 050405 research explains meditation requires consistant
591647 -      practice, rather than giving up to avoid the burden of cognitive
591648 -      overhead, because a solution does not appear immediately.
591649 -      ref SDS 92 KP9S
591651 -  ..
591652 - An example is the dilemma of adopting a new way of working using SDS
591653 - flexible structure that augments intelligence, explained in POIMS.
591654 - ref OF 1 6649  Since flexibility is more fragile and harder to learn
591655 - than using a rigid form, people generally opt for the less productive
591656 - method of forms management becuse it is fast and easy to learn and
591657 - does not lead to frustration from mistakes during the learning curve,
591658 - as reported on 890523. ref SDS 2 YN8J  Integrating traditionally
591659 - separate tasks of schedule and diary, planning and reporting to
591660 - improve management compounds the challenge of transformation from
591661 - information to a culture of knowledge, because people fear change,
591662 - reported on 890809. ref SDS 3 7499  An example is a top executive at a
591663 - technology firm citing, also, on 890809, resistance to learning a new
591664 - way of working to save time and money.
591665 -
591666 -      [940508 article in HBR Mar-Apr 1994 discusses challenge of
591667 -      changing work practices, ref SDS 25 2581; see also analysis of
591668 -      how managers acquire skills at ref SDS 3 7499
591670 -       ..
591671 -      [On 941004 Bill DeHart reported on advantage of SDS to support
591672 -      consistent use of good management. ref SDS 29 4920]
591674 -       ..
591675 -      [On 951010 Bill Walsh cited consistent use of good work practice
591676 -      essntial for long-term success, but people lose faith when
591677 -      results vary due to vagaries of marketplace. ref SDS 41 9558]
591679 -       ..
591680 -      [On 980307 Andy Grove's book "Only the Paranoid Survive" cites
591681 -      managers resist improving work practices. ref SDS 57 2044 and
591682 -      ref SDS 58 1657
591684 -       ..
591685 -      [On 991025 Drucker says technology based on cognitive science can
591686 -      help managers routinize good management. ref SDS 68 0785
591688 -       ..
591689 -      [On 001219 SDS enables new way of thinking and working to use
591690 -      good mangement consistently. ref SDS 72 QT6F
591692 -       ..
591693 -      [On 010911 US suffered biggest attack on national security in
591694 -      history when intelligence failed. ref SDS 78 0001
591696 -       ..
591697 -      [On 030626 Gary gave an example of challenge adopting a
591698 -      habit of creating headings for automatic linking to create a
591699 -      spreadsheet for knowledge space. ref SDS 82 0001
591701 -  ..
591702 - Those few who are fortunate to develop good habits through the path of
591703 - their life, and those fewer still who are able to change their habits,
591704 - make up most of the 20% of the people who do 80% of the work. Human
591705 - needs, desires and capacities are the building blocks.  Needs are very
591706 - hard to change, and desires are hard to change.  Most people feel they
591707 - are stuck with innate capacities to think, remember and communicate.
591708 -
591709 -     [On 020618 SDS records on the Internet show benefits of using good
591710 -     management; creates desire for others to use good management but
591711 -     it seems out of reach; SDS explicit links change attitudes from
591712 -     getting by with bad management that seems fast and easy, to using
591713 -     good management because SDS makes working intelligently fast and
591714 -     easy. ref SDS 80 MU6H
591715 -
591717 -  ..
591718 - Desire to feel safe (to be accepted), and take shortcuts (i.e. grab
591719 - the "golden eggs") causes people to return to familiar patterns of
591720 - conduct, unless there is sufficient reinforcement over a long period
591721 - to establish that the effort to change habits is justified.  As a
591722 - result, conduct that occurs only intermittently or where results are
591723 - delayed, which characterize the bulk of human "management" activity in
591724 - all fields, is not amenable to the perception of reinforcement.  Since
591725 - improved productivity requires the synergy of multiple good "habits"
591726 - over time, infrequent, deferred results, dissipate personal resolve;
591727 - it all breaks down in a few weeks, or months, because improvement
591728 - seems too remote to justify permanent change, i.e. a new habit.  So as
591729 - books come out year after year on dieting and other self-improvement
591730 - matters, people try again and again to adopt good habits in order to
591731 - get better results.
591732 -
591733 -           [On 951010 Bill Walsh cited consistent use of good work
591734 -           practice essntial for long-term success, but people lose
591735 -           faith when results vary due to vagaries of marketplace. ref
591736 -           SDS 25 9558]
591738 -            ..
