CONTACTS 

SUBJECTS
Mechanized Communication Metrics Technology for Analysis Causes Ange
Evaluate Progress Prospects
Redundant Write Twice Excuse Lazy Capture Record, Analysis SDS Adds
Not Enough Time for 8 Steps Using SDS to Work Intelligently Because
Knowledge Experience Vision, SDS Diary Links Information, Time, Mean
Look Before You Leap, SDS Ensures Accuracy of Recollections Before T
Synergy SDS Related Ideas/Sources Improves Productivity, Whole Great

3009 -
3009 -    ..
3010 - Summary/Objective
3011 -
301101 - Follow up ref SDS 16 0000, ref SDS 12 0000.
301102 -
301103 - Ron submits a letter expressing anger about Communication Metrics
301104 - idea of thinking through writing.  It shows need for Communication
301105 - Manager to shield people from the process until they get used to it,
301106 - and also to go slow in explaining the ideas.  This is consistent with
301107 - everyone on the planet who is afraid of having to do more writing or
301108 - discovering there is more to managing and leading than talking and
301109 - listening.
301110 -
301111 -
301112 -
301114 -  ..
3012 -
3013 -
3014 - Analysis
3015 -
301501 - During dinner the other day at Ron and Anne's we discussed using
301502 - technology for management and leadership, which is reflected in SDS
301503 - and now Communication Metrics from work on 950327. ref SDS 19 4822
301505 -  ..
301506 - Ron sends a handwritten letter which is transcribed into ref DRT 1
301507 - 0001, in order to think about his ideas.
301508 -
301510 -  ..
301511 - Mechanized Communication Technology for Analysis Causes Anger
301512 - Common Sense Management 90% Talking Angry SDS Enables Uncommon Sense
301513 - Partnership between Leadership and Technology Conflicts Common Sense
301514 -
301515 - Ron expresses anger about the vision of a better partnership between
301516 - leadership and technology, called out in POIMS. ref OF 3 6221  He
301517 - feels that using SDS to perform the eight (8) steps of Communication
301518 - Metrics, ref OF 6 685K, for adding an "intelligence" process to
301519 - support management, also, explained in POIMS, ref OF 6 6649, and which
301520 - he paraphrases reasonably accurately as...
301521 -
301522 -        "Managers are limiting themselves by not investing in
301523 -        mechanized documentation and continuous review and analysis of
301524 -        self-written and received summaries of past communications,"
301525 -        (paraphrasing what I think you said.), ref DRT 1 4967
301526 -
301527 - ...conflicts with common sense, and notes that lack of sales shows the
301528 - ideas are not valued in the market place and so the effort should be
301529 - abandoned in favor of more rewarding pursuits. ref DRT 1 4876
301531 -  ..
301532 - This construction reflects Morris' view on 911123 that others do not
301533 - use the "Welch Management Method." ref SDS 6 4930  Earlier on 910911 a
301534 - financial investment manager who reviewed SDS on referal by Morris,
301535 - objected to "mechanized management" supported by SDS, because
301536 - executives spend most of their time talking. ref SDS 4 5567
301537 -
301538 -      [On 970917 management consultants object to analysis and prefer
301539 -      summary of what was actually said. ref SDS 39 0444
301541 -       ..
301542 -      [On 991209 mechanized thinking using alphabet technology to
301543 -      improve memory has been controversial since the time of Plato in
301544 -      400 BC.
301546 -       ..
301547 -      [On 001122 John Maloney writes in a letter that mechanized
301548 -      knowledge is a false and dangerous idea. ref SDS 45 5P7J
301550 -       ..
301551 -      [On 010114 John proposes "sympathized knowldge derived from
301552 -      socializtion and produces fantastic social contacts. ref SDS 46
301553 -      EK3I and ref SDS 46 V24S
301555 -       ..
301556 -      [On 050325 John Maloney cites authentic conversation based on
301557 -      Presencing as foundation of his ideas on Knowledge Management.
301558 -      ref SDS 48 645H
301560 -  ..
301561 - SDS conflict with accepted practice and "common sense," may point to
301562 - "uncommon sense," wise, forward thinking breakthroughs, which Ron
301563 - feels reflect good management practice, ref DRT 1 0856.  Thus, the
301564 - anger of rejection in a paradoxical way is a strong suggestion that
301565 - SDS addresses something very basic in the executive mindset.
