CONTACTS 

SUBJECTS
Personnel, Training, Management Skills
Management productivity & Teamwork, TQM
Project Planning & Oversight
Decision Analysis
PM, Trends, Changes, Innovations
Methods (e.g. MBO, TQM, CPM)
Teamwork, Cultural Diversity
Re-Engineer Project Management
Project Management Trends, Changes,
Automation Trends
Feel Good Management

1513 -
1513 -    ..
1514 - Summary/Objective
1515 -
151501 - Follow up ref SDS 5 0000
151502 -
151503 - Russ Archibald and a colleague, advance a "new management model" that
151504 - uses automated "fuzzy logic" rather than deterministic calculations
151505 - for CPM and Cost control, per ref OF 5 line 73.
151507 -  ..
151508 - The new model combines "teamwork" principals with automated networks,
151509 - ref OF 7 0000 239.
151511 -  ..
151512 - Seems like a "reengineer", TQM approach.  Follows
151513 - up prior work on leadership accomplishing change through "commitment,"
151514 - reviewed on 930216. ref SDS 3 6388
151516 -           ..
151517 -          Key words
151518 -
151519 -          Risk, holistic, teamwork, systems thinking, Successive
151520 -          Principal, Bayesian statistical laws
151522 -      ..
151523 -     They recommend greater effort be given to quantify indefinite
151524 -     risks (what they call "uncertainty and change") using decision
151525 -     mathamatics (Bayesian statistical laws, also note 2) that is more
151526 -     easily applied with computer software, per ref OF 7 line 132, and
151527 -     at ref OF 7 line 271.
151529 -      ..
151530 -     The authors' call for using risk analysis software supported by
151531 -     Forrest C.  Six in his article reviewed on 940523. ref SDS 5 0001
151532 -
151533 -          History is repleat with instances where leadership fails not
151534 -          because of inaequate notice of risks, but rather out of fear
151535 -          and hope, risks were ignored, i.e. long term interests were
151536 -          sacraficed in order to attain immediate gratification.  This
151537 -          tension is endemic to all human activity.  When it appears
151538 -          your job, or company or any fundamental interest is at risk,
151539 -          hope prevails over caution, i.e. "...he threw caution to the
151540 -          wind."
151541 -
151542 -              There is even an argument to be made that knowing all the
151543 -              risks would paralyze all activity.  If we cost every
151544 -              contingency, life appears too forbodding to try.
151546 -           ..
151547 -          Feel Good Management
151548 -
151549 -          On the other hand, if things are going well and there is
151550 -          ample financial (and therefore emotional) cushion to evaluate
151551 -          and respond to risk, "feel good" management imperatives tend
151552 -          to preclude investing the time to evaluate a course of action
151553 -          that a decision maker "feels" like making.  During this time,
151554 -          risk seems surmountable, even if failure occurs, so personal
151555 -          gratification prevails.
151557 -           ..
151558 -          The window of opportunity for investing (i.e. using sound
151559 -          management practice) is the period between serious peril and
151560 -          comfortable financial cruising.  Within an organization, this
151561 -          perspective can vary between groups, individuals and from day
151562 -          to day.
151564 -           ..
151565 -          Feel Good management is discussed in POIMS, PMI paper at ref
151566 -          OF 2 line 621.  See also  ref SDS 1 line 151, and Cal Tech
151567 -          seminar at ref SDS 2 line 377, Asilomar seminar on Murphy's
151568 -          Law that results from feel good management, ref SDS 6 line
151569 -          226.
151570 -
151571 -
151573 -  ..
151574 - Russ and his colleage cite "artificial" boundaries between projects
151575 - and their environments. ref OF 5 Q162  They list:
151576 -
151577 -                   Political          Bureaucratic
151578 -                   Technical          Cultural
151579 -                   Functional         Mental
151580 -                   Economic
151581 -
151582 -
151583 -
151584 -
1516 -