591739 -           [On 010720 Morris reported people who attend management
591740 -           training fall back to comfortable ways after a few weeks, or
591741 -           months. ref SDS 77 0001
591742 -
591743 -
591744 -
591745 -
591746 -
5918 -

SUBJECTS
Good Management Define Intelligence Memory Organization Analysis Alig
Good Management Standard Practice Concepts, Correlation SDS POIMS Com
Organizational Memory Who What When Where Why How
Dilemmas 7 Impede Good Management, 921205

6506 -
650701 -  ..
650702 - Better Management Requires Consistent Use Good Practices - 7 Dilemmas
650703 - Consistent Use Good Practices Requires Reinforcement Over Time
650704 -
650705 - Habits for good management practice cited by Covey, above, ref SDS 0
650706 - 4080, reflect requirements for project management set out in a Cal
650707 - Tech seminar publication, reviewed later on 940111. ref SDS 20 3333
650708 - Proactive management investing time for planning to think ahead
650709 - embodies Covey's view to seek first to understand, then prescribe.
650710 - ref SDS 0 2231  Good management often looks like unnecessary overkill,
650711 - reported on 890324, ref SDS 1 WR9K, because forming habits, listed
650712 - below, ref SDS 0 2552, takes time and so is very difficult for most
650713 - people who need commitment and faith to sustain commitment by not
650714 - getting discouraged and giving up. ref SDS 0 4803
650716 -            ..
650717 -           [On 940527 cognitive overhead takes time for the mind to
650718 -           organize information, essential for proactive management,
650719 -           often associated with IBIS. ref SDS 26 F95N
650721 -            ..
650722 -           [On 960603 Dave Vannier says SDS helps managers use good
650723 -           work principles they already know. ref SDS 51 4528]
650725 -            ..
650726 -           [On 970910 executives do not have time to think for using
650727 -           good management. ref SDS 53 3479
650729 -            ..
650730 -           [On 990419 judicial review practices reduce burden of
650731 -           cognitive overhead for working intelligently using clear,
650732 -           concise, complete communication. ref SDS 60 2601
650734 -            ..
650735 -           [On 990625 Kaiser's Healthwise Handbook prescribes steps for
650736 -           good communication, essential for good medicine; but,
650737 -           doctors don't have enough time. ref SDS 63 4185
650739 -            ..
650740 -           [On 990625 article in Fortune lists factors of success for
650741 -           executives. ref SDS 64 2350 and ref SDS 64 1024]
650743 -            ..
650744 -           [On 991014 Morris says SDS helps managers use good work
650745 -           principles they already know. ref SDS 67 2066]
650747 -            ..
650748 -           [On 000307 Knowledge Management is another expression for
650749 -           cognitive overhead that takes a lot of hard work investing
650750 -           time to capture the record and organize information for
650751 -           understanding correlations, implications, and nuance --
650752 -           connecting the dots, and for finding critical details when
650753 -           needed. ref SDS 70 5182
650755 -            ..
650756 -           [On 001219 SDS new way of working. ref SDS 72 QT6F
650758 -            ..
650759 -           [On 010420 Jeff Conklin's work on organizational memory,
650760 -           ref SDS 75 MU7O, explains cognitive overhead requires time
650761 -           to create links and to decide when to open a links, which is
650762 -           similar to the challenge using judicial review practices for
650763 -           clear, concise, complete communication. ref SDS 75 SU6K
650764 -
650766 -  ..
650767 - We all KNOW we should track....
650768 - 7 Dilemmas Impede Good Management - Time, Time, Time, Time, Time...
650769 -
650770 -
650771 -   1.  Chronology showing history of personal and organizational memory
650772 -       to sort out and preserve thinking and reasoning in order to
650773 -       understand cause and effect (line 296:16 -- see also above,
650774 -       ref SDS 0 2231, and use feedback to refine accuracy of
650775 -       communications, but there isn't enough time. It's a dilemma.....
650776 -
650777 -           [On 991025 Drucker calls for technology to routinize good
650778 -           practices based on cognitive science. ref SDS 68 0207
650780 -            ..
650781 -           [On 010420 Jeff Conklin calls for organizational memory.
650782 -           ref SDS 75 IE4M
650784 -        ..
650785 -   2.  Organize the record of history on personal and organizational
650786 -       memory for fast access when needed later, but there isn't enough
650787 -       time at the time relevance is evident, and later, when there is
650788 -       enough time, we cannot remember relevant subjects.  It's another
650789 -       dilemma....
650790 -
650791 -           [On 950204 people can align information for about a minute.
650792 -           ref SDS 33 0550
650794 -            ..
650795 -           [On 990903 human cognition can handle at most 7 subjects at
650796 -           a time. ref SDS 59 6120
650798 -        ..
650799 -   3.  Action items, but the list keeps changing over time. Another
650800 -       dilemma....
650801 -
650802 -           [On 001219 SDS new way of working. ref SDS 72 QT6F
650804 -        ..