301566 -
301567 -      [On 980307 Andy Grove, CEO of Intel's writes's in his book "Only
301568 -      the Paranoid Survive" that mental maps are awfully forgiving of
301569 -      error, and so accuracy requires taking copious notes and
301570 -      verifying understandings with study and research. ref SDS 41 3668
301572 -       ..
301573 -      [On 980307 Andy Grove observes that fundamental dissonance point
301574 -      to "strategic inflection points" that portend critical change is
301575 -      looming on the horizon. ref SDS 40 5517
301577 -       ..
301578 -      [On 980307 Andry Grove explains helping successful executives
301579 -      improve the work when the underlying environment changes to make
301580 -      past methods obsolete is like walking through the valley of
301581 -      death. ref SDS 41 1657
301582 -
301583 -
301585 -  ..
301586 - Welch Management Method Applied to Reject Welch Management Method
301587 - Writing Not the Way to Better Management Productivity and Earnings
301588 -
301589 - The fact that Ron invested time to write out his ideas supports the
301590 - value of writing in SDS which provides legible text and a rich array
301591 - of history, research and linking tools to support analysis with
301592 - greater rigor, accuracy, and creativity than can be accomplished by
301593 - writing with other tools.
301594 -
301595 -      [On 950628 discussed problems with handwritten material by
301596 -      executives. ref SDS 24 5509
301597 -
301599 -  ..
301600 - Ron says ...
301601 -
301602 -      Writing does have good, productive uses in selected spots, but is
301603 -      not THE WAY. (sic). ref DRT 1 8975
301604 -
301605 - First, this observation reflects lack of experience writing in SDS,
301606 - and limitations of conventional writing.  SDS adds significant value
301607 - to conventional writing for the reasons set out in the POIMS paper.
301608 - ref OF 6 3742 and on 911205. ref SDS 7 4755
301610 -  ..
301611 - On 950204 SDS provides a lot of "fire power" for executives by
301612 - delivering useful "intelligence." ref SDS 17 0550
301614 -  ..
301615 - Considering writing alone, per POIMS paper at ref OF 6 3742, it is
301616 - unclear how practitioners distinguish matters that warrant the care
301617 - and focus entailed by written analysis from those matters that do not.
301618 - Ron does not suggest a way in which writing would be "productive."
301620 -  ..
301621 - Presumably, though, his letter is one such "way."
301623 -  ..
301624 - What does Ron's letter do and what does it suggest for improving
301625 - management practice?
301626 -
301627 -      1.  The letter initially "reports" understandings of an event, as
301628 -          recommended by Covey - "Seek first to understand, then
301629 -          prescribe, ref SDS 8 5903 - thus comprising a baseline of
301630 -          alleged facts which can be correlated with other sources to
301631 -          evaluate correctness; but in any case the letter reveals a
301632 -          perspective and rationale which provides a resource to
301633 -          research the executive mindset.
301635 -           ..
301636 -          The emotional tone of Ron's letter obviates near term notice
301637 -          of this analysis that would otherwise permit mutual growth.
301639 -           ..
301640 -      2.  The letter analyzes facts based on Ron's life experience and
301641 -          draws correlations, implications and conclusions using a
301642 -          series of questions to guide deeper consideration,
301643 -          ref DRT 1 4876
301644 -
301646 -           ..
301647 -      3.  It uses history (what happened at dinner) to consider what
301648 -          future action to take, ref DRT 1 4967 and ref DRT 1 4876
301650 -       ..
301651 -      Thus, Ron's letter uses the SDS methodology of plan, perform,
301652 -      report, to recommend that it not be used.  We did an event, the
301653 -      dinner.  Ron reports on the results of the event, and uses
301654 -      understandings he drew from his report, to plan for the future.
301656 -       ..
301657 -      SDS says lets use technology so it is practical to do more of the
301658 -      "good, useful" writing Ron applies in his letter.  This record
301659 -      demonstrates how doing that can accomplish the goal of the letter
301660 -      faster, better and cheaper.
301661 -
301662 -
301663 -
301664 -
301666 -  ..