SUBJECTS
Networks Enable Systems Thinking Teamwork Collaboration Holistic Thi

3203 -
320401 -  ..
320402 - Networks Enable Systems Holistic Teamwork Collaboration
320403 - Holistic Thinking Left Right Brain Avoids Linear Cause Effect Chains
320404 - Creativity Team Wisdom Holistic Network Collaboration Complex Problems
320405 - Complex Problems Solved by Holistic Network Collaboration Team Wisdom
320406 -
320407 - Follow up ref SDS 3 8998.
320408 -
320409 - Senge's ideas are presented, ref OF 5 0276, on holistic thinking using
320410 - intuition for problem solving, ref OF 5 Q194; total team wisdom, fuzzy
320411 - logic and probabilistic methods replace linear cause and effect
320412 - analysis. ref OF 5 QD7M  This supplements review on 930216 of Senge's
320413 - ideas for a "learning organization." ref SDS 3 8998
320414 -
320415 -        [On 960227 meaning of knowledge and wisdom were reviewed.
320416 -        ref SDS 7 KQ95 and ref SDS 7 7330
320418 -         ..
320419 -        [On 011102 organizational learning developed by Senge
320420 -        antecedent to Knowledge Management based on studies of building
320421 -        aircraft during WWII, and later an article published in 1962
320422 -        that won a Nobel Prize on improving productivity through
320423 -        learning and experience. ref SDS 9 M25K
320425 -         ..
320426 -        [On 040312 holism is a method in quantum mechanics uses
320427 -        probabilistic mathematics for calculations in the subatomic,
320428 -        microscopic world, ref SDS 10 824J, and reduces to the locality
320429 -        principle of cause and effect in the macro world of everyday
320430 -        life. ref SDS 10 MN3N
320432 -  ..
320433 - Authors present creativity in project management requires teamwork
320434 - among people with diverse skills collaborating through planning and
320435 - systems thinking.  The combination of collaboration and communication
320436 - solves complex problems with the total wisdom of the project team.
320437 - ref OF 5 VK3H
320439 -         ..
320440 -        [On 040620 Knowledge Management (KM) seminar in New York
320441 -        proposes substituting holistic "authentic conversation,"
320442 -        ref SDS 11 UD7G, for linear, mechanistic thinking. ref SDS 11
320443 -        K47Q; may overlook scientific practice reviewed on 940312 of
320444 -        reducing quantum mechanics to the locality principle of
320445 -        causality at the macro level of daily life. ref SDS 10 R44N
320447 -  ..
320448 - Weak execution of complex plans by diverse organizations and teams can
320449 - be strengthened by networks. ref OF 5 URQY
320450 -
320451 -        [On 990625 Fortune article reports that executives who are
320452 -        successful executing the work write down understandings from
320453 -        meetings and calls, ref SDS 8 0460, and that executives who are
320454 -        weak on execution, fail to execute this common sense practice,
320455 -        because they don't feel like it. ref SDS 8 4914
320457 -  ..
320458 - Authors argue that "team" communicating and planning via networks,
320459 - transcend traditional boundaries of spheres of influence. ref OF 5
320460 - UP5O
320462 -  ..
320463 - POIMS theory and practice maintains that merely increasing information
320464 - with networks does not enable people to process it into the power of
320465 - knowledge, until technology is added to support intelligence.
320466 - ref OF 2 5820
320468 -  ..
320469 - The authors call for "holistic" thinking to apply a "new logic" based
320470 - on ideas by Senge, to see inter-relationships rather than linear
320471 - cause-effect chains, and to see "processes of change" rather than
320472 - snapshots, which is, also, called:
320473 -
320474 -                        systems thinking
320475 -
320476 - ...which views a project as a whole process creating its specified
320477 - products or results. ref OF 5 0276
320478 -
320479 -         [On 040312 lectures on 21st century science explain "systems
320480 -         theory" applies causual feedback loops. ref SDS 10 X89I
320482 -          ..