650805 -   4.  Correspondence we owe and is owed to us, but all the documents
650806 -       get mixed up over time.  Another dilemma....
650808 -        ..
650809 -   5.  Work intelligently -- deliberate, analyse and align the record
650810 -       of personal and organizational memory to discover correlations,
650811 -       implications and nuance that are hidden by the complexity of
650812 -       daily events, in order to support planning and taking action,
650813 -       but it is too difficult to find relevant information in time,
650814 -       because there wasn't enough time to capture and organize the
650815 -       record, commonly called "filing." Dilemma number 5.
650817 -        ..
650818 -   6.  Review the record to submit feedback that refines accuracy to
650819 -       avoid mistakes and to be prepared in order to make collaboration
650820 -       effective, but nobody has the time to prepare an effective
650821 -       record of intelligence under dilemma 5, so people feel that
650822 -       Communication Metrics are unnecessary overkill until people get
650823 -       killed and productivity, earnings and stock prices fall.
650824 -       Dilemma number 6.
650825 -
650826 -           [On 950204 good management practices to work intelligently
650827 -           are avoided as "unnecessary overkill" by good managers,
650828 -           ref SDS 33 5932, who cut corners to "expedite," reported
650829 -           earlier on 890324. ref SDS 1 WR9K
650831 -            ..
650832 -           [On 990625 Kaiser's Healthwise Handbook expressly calls for
650833 -           good management where patients capture the record of
650834 -           meetings and reviewing to verify accuracy. ref SDS 63 3190
650836 -            ..
650837 -           [On 990625 Fortune article reports that successful CEOs use
650838 -           good management practices, ref SDS 64 1024, and those who
650839 -           are unsuccessful feel there is not enough time. ref SDS 64
650840 -           4914
650842 -            ..
650843 -           [On 010911 failure to work intelligently caused national
650844 -           security to fail, thousands killed, billions cost in lost
650845 -           infrastructure. ref SDS 78 UP5K
650847 -        ..
650848 -   7.  Collaborate and coordinate, but it is hard to get everyone
650849 -       together at the same time; since people don't have time to be
650850 -       prepared and don't want to invest time to verify accuracy,
650851 -       because under dilemma 5, nobody has the time to prepare a useful
650852 -       record of intelligence that can be distributed in time for
650853 -       people to be prepared to collaborate.  Negative synergy causes
650854 -       discussions go off on tangents, people get mad and lose
650855 -       understanding on cause and effect in the context of objectives,
650856 -       requirements and commitments, i.e., issues are overlooked,
650857 -       causing mistakes, loss, crisis and calamity due to wasting time
650858 -       doing rework. Dilemma 7 cycles back to dilemma 1 and 2.
650859 -       ref SDS 0 2552
650860 -
650861 -           [On 960204 study shows people waste 70% of the day in
650862 -           unproductive meetings because people are not prepared.
650863 -           ref SDS 44 5902
650865 -  ..
650866 - These seven tasks are a logical extension of using alphabet technology
650867 - for literacy that augments intelligence. see POIMS. ref OF 1 3742
650868 -
650869 -     [On 001219 SDS new way of working. ref SDS 72 QT6F
650870 -
650871 -     [On 020618 SDS records on the Internet show benefits of good
650872 -     management; creates desire to work intelligently, but seems out
650873 -     of reach using familiar technology and methods everygody likes.
650874 -     SDS explicit links change attitudes from getting by with bad
650875 -     management that seems fast and easy, to using good management
650876 -     because SDS makes working intelligently to save time and money
650877 -     fast and easy. ref SDS 80 MU6H
650879 -  ..
650880 - All seven (7) practices Covey proposes are ignored because there isn't
650881 - enough time to use good management with technology that is commonly
650882 - available.  On 890809 bad management is always excused on the grounds
650883 - of cost savings by avoiding the price of good management, because, in
650884 - the moment, bad management doesn't seem to cost anything at the time.
650885 - ref SDS 3 3S6H  The only solution is technology that enables people to
650886 - work faster and more accurtely, so that good practices can be
650887 - accomplished more often within the time available.
650889 -  ..
650890 - On 911123 Morris noted SDS does this. ref SDS 8 0477
650891 -
650892 -     [On 990303 human memory limited to 7 subjects. ref SDS 59 6177
650893 -
650894 -     [On 990625 Fortune article says psyche prevents CEOs from using
650895 -     good management practices, laziness, fear of accountability.
650896 -     ignorance, denial. ref SDS 64 4914
650898 -      ..