301667 - Future Leaps Intuitivity without Mechanized Thinking Read Write
301668 - Creativity Leaps into Future by Ignoring Past Experience Writing
301669 - Mechanistic Literacy Past Experience Ignored for Leap into the Future
301670 - Leadership Intuitive Leaps into the Future Ignore Past Logic Old Ways
301671 -
301672 - Follow up ref SDS 22 4392.
301673 -
301674 - Ron's letter says managers need to do less reading and writing because
301675 - a manager's time should be applied to being creative; and posits that
301676 - intuitive leaps go beyond past thoughts, logic and old ways -- jump
301677 - into the future, ref DRT 1 0856, -- and indicating "past is prologue"
301678 - is not critical to forming new paradigms. ref DRT 1 9639
301680 -      ..
301681 -     POIMS describes the binary structure of existence that divides
301682 -     management into theory X and Y noted by Drucker. ref OF 4 O87L
301683 -     Review on 931130 showed general divisions between command and
301684 -     creativity, control and empowerement, impulse and deliberation,
301685 -     accuracy and bumbling. ref SDS 11 9677
301687 -      ..
301688 -     The view of leadership as charasmatic entertainer getting people
301689 -     to say "yes," and therefore doing less analysis reading and
301690 -     writing to avoid "mechanistic documentation" that authenticates
301691 -     conversation, per above, ref SDS 0 8849, fits the model of
301692 -     management spending 80% to 90% of the time on stream-of-conscious
301693 -     communication with cursory understanding from talking in meetings,
301694 -     calls and email, reported on 890809. ref SDS 3 8812  Reliance on
301695 -     natural intelligence for leadership to build the job with
301696 -     conversation is illustrated by executive training, reported on
301697 -     950426, ref SDS 22 4392, that teaches convincing speech separated
301698 -     from content, exemplified by the Pied Piper, reviewed on 921205.
301699 -     ref SDS 8 4820  Additionally, hope that people can intuitively
301700 -     "jump into the future" without using the tools of literacy to
301701 -     construct analysis of relevant history that "connects the dots"
301702 -     for discovering trends and intentions aligns with professional
301703 -     training in "modern project management" (MPM), presented during
301704 -     the PMI Asilimar Conference, reported on 940610. ref SDS 14 4820
301705 -     The day before on 950609 review of Henry Kissinger's book
301706 -     "Diplomacy" warned that "Alice in Wonderland" leadership leads to
301707 -     continual bumbling rather than continual learning. ref SDS 13 4238
301709 -      ..
301710 -     POIMS describes speech as the dominate form of leadership,
301711 -     ref OF 7 5106, and explains technology provides a better balance
301712 -     between immediacy and deliberation for accuracy. ref OF 7 6944
301714 -         ..
301715 -        [On 960227 executives work by conversation, ref SDS 29 2004;
301717 -         ..
301718 -        [On 960721 conversation causes problems. ref SDS 36 0896]
301720 -      ..
301721 -     On 890809 example showing that writing in SDS spurs creativity.
301722 -     ref SDS 3 7433
301724 -      ..
301725 -     On 940722 article supports power of SDS to support creativity...
301726 -     ref SDS 15 7507
301727 -
301728 -        [On 950626 example using SDS to create Action Item system shows
301729 -        how creativity is spawned by writing. ref SDS 23 0976]
301731 -      ..
301732 -     Writing is generally considered to be a creative process, e.g.,
301733 -     Shakespear, Voltaire, Homer, Dickens, Jefferson, Lincoln, etc.
301734 -
301736 -      ..
301737 -     Stephen Covey says in his book "7 Habits..." that writing sharpens
301738 -     the ability to think clearly and reason accurately, ref SDS 8 1121
301739 -     -- perhaps thinking of Shakespear, Voltaire, et al.  Ron gave
301740 -     strong support to Covey's ideas in his letter on 921116, shown at
301741 -     ref DRP 2 3582, stating:
301743 -          ..
301744 -         I enjoyed our conversation at Pam's the other evening.
301746 -          ..
301747 -         The title of the book I was trying to remember is "The 7
301748 -         Habits of Highly Effective People" by Stephen R. Covey.
301750 -          ..
301751 -         You may find it useful to cross-check its contents on
301752 -         management/leadership techniques/concepts/practices/jargon
301753 -         against what your product delivers to make your sales pitch to
301754 -         managers more effective.