320483 -         [On 040620 Knowledge Management (KM) seminar in New York
320484 -         proposes substituting "authentic conversation," ref SDS 11
320485 -         UD7G, for linear, mechanistic thinking. ref SDS 11 K47Q
320487 -  ..
320488 - How this is different from building a bridge 50 years ago, building a
320489 - steel plant 100 years ago, or the pyramids 4000 years ago?
320491 -      ..
320492 -     Holistic thinking supports Senge's idea to use the whole brain,
320493 -     intuition and logic, so that "Eventually, reintegrating reason and
320494 -     intuition may prove to be,... a powerful source of help."
320495 -     ref OF 5 Q194
320496 -
320497 -          What though is to be re-integrated?
320499 -           ..
320500 -          The brain has been and will continue to integrate intuition
320501 -          and logic, automatically.  We cannot stop it.  What it cannot
320502 -          see "logically" it intuits something to get by.  Religion
320503 -          seems to have eminated from this integration, see NWO.
320504 -          ref OF 3 4723
320505 -
320507 -      ..
320508 -     Successive Principal
320509 -     Making More Money
320510 -
320511 -     The author's say that systems thinking combined with team
320512 -     planning, as in Lichtenberg's Successive Principle, produces
320513 -     remarkable results. ref OF 7 PP7G  Editor says the "Successive
320514 -     Principal" will be fleshed out in a later issue.
320515 -
320516 -          Presumably productivity is increased by the "Successive
320517 -          Principal."
320518 -
320519 -
320520 -
320522 -  ..
320523 - TQM & Feel Good Management
320524 -
320525 - Authors quote Charan finding that expectations from "vision" and
320526 - "strategy" have not improved productivity, but it is hoped that better
320527 - teamwork using automated networks may yield better results.
320528 - ref OF 7 URQY
320529 -
320531 -        ..
320532 -       Cannot Build Job with Conversation
320533 -
320534 -       These methods do not improve "management" productivity.  They
320535 -       seem appealing because the manager can hire someone to write a
320536 -       vision statement, develop strategy.  They can buy computers, and
320537 -       decision analysis software, and change the organization chart to
320538 -       cross-functional teams, get everyone talking to one another.
320540 -        ..
320541 -       After all of this is done, the phone rings, the documents come
320542 -       rolling in, there are meetings, local and virtual (to get
320543 -       modern).  So far the manager has not done anything different
320544 -       from last year, 10 years ago, or 2000 years ago.  He needs to
320545 -       "understand" connections of causation in what takes place, what
320546 -       has been said, and link it to what has been written, and to
320547 -       organizational objectives.  All of that is still being done in
320548 -       his mind, i.e he just shows up and "pulls the trigger."  He does
320549 -       not have command and control of the record, and so it is
320550 -       spinning out of control, decaying into an avalanch of chaos,
320551 -       commonly called entropy.
320553 -        ..
320554 -       This is evidenced by Nick Centifonti at IBM, Steve Loise at
320555 -       Dinwiddie, Ross at IBM, Mike Icker at Turner, Morris at Chips;
320556 -       none of these people have time for serious analysis of their
320557 -       work.  They need to pass over the rubicon of a manaual world to
320558 -       discover that automated management means the long way around is
320559 -       the short way there.
320560 -
320561 -
320562 -
320563 -
3206 -

SUBJECTS
PMI, Contacts, Archibald, Russell
New World Order needs old time religion
Industry Contacts

3505 -
350601 -  ..
350602 - Russ seems to have retired and gives his new address in Mexico, where
350603 - he can be contacted, ref OF 7 line 313.
350605 -  ..
350606 - Submitted the article on NWO for his comment, via ref DIT 1 line 30.
350607 -
350608 -
350609 -
350610 -
350611 -
350612 -
350613 -
350614 -
350615 -
350616 -
3507 -