650899 -     [On 001219 SDS enables new way of thinking and working to use
650900 -     good mangement consistently. ref SDS 72 QT6F
650901 -
650902 -
650903 -
650904 -
6510 -

SUBJECTS
Religion Original Management Science
Religion Links Aids Remembering Context Positions Information in Patt
Science of Life, Wisdom, Long Term Cycles
Covey, Stephen 7 Habits Highly Successful People Align Conduct with E
Common Sense Overcome Momentary Perspectives Due to Near Term Events
Decision Support Accurate Understandings Command Control Record Semio
Deferred Rewards Knowledge Greater but Harder to Recognize than Immed
Sustained Good Conduct Faith Deferred Rewards Not Evident from Common

7610 -
761101 -  ..
761102 - Faith Moves Mountains - Thou Shalt Not Steal
761103 -
761104 - The power of religious faith is the willingness to strive for conduct
761105 - that pleases a "higher" power, contrary to temporal desires usually
761106 - called...
761107 -
761108 -                      c o m m o n   s e n s e
761109 -
761110 -
761111 - ...see New World Order Needs Old Time Religion. ref OF 2 4235
761112 -
761113 -       [On 990527 disruptive technologies initially have small markets
761114 -       because very few people have faith in uncommon sense that drives
761115 -       improvement. ref SDS 61 9711]
761117 -  ..
761118 - "Thou shalt not steal" defies common sense by restraining conduct that
761119 - otherwise yields immediate benefits.  But, ignoring "common sense" to
761120 - simply take what we need, encourages the faithful to be productive and
761121 - cooperate, the original win/win vs. win/lose argument.  This is both
761122 - efficient and powerful in avoiding long winded secular debate about
761123 - the merits of alternatives.
761125 -                    ..
761126 -                   God says "A", so let's go with it!
761127 -
761128 -
761129 - This rule for mass sustained conduct of eternal verities is the engine
761130 - of civilization.  That may be why "good" conduct came to be revered as
761131 - an all powerful "God," and why evil conduct that caused harm, became
761132 - the "devil."
761134 -  ..
761135 - Of course faith can lead to apocalyptic conflict, but history seems to
761136 - show there is enough fundamental wisdom in religion to result in a net
761137 - upward trend for mankind.
761138 -
761139 -     [The argument that people avoid SDS because they are lazy, is
761140 -     really an observation they lack faith in making the investment,
761141 -     see ref SDS 28 0550; also, ref SDS 29 5932, and the record on
761142 -     evaluating "cost/benefit," ref SDS 33 5567.]
761144 -      ..
761145 -     [On 990629 NSF provides some faith in counterintuitive methods
761146 -     that conflict with common sense. ref SDS 65 4278]
761148 -      ..
761149 -     [On 990710 reviewed "faith" again. ref SDS 66 3127]
761151 -      ..
761152 -     [On 001219 SDS new way of working. ref SDS 72 QT6F
761153 -
761155 -  ..
761156 - Alignment Links to Original Sources for Deferred Rewards
761157 - Religion, Enlightenment, Knowledge Paradigm to Grow Civilization
761158 -
761159 - Religious faith is a paradigm that delivers rewards on earth by
761160 - promising rewards in heaven.  This is an impenetrable argument that
761161 - cannot be disproven by human experience, nor in fact proven; so, the
761162 - nominal appeal of the benefit is unopposed.
761164 -  ..
761165 - Business practices do not fit this paradigm; they promise worldly
761166 - rewards, so people demand proof of results in advance of changing
761167 - their conduct.  Yet a mere veneer of credibility, for example
761168 - pronouncements from a prominent person, will often suffice to tap the
761169 - deep reservoirs of faith within people in sufficient degree to
761170 - encourage sufficient conduct for people gain experience that supports
761171 - the correcntess of a new path.
761172 -
761173 -     [On 990615 developed proposal to NSF to support Communication
761174 -     Metrics in order to acquire credibility that overcomes ignorance,
761175 -     fear and denial in commercial enterprise. ref SDS 62 2808]
761177 -      ..
761178 -     [On 020618 SDS records on the Internet show benefits of good
761179 -     management; creates desire to work intelligently, but seems out
761180 -     of reach using familiar technology and methods everygody likes.
761181 -     SDS explicit links change attitudes from getting by with bad
761182 -     management that seems fast and easy, to using good management
761183 -     because SDS makes working intelligently to save time and money
761184 -     fast and easy. ref SDS 80 MU6H
761186 -  ..
761187 - On 900303, Jeremy Campbell calls this "knowledge." ref SDS 5 0404, see
761188 - ref SDS 5 8835, ref SDS 5 4456
761190 -  ..
761191 - Mr. Covey might call it "enlightenment" since he links his "7
761192 - Habits..." with belief in natural law and "God, the Creator and Father
761193 - of us all..." (319), drawing on the power of faith to sustain his
761194 - vision.