301756 -      ..
301757 -     On 921205 Ron's suggestion was followed at ref SDS 8 0969
301759 -      ..
301760 -     Now, 2.5 years later, Ron's letter of 950514, rejecting a previous
301761 -     strong endorsement, shows how people become conflicted even with
301762 -     good intentions (both letters were written to be helpful) and the
301763 -     consequent value of writing in SDS where alignment can be easily
301764 -     maintained and adjusted to ensure we are not being lead down the
301765 -     wrong path under varying circumstances.
301767 -      ..
301768 -     These conflicting letters point to a mental process of assigning
301769 -     priority of beliefs or paradigms.  The second letter illustrates
301770 -     how belief in leadership as directing (telling other people what
301771 -     to do) rather than writing to figure out what to direct, is higher
301772 -     than belief that Covey has good ideas about management/leadership.
301774 -      ..
301775 -     When Ron heard the observation that managers can be more
301776 -     productive by writing up meetings and calls to discover their
301777 -     mistakes before harm is caused, he was shocked by the seeming
301778 -     incongruity with experience that bosses tell people what to do,
301779 -     i.e., they talk, they don't write.  People who aspire to be the
301780 -     boss yearn to be better talkers or simply to posses power so
301781 -     people will follow them.  Thus "communication" courses teach how
301782 -     to look good and frame a message that sounds good so people
301783 -     follow.  Communication Metrics to ensure looking good and sounding
301784 -     good result in leading people down a "good" path is heresy against
301785 -     cultural imperatives to believe that the leader knows the right
301786 -     path by virtue of having attained leadership.
301788 -      ..
301789 -     The mindset of both follower and leader is traumatized by the
301790 -     prospect that the leader may have selected the wrong path, as
301791 -     occurred with the fabled Pied Piper. ref SDS 8 5940
301792 -
301793 -          [On 960405 review of Covey by two separate articles in
301794 -          PMnetwork ignore his call for writing a journal, and thus
301795 -          show a strong urge to read past ideas that conflict with
301796 -          accepted practice, conventional wisdom, i.e., common sense,
301797 -          ref SDS 30 4760 and ref SDS 30 8492, that leadership is
301798 -          mostly talking. ref SDS 30 6677]
301800 -      ..
301801 -     Another gap in Ron's position is the failure to set out the
301802 -     purpose of writing.  He says there is a role for writing, but
301803 -     rejects the concept of Communication Metrics that writing enables
301804 -     the mind to discover, build and shape what it knows. The use of
301805 -     writing under Ron's explanation seems limited to simply telling
301806 -     other people what we "know."
301808 -      ..
301809 -     What though is the source of this knowledge?
301810 -
301811 -
301812 -
301813 -
301814 -
3019 -

SUBJECTS
Chronology Experience Causation Case
Proactive Learning Discovry Analysis Insite
Look Before You Leap, SDS Ensures Accuracy
Experience History Chrolology Diary
Experience Brings Common Sense, Judgement,

3707 -
370801 -         ..
370802 -        Experience Yields Knowledge
370803 -        History Says "Look Before You Leap"
370804 -        Improving Spontaneous Feel Good Management
370805 -
370806 -        Human knowledge is derived from experience, including reading
370807 -        and dialog with others.  But ultimately knowledge must be
370808 -        validated by experience, otherwise it is mere speculation,
370809 -        hope, hunch, dream.  Application of knowledge requires recall,
370810 -        i.e., remembering facts, correlations and implications. Present
370811 -        practice is to rely on whatever pops into the mind on the spur
370812 -        of the moment.  We show up at a meeting and "pull the trigger."
370813 -        Can technology improve on this type of "seat of the pants"
370814 -        thinking?  What about the idea of "look before you leap";
370815 -        "Being Prepared"?  Can technology help us look to see if our
370816 -        recollection is accurate; if it covers all of the correlations
370817 -        and implications previously considered?
370819 -      ..
370820 -     It is difficult to see how "old ways" can be improved to "jump
370821 -     into the future" as Ron sets out as the role of leadership, if we
370822 -     do not consider what the old ways are, how they work, and what
370823 -     problems they present that need to be corrected.
370825 -  ..