761195 -
761196 -     I agree with the general notion that whatever we do must be con-
761197 -     sistent with (in my jargon) the nature of existence, to be succes-
761198 -     sful on a sustained basis.  Religious tenants work best when
761199 -     simple and uncomplicated; whereas, something like "Thou shalt
761200 -     listen empathetically," as Covey promulgates, ref SDS 0 5903, is
761201 -     likely to be met with blank stares, because it deals with the
761202 -     complex realm of human understanding. (see discussion below for
761203 -     building "understanding." ref SDS 0 1632)
761204 -
761206 -      ..
761207 -     Good Conduct Over a Long Time Moves Mountains Grows Knowledge
761208 -
761209 -     However the larger flaw in Covey's approach is building
761210 -     expectation of worldly rewards.  The power of religious faith is
761211 -     in delivering worldly rewards without creating worldly
761212 -     expectations.  That is what makes it sustainable, and it is only
761213 -     sustained conduct that yields results. "Good" practices merely
761214 -     increase the chances of worldly success.  Much failure and pain
761215 -     will accompany success.  Faith means enduring the negatives, as
761216 -     God's will, in order to get to heaven, a reward that cannot be
761217 -     measured.  This comprises an impenetrable rationale to keep
761218 -     trying, despite intermittant, and inevitable failure.
761219 -
761221 -      ..
761222 -     Mountains Build Belief, Faith, Knowledge of Good Conduct
761223 -
761224 -     On 920128 leadership overcomes resistance to changing course that
761225 -     avoids future dangers people do not believe because they lack the
761226 -     vision to see. ref SDS 13 1199
761227 -
761228 -         [On 960624 Dr. Landauer made this point about introducing new
761229 -         methods. ref SDS 49 1037]
761231 -      ..
761232 -     God builds mountains over the long haul.
761233 -     Delayed Rewards (Investing) Impede Belief and Change
761234 -
761235 -     Covey's book is about attaining worldly rewards that are
761236 -     measurable.  Success requires sustained good conduct, hence his
761237 -     call to change habits.  Changing habits is hard; it takes time and
761238 -     diligence, hence Covey's call to religious faith to see us through
761239 -     the transition.  This works for many people.  Since worldly
761240 -     rewards are measurable most people are unable to sustain the level
761241 -     of resolve, inherent in the promise of religious rewards, long
761242 -     enough to permit good practices to bring desired results.
761243 -     Expectations are too high too soon.
761244 -
761245 -
761246 -
761247 -
7613 -

SUBJECTS
New Paradigm for New Age Automated Integration Time Informtion Lifts
Automated Integration Time Information Subjects
Listening Executives Spend Money to Improve Talking and Listening Nee
Talk Cheap, Need SDS to Invest
Links Analysis Information in Context Understand Patterns of Chronolo
Authentic Conversation Links Communication to Verify Accuracy Talk i

9008 -
900901 -  ..
900902 - A New Paradigm for a New Age
900903 -
900904 - POIMS maintains automated integration of "time" and "information,"
900905 - with effective management practices, lifts human potential to a new
900906 - level without the burden of forming new habits, nor the risk that
900907 - there is not enough time. ref OF 1 1298
900908 -
900909 -     [On 001219 SDS new way of working. ref SDS 72 QT6F
900911 -  ..
900912 - SDS is an enabling technology.  SDS changes time from being an enemy
900913 - of change, to being an inherent (automated) attribute of using good
900914 - good management practice consistently.  This significantly increases
900915 - the chances of attaining desired results within a time frame that
900916 - engenders faith to sustain performance of sound practices. Thus, new
900917 - technology invigorates the power of faith to sustain complex conduct
900918 - that advances civilization to a new level.
900919 -
900920 -      [See "empathic design" ref SDS 25 6930.]
900921 -
900922 -
900923 -
9010 -

SUBJECTS
Empathic Listening by Sensing and Feeling Talk is Cheap Needs Analys

A803 -
A80401 -  ..
A80402 - Empathic Listening Improves Understanding of Communication
A80403 -
A80404 - Covey says: "When I say empathic listening, I mean listening with
A80405 - intent to understand.  I mean seeking first to understand, to really
A80406 - understand." (240:27).
A80407 -
A80408 -     [On 950426 executive training teaches Covey's ideas to analyse
A80409 -     while communicating. ref SDS 36 2394
A80411 -      ..
A80412 -     [On 970829 book on management proposes listening with empathy to
A80413 -     improve communication. ref SDS 52 NJ5L
A80415 -      ..
A80416 -     [On 971229 management training promotes talking and listening as
A80417 -     the best skills to improve management. ref SDS 56 2000]
A80419 -      ..
A80420 -     [On 010114 sympathized knowledge was proposed as an element of
A80421 -     "Knowledge Management." ref SDS 73 EK3I
A80423 -      ..
A80424 -     [On 001219 SDS new way of working. ref SDS 72 QT6F
A80426 -  ..
A80427 - "Empathic listening involves more than registering, reflecting, or
A80428 - even understanding the words that are said. Communications experts
A80429 - estimate, in fact, that only 10 percent of our communications is
A80430 - represented by the words we say. Another 30 percent is represented by
A80431 - our sounds, and 60 percent by our body language.  In empathic
A80432 - listening, you listen with your eyes and with your heart. You listen
A80433 - for feeling, for meaning.  You listen for behavior.  You use your
A80434 - right brain as well as your left.  You sense, you intuit, you feel."
A80435 - (240:40)
A80436 -
A80438 -  ..
A80439 - "Seeking first to understand, diagnosing before you prescribe, is
A80440 - hard." (bottom of 242, and middle page 243)
A80441 -
A80442 -         [On 960405 letter to PMI explains opportunity at professional
A80443 -         conference for better partnership between leadership and
A80444 -         technology to improve communication with better understanding
A80445 -         called out by Covey and others. ref SDS 47 C281
A80447 -          ..
A80448 -         [On 970829 book on management communication calls for empathic
A80449 -         listening, ref SDS 52 0808
A80450 -
A80452 -     ..
A80453 -    Authentic Conversation Links Communication to Verify Accuracy
A80454 -    Talk is Cheap Listening by Sensing and Feeling Needs Analysis
A80455 -    Feel Good Management Degrades Understanding Daily Communication
A80456 -
A80457 -    Covey's core principle to seek understanding first then prescribe
A80458 -    is essential for effective communication that makes management
A80459 -    productive, per above. ref SDS 0 2231  Empathic listening with
A80460 -    feelings, using the eyes and the "heart," described above,
A80461 -    ref SDS 0 5903, complements authentic conversation that sharpens
A80462 -    accuracy of understanding intent with analysis linked to a diary of
A80463 -    daily work. (see above, ref SDS 0 1121)  The common rule that "Talk
A80464 -    is cheap" shows long established defects in "feel good" management,
A80465 -    reviewed on 911123. ref SDS 8 1331  Communication cannot be
A80466 -    accomplished solely with innate (i.e., natural) intelligence for
A80467 -    talking, seeing, and hearing because the biology of human sensory
A80468 -    perception is easily overwhelmed by limited span of attention,
A80469 -    noted in POIMS. ref OF 1 3385
A80471 -     ..
A80472 -    Listening requires accurate understanding and timely follow up with
A80473 -    organization, analysis, alignment, summary, and feedback from
A80474 -    adding intelligence that converts information into knowledge, as
A80475 -    set out in POIMS. ref OF 1 0367  Intelligence support tools and
A80476 -    methods improve productivity because communication is the primary
A80477 -    task that takes 80% - 90% of management time, reported on 890809.
A80478 -    ref SDS 4 CJ9J
A80479 -
A80480 -        [On 931130 Drucker explains communication is more than
A80481 -        conveying inforamtion, he describes analysis as a core
A80482 -        management practice and responsibility. ref SDS 19 7911
A80484 -         ..
A80485 -        [On 940111 understanding from communication is difficult by
A80486 -        relying solely on sensory perception from speaking and hearing,
A80487 -        because words have different meanings for different context for
A80488 -        people of with different experience and different objectives,
A80489 -        which therefore requires analysis of alignment with history,
A80490 -        objectives, requirements and commitments, proposed in book on
A80491 -        Project Management published by Cal Tech. ref SDS 20 2074
A80493 -         ..
A80494 -        [On 950517 anger "mechanized management" using Communication
A80495 -        Metrics to authenticate conversation with accurate alignment
A80496 -        using writing to analyse experience for better understanding
A80497 -        conflicts with common sense. ref SDS 37 8849
A80499 -         ..
A80500 -        [On 950517 anger about analogy of executives working like
A80501 -        "hunter/gathers foraging on information in meetings, calls and
A80502 -        documents that can be improved by investing intellectual
A80503 -        capital following the model of farmers. ref SDS 37 0060
A80505 -         ..
A80506 -        [On 950517 anger about executives fearing accountability from
A80507 -        second guessing by nitpicking the past, because leadership must
A80508 -        jump ahead to see the future. ref SDS 37 8599
A80510 -         ..
A80511 -        [On 960518 meaning drifts over time, Dr Tom Landauer's research
A80512 -        on Latent Semantic Analysis (LSA), shows that communication
A80513 -        requires continual alignment. ref SDS 48 3734
A80515 -         ..
A80516 -        [On 970910 professional event PMI presentation on "listening"
A80517 -        by Roger Bush. ref SDS 53 0674
A80519 -         ..
A80520 -        [On 970917 people get angry about analysis and feedback
A80521 -        essential for listening to accurately understand and follow
A80522 -        up. ref SDS 54 0459
A80524 -         ..