370826 - Ron's para 4 asks a series of questions seemingly based on the history
370827 - of SDS sales. ref DRT 1 4876.  This suggests executives recognize a
370828 - role for history, another term for past experience.  The essence of
370829 - Ron's questions draw on traditional numerical data, yet the role of
370830 - the executive is to bring critical analysis.  In one sense his letter
370831 - views the past as limited to data, without any correlations to
370832 - underlying causes and conditions that may be evolving in the world.
370833 -
370834 -     [On 960627 meeting with Intel on concern about "data pollution"
370835 -     and need to make data more useful for executives. ref SDS 35 2531,
370836 -     ref SDS 35 5002]
370837 -
370838 -
370839 -
3709 -

SUBJECTS
Leadership Broader Vision, Technology
Paradigm Shifts, Communication Manager Buffers Shock of
Telling People What to Do, Giving Orders
Leadership is Telling Other People What to
Fears Accountability of Metrics, Destroy
Common Sense, Intuition, Learning
Culture Shock, Communication Metrics
Shock Confronting Misperception, Disbelief,
Marketing Strategies

4911 -
491201 -  ..
491202 - Leadership Broader Vision
491203 - Changing the Hunter/Gatherer Model of Leadership
491204 -
491205 - Ron was angry about describing executives as the last remnants of
491206 - hunter/gatherers, whose work practices can be improved by the farming
491207 - model applied to investing intellectual capital. ref DRT 1 9639.  This
491208 - idea was developed on 950426. ref SDS 22 4404
491209 -
491210 -     On 911123 other executives do not use the Welch Management Method,
491211 -     ref SDS 6 4930,
491213 -      ..
491214 -     [On 960510 room full of smart, high-priced executives cannot agree
491215 -     on meeting notes. ref SDS 32 2943]
491217 -  ..
491218 - Anger, frustration, shock are common sense reactions to the prospect
491219 - of changing deeply held beliefs, i.e., paradigms from cursory summary
491220 - perceptions of daily life.  Ron recognized incorrect judgements can
491221 - flow from personal feelings that are evoked but not actually related
491222 - to immediate events, in our meeting on 921217, where he discussed
491223 - underlying feelings about religion that had caused him to overlook
491224 - Covey's religious foundations. ref SDS 9 3150
491226 -  ..
491227 - The most basic common sense paradigm that SDS impacts is that there is
491228 - more to being a leader than simply...
491229 -
491230 -          telling other people what to do -- people skills
491231 -
491232 - ... can be improved by computers in the age of the Information Highway
491233 - because they can help figure out what to tell people to do and to
491234 - ensure they understand it and follow up. People recoil from the shock
491235 - of hearing they may be telling people the wrong things and that this
491236 - can be improved by technology, but only if they invest the time to
491237 - write out their thoughts as Ron did with this letter.
491239 -  ..
491240 - Since they don't know that this investment winds up saving a lot of
491241 - time, the prospect of taking time to write defies common sense, or at
491242 - least this is an easy solution to the alternative of having to take up
491243 - a practice that seems to take a lot of time without commensurate
491244 - rewards.
491246 -  ..
491247 - Marketing SDS, therefore, requires being sensitive to the cultural
491248 - blinders people have that leads to shock when they confront the
491249 - prospect that a belief in summary that evolved from a lifetime of
491250 - seemingly "successful" work, needs to be adjusted because the
491251 - environment is changing.  The explanation of SDS and Communication
491252 - Metrics needs to soften the impact to sensitive egos by gradual
491253 - expression.
491255 -  ..
491256 - It is crucial to develop a body of experience like at PG&E to provide
491257 - the credibility needed for ideas that conflict with common sense, to
491258 - be tried by people so they can discover a new paradigm.
491260 -  ..
491261 - It further shows the need for a Communication Manager to transition
491262 - people and organizations in order to buffer the psychological impact
491263 - of recognizing that a lot of mistakes are being made and that there is
491264 - a body of work needed to align people through communication in order
491265 - to avoid those mistakes and discover opportunity.
491266 -
491267 -
491268 -
491269 -
4913 -

SUBJECTS
Accountability is Burdensome for Executives
Strategy Big Picture are Hindered by
Meaning Drifts in Circles without Metrics to Maintain Alignment
Executives Fear Accountability Past Mistakes Revile Nitpicking Secon

7206 -
720701 -  ..