A80525 -        [On 001219 SDS new way of working. ref SDS 72 QT6F
A80527 -         ..
A80528 -        [On 031109 Gary reviewed these ideas. ref SDS 83 1X80
A80530 -     ..
A80531 -    People do all of the things Mr.  Covey recommends, when time
A80532 -    permits, automatically.  That is how the biology of the human mind
A80533 -    works. ref SDS 5 4456, ref SDS 5 8526  Listening alone, however, is
A80534 -    not enough to understand what needs to be understood.  Perhaps
A80535 -    Covey would concur, but many readers take his charge to mean that
A80536 -    by "really, really being sincere in listening," they can achieve
A80537 -    useful "understanding."
A80538 -
A80539 -        [On 960326 talk is cheap explained at meeting with Intel.
A80540 -        ref SDS 45 2051
A80541 -
A80543 -     ..
A80544 -    Links Align Communication that Builds "Understanding"
A80545 -
A80546 -    People also have to link up and align what they hear and feel and
A80547 -    see from the speaker, with what the speaker has said and written
A80548 -    and done previously.  They have to align that with what others have
A80549 -    said, written and done.  All of this is synthesized in the mind to
A80550 -    achieve "understanding," ref OF 2 5361, lest we be led down the
A80551 -    wrong path by the fine sounding Pied Piper, per above. ref SDS 0
A80552 -    5940
A80553 -
A80554 -        [On 001219 SDS new way of working. ref SDS 72 QT6F
A80556 -      ..
A80557 -     Prescriptions that rely solely on talking, feelings, seeing, and
A80558 -     hearing take time for accurate understanding from communication.
A80559 -     It requires patience, training, experience, and an interlocutor
A80560 -     willing to dialog, review, explore, and correct meaning.  Most
A80561 -     business communications involve superiors and subordinates at
A80562 -     various levels in organizations, and most participants have other
A80563 -     meetings to attend, and other tasks to perform.  As a result,
A80564 -     generally daily communications lack the skill, time, and the
A80565 -     attitude required for listening with the heart, eyes, ears, and
A80566 -     with feelings.
A80568 -      ..
A80569 -     People "listen empathetically" when the need arises.  The problem
A80570 -     is the pace of modern life reduces the time available to
A80571 -     understand after having listened. ref SDS 22 8008  This raises the
A80572 -     level at which an issue is perceived to be important enough to
A80573 -     need careful attention, which causes superficial understanding of
A80574 -     the issues that do not meet this threshold.  It is just another
A80575 -     way of saying that when there is a lot going on, things slip
A80576 -     through the cracks, as noted in Mike Sims' report, ref SDS 12
A80577 -     8830.
A80579 -                         ..
A80580 -                        Haste makes waste!!!
A80581 -
A80582 -     ...also cited by Mike. ref SDS 12 7447
A80584 -           ..
A80585 -          [On 970910 report that people do not have enough time to
A80586 -          "think," essential for listening. ref SDS 53 3479,
A80588 -      ..
A80589 -     SDS offers a new paradigm for Time Management, ref OF 1 6649,
A80590 -     called for by Mr.  Covey (150:20), to support discussion by
A80591 -     creating a record that can be re-used.  "Communication metrics"
A80592 -     offers a new paradigm to test the accuracy of understanding
A80593 -     without taking up other people's time (see NWO, ref OF 2 UH3N,
A80594 -     unless the gaps cannot be resolved, shown by the example of
A80595 -     executive support reported on 912005. ref SDS 10 8402  SDS takes
A80596 -     only half the time to obtain "understanding" that is consumed by
A80597 -     extended dialog between two people, and this savings goes up if
A80598 -     more people are involved, such as a meeting, ref OF 1 line 821
A80599 -     created at ref SDS 23 line 84.  As well, SDS does not challenge
A80600 -     other people on emotionally charged issues, which are ususally the
A80601 -     important issues.
A80602 -
A80603 -
A80604 -
A80605 -
A807 -

SUBJECTS
Spreadsheet for Knowledge Combines Structure with Creativity Narrativ
Think Remember Communicate Lift Innate Capacity to Improve Management
Long Way Around is Short Way to Success, Investing Paragidm

AN05 -
AN0601 -  ..
AN0602 - Think, Remember & Communicate
AN0603 - Through a Spreadsheet for Knowledge
AN0604 -
AN0605 - SDS holds that improving innate capacity to think, remember and
AN0606 - communicate, explained in POIMS, ref OF 1 12F2, improves interpersonal
AN0607 - skills Mr. Covey advocates for better management (e.g. more effective
AN0608 - discussion, seeing things from the other person's perspective, going
AN0609 - for Win/Win, etc.).
AN0611 -        ..
AN0612 -       [On 001219 SDS new way of working. ref SDS 72 QT6F
AN0614 -  ..
AN0615 - While many believe this is not possible, my simplest argument is that
AN0616 - the alphabet and its derivatives (written language, grammer), improve
AN0617 - the ability to think, remember and communicate.  SDS automated
AN0618 - integration provides a "spreadsheet" for knowledge to implement sound
AN0619 - management practices, and so creates the synergy which Mr. Covey
AN0620 - correctly observes improves productivity, the same way numerical
AN0621 - analysis is improved by automated spreedsheet programs.
AN0622 -
AN0623 -     [On 010622 alphabet technology makes people superhuman.
AN0624 -     ref SDS 76 N668
AN0626 -      ..
AN0627 -     [On 020618 SDS records on the Internet show benefits of good
AN0628 -     management; creates desire to work intelligently, but seems out
AN0629 -     of reach using familiar technology and methods everygody likes.
AN0630 -     SDS explicit links change attitudes from getting by with bad
AN0631 -     management that seems fast and easy, to using good management
AN0632 -     because SDS makes working intelligently to save time and money
AN0633 -     fast and easy. ref SDS 80 MU6H
AN0634 -
AN0636 -  ..
AN0637 - Investing Intellectual Capital
AN0638 - Long Way Around is the Short Way There
AN0639 -
AN0640 - Follow up ref SDS 14 5592.
AN0641 -
AN0642 - Covey does his readers a great service with his many examples showing
AN0643 - the value of not taking the "short cut," but sticking with procedures
AN0644 - that result in real and lasting success (taking care of the "goose"
AN0645 - that produces the "golden eggs"; taking care of the land, after the
AN0646 - harvest).  This is the idea of "investing" which SDS applies to the
AN0647 - POIMS concept of intellectual capital, as the only way to improve
AN0648 - management productivity.
AN0649 -
AN0650 -       [On 001219 SDS new way of working. ref SDS 72 QT6F
AN0652 -  ..
AN0653 - Supports analysis on 890809, ref SDS 4 8850, and on 901006.
AN0654 - ref SDS 6 ZS4H
AN0656 -  ..
AN0657 - This is also a form of the TQM arugment that quality is the primary
AN0658 - criteria for evaluating management decisions, cited by Drucker,
AN0659 - reviewed on 931130. ref SDS 18 3416  If the decision is wrong, making
AN0660 - it on time and within budget is of no help.
AN0661 -
AN0662 -      [On 931130 Drucker recommends analysis. ref SDS 19 7911
AN0664 -       ..
AN0665 -      [On 950202 developed idea of "communication metrics" as the third
AN0666 -      leg of automated business practices to supplement cost and
AN0667 -      schedule control. ref SDS 32 8402
AN0669 -       ..
AN0670 -      [On 950327 formalized ideas of Com Metrics. ref SDS 35 0001
AN0671 -
AN0673 -  ..
AN0674 - Integrated Personal Management
AN0675 - Improves Organizational Productivity
AN0676 -
AN0677 - POIMS is the idea of integrating "personal" with "organizational"
AN0678 - management, to improve both.  SDS implements this idea with a design
AN0679 - to enable people to pursue their work and interests separately,
AN0680 - without necessarily having in mind or making any special effort to
AN0681 - help anyone else, yet in doing so to inherently create something of
AN0682 - great value to an organization, while at the same time drawing on the
AN0683 - knowledge and ideas of others, when they wish.  Mr. Covey presages
AN0684 - this new concept in reflecting on a new age in "personal" management.
AN0685 -
AN0686 -       [On 001219 SDS new way of working. ref SDS 72 QT6F
AN0687 - ..
AN0688 - POIMS offers the process of:
AN0689 -
AN0690 -                 Plan, Organize, Integrate & Measure
AN0692 -  ..
AN0693 - I believe that faster and more accurate access to our knowledge and
AN0694 - ideas and that of colleagues, together with better analysis through
AN0695 - the discipline of writing linked to source material, results in a new,
AN0696 - higher level of synergy that yields more good ideas more frequently,
AN0697 - with fewer mistakes.
AN0699 -  ..
AN0700 - I expect that integrating knowledge and ideas with fast, supple
AN0701 - scheduling tools, increases the chances of successful implementation,
AN0702 - i.e. integrating time and information.
AN0704 -  ..
AN0705 - Faster and consistent implementation of good ideas and accurrate
AN0706 - information, seems like a good way to improve management productivity.
AN0707 - Indeed, it is the only way.
AN0708 -
AN0709 -
AN0710 -
AN0711 -
AN0712 -
AN0713 -
AN0714 -
AN0715 -
AN0716 -
AN0717 -
AN0718 -
AN0719 -
AN0720 -
AN0721 -
AN0722 -
AN08 -