720702 - Executives Fear Accountability Past Mistakes Revile Nitpicking
720703 - Nitpick Second Guess Executives Fear Accountability Past Mistakes
720704 -
720705 - Ron says managers need to do less nitpicking of the past. ref DRT 1
720706 - 0856, reflecting the perspective above, ref SDS 0 7943, and prior
720707 - views that reviewing the past to understand history is like "driving
720708 - by looking in the rear view mirror." ref SDS 9 7344.
720710 -  ..
720711 - This aligns with attitudes presented on 881007 that the history of
720712 - communications is "water under the bridge," because people need
720713 - flexibility for being creative. ref SDS 1 M36H
720714 -
720715 -
720716 -      [On 950822 echoed by Morris on NWO paper. ref SDS 25 9433]
720718 -       ..
720719 -      [On 990404 explain Com Metrics uses history. ref SDS 42 9638]
720721 -       ..
720722 -      [On 991108 history of writing shows history "interprets" the
720723 -      future. ref SDS 44 3339]
720725 -       ..
720726 -      [On 040312 "holism" to think about sub-atomic physics below the
720727 -      level of human perception is misapplied to excuse laziness and
720728 -      bad management ignoring the record to study and understand
720729 -      causation, in order to work by conversation focusing on the "big
720730 -      picture" and the "bottom line." ref SDS 47 EP8L
720732 -  ..
720733 - This represents the executive mindset focused on grand strategy which
720734 - should not be burdened nor distracted from forward thinking by small
720735 - details and conflicts with past experience.  Such mindset, however,
720736 - overlooks the mind's inherent biology to rely on the past to do all of
720737 - its thinking; that, as Jeromy Campbell describes, the mind is an
720738 - "experience machine."  The only question is whether we can look things
720739 - up to ensure the mind is accurately performing this function or
720740 - whether it is mistaken.  The opportunity to increase innate mental
720741 - ability to capture and apply experience, i.e., "turn straw into gold,"
720742 - was considered in a discussion with Morris a few years ago,
720743 - ref SDS 5 2582.
720744 -
720745 -      [On 960518 Tom Landauer's paper on Plato's Problem of Human
720746 -      knowledge Acquisition shows that truth is a moving target on the
720747 -      information highway, ref SDS 33 4488; because "meaning drift"
720748 -      changes understanding in the mind absent proactive effort to
720749 -      maintain alignment. ref SDS 33 3734
720750 -
720752 -  ..
720753 - Drifting in Circles, Management by Bumbling, A Comedy of Errors
720754 -
720755 - "Nitpicking" Ron's letter in this SDS record shows a conflict with
720756 - prior action, ref SDS 0 0060, which is endemic to life.  Today we
720757 - think one thing, and later in a different setting our mind is turned
720758 - completely around, leading the team in circles.  Like a rudderless
720759 - ship in an ocean of details, we arrive at our destination only after
720760 - the most arduous journey, see on 950412, ref SDS 20 0652, all with the
720761 - best of intentions.
720762 -
720763 -      [On 990625 CEOs too lazy to use good management that aligns daily
720764 -      work with objectives, requirements and commitments; a rudderless
720765 -      ship drifting in endless circles. ref SDS 43 4914
720767 -  ..
720768 - Examples of continual bumbling are on 950327. ref SDS 19 0200
720769 - ..
720770 - The only solution is to maintain alignment by using SDS to
720771 - perform Communication Metrics, illustrated by the bow and arrow
720772 - graphic Morris developed on for 950303. ref SDS 18 3497
720773 -
720774 -      [On 970603 Intel project had difficulties maintaining alignment.
720775 -      ref SDS 37 5803]
720776 -
720778 -  ..
720779 - Avoid Accountability, Embarrassment
720780 -
720781 - Concerns about "nit picking" and disdain for "second guessing" also
720782 - reflect a concern that writing can later be "discovered" to be
720783 - embarrassing, inadequate or conflicting with subsequent actions,
720784 - because nobody was able to align the record. Discovering miss-aligned
720785 - understandings at an inopportune time creates enormous frustration and
720786 - anger.  We lash out in anger at the result instead of fixing the
720787 - cause.  Communication Metrics says don't get mad, get better, per Ford
720788 - Motor example, ref SDS 28 9087.  If there is miss-alignment it is
720789 - better to discover it in time to avoid harm rather than spend a lot of
720790 - time covering up later on.
720792 -         ..
720793 -        [See article covering "second guessing" at ref SDS 38 line 79.]
720794 -
720796 -  ..
720797 - Slippery Slope to Failure, Cover-up
720798 -
720799 - Ron's strong reaction shows the sensitivity from years of frustrations
720800 - senior people have with this challenge.  Do we ignore and then cover
720801 - up, or try to discover and fix mistakes before harm is done that leads
720802 - to discovery by others?  The problem is masked by the easy excuse of
720803 - not having enough time to understand, and being focused on the "big
720804 - picture."
720805 -
720806 -      At the community level this is addressed by having an Inspector
720807 -      General in the military; we have inspectors on the job site.
720809 -       ..
720810 -      Similarly, executives need a metric to maintain alignment.
720811 - ..
720812 - SDS says technology can be used so it is practical to "second
720813 - guess" and "nit pick" ourselves to discover those little deviations
720814 - that lead to big problems.  This is the idea of debugging management
720815 - through the SDS diary process of self-dialog, called "continual
720816 - learning" in ISO and other quality management guidelines.
720818 -  ..
720819 - To stay with the children's fable theme, information that is not
720820 - connected up becomes mere straw in the wind, but creating the
720821 - connections turns the straw into gold, ref SDS 31 line 407, ref SDS 5
720822 - line 202.
720823 -
720824 -
720825 -
720826 -
7209 -

SUBJECTS
Paradigm Shifts
Documents Change to Automated Knowledge
Intuitive, Documents

7605 -
760601 -  ..
760602 - Documents to Automated Knowledge Stream
760603 -
760604 - Ron paraphrases my explanation of converting information into
760605 - knowledge as a process of:
760606 -
760607 -      4. mechanized documentation and continuous review and analysis of
760608 -     self-written and received summaries of past communications," ref
760609 -     DRT 1 line 34.
760611 -  ..
760612 - This reflects the need to help people recognize the paradigm shift
760613 - from knowledge as "documentation" to a new concept of a "continuous
760614 - automated knowledge stream" which is now possible with technology.
760616 -  ..
760617 - People cannot speak of it because they have not experienced it and so
760618 - have no mental framework to express it.
760619 - ..
760620 - Ron asked me about paradigm shifts in the SDS product during our
760621 - meeting on 921217.  At that time I set out a series of cultural
760622 - changes inherent in using SDS, one of which is the automated diary,
760623 - ref SDS 9 line 429.
760624 -
760625 -     [Later I described this as changing from using isolated documents
760626 -     as the meaning of "knowledge" to a process of creating a
760627 -     continuous automated stream of knowledge, ref SDS 27 line 195.]
760628 -
760629 -
760630 -
760631 -
7607 -

SUBJECTS
Market Potential, Strategies

7903 -
790401 -  ..
790402 - Lack of Sales Reflects Product is Not Useful
790403 -
790404 - Ron asks why Welch has not made more sales and what is the 5 year plan
790405 - to reach the promised land? ref DRT 1 line 73.
790406 -
790407 -         [See similar analysis by Morris, ref SDS 26 line 470.]
790409 -      ..
790410 -     The answer seems to be present in his letter.  Old world methods
790411 -     are used to describe executives who avoid reading, writing and
790412 -     understanding the past in order to make creative breakthroughs to
790413 -     the future.  Penetrating that incongruous mindset requires a
790414 -     significant effort to accumulate a large enough body of experience
790415 -     by credible sources that others will have sufficient faith to try
790416 -     a new path, as forecast in the review of Covey, performed under
790417 -     Ron's earlier suggestion, ref SDS 8 line 310.
790418 -
790419 -        [See Genie in a Bottle a few years later, ref SDS 21 line 150.]
790421 -         ..
790422 -        [See Landauer's observation that experience must be accumulated
790423 -        to give others faith to try new ideas.  Nobody wants to go
790424 -        first, ref SDS 34 line 180.]
790425 -
790426 -
790427 -
7905 -