CONTACTS 
0201 - Chips & Tech.
020101 - Mr. Morris E. Jones
020102 - Vice President
020103 - Advanced Products

SUBJECTS
PMI Event Program, Planning, Speakers, Jul Event
Information Highway, New World Order
Reading and Writing, Not Enough Time
Executives Disconnected from Details
Dig Out of the System, Proactive Analysis
Accounting Excellence Chips & Technologies Won Awards for Outstandi

1008 -
1008 -    ..
1009 - Summary/Objective
1010 -
101001 - Follow up ref SDS 40 0000, ref SDS 37 0000.
101002 -
101004 -  ..
101005 - After visiting the IBM TechCon event in San Jose, I picked up Morris
101006 - at Chips and we went to lunch.  We talked about SDS market acceptance
101007 - and business practices, relative to my letter to Intel. ref DIP 1
101008 -
101009 -
101010 -
101012 -  ..
1011 -
1012 -
1013 - Progress
1014 -
101401 - Chips & Technologies Won Awards for Outstanding Financial Management
101402 -
101403 - While waiting for Morris in the lobby at Chips, I noticed some
101404 - interesting art exhibits.  The inscriptions said something about these
101405 - art pieces were awarded to Chips for recognition for outstanding
101406 - financial management in 1988 and 1989.
101407 -
101408 -         [On 980307 Intel completed acquisition of Chips. ref SDS 59
101409 -         0540
101411 -      ..
101412 -     The contrast between awards in 1988 and 1989, and subsequent
101413 -     reports on 911221, ref SDS 10 6632, and again on 920215 when Chips
101414 -     & Technologies was downsized because executives "cooked the books"
101415 -     are a microcosm of PMI's current surge where membership has
101416 -     increased worldwide by 25% in just the last year, ref SDS 39 6803,
101417 -     yet it appears that underlying performance dynamics reflected by
101418 -     Morris' report on 950705 that experienced project managers were
101419 -     replaced by inexperienced team leaders, ref SDS 27 2165, and
101420 -     further by Joel Koppleman's report on 950412 that managers did not
101421 -     tell the truth at Primavera, ref SDS 22 3920, and the report on
101422 -     950817 that PG&E is reducing use of project managers, ref SDS 30
101423 -     7447, all support analysis on 950705 pointing to future
101424 -     difficulties for PMI. ref SDS 27 9784
101426 -      ..
101427 -     It further shows how out of touch management gets by relying on
101428 -     traditional "data base reports" of management metrics, e.g.,
101429 -     accounting.  Something else is needed to accomodate the faster
101430 -     flow of information that causes mistakes to proliferate and spread
101431 -     rapidly, ref OF 2 line 442.
101432 -
101434 -  ..
1015 -
1016 -
1017 - Discussion
101801 -  ..
101802 - Intel Meeting Notes
101803 - Controllable Action Items
101804 -
101805 - Morris said he has not read the email on the meeting with Intel
101806 - submitted to him on 951009, ref SDS 40 0001, because he felt it was
101807 - too long to absorb quickly and when he received it he was working on
101808 - other things.
101810 -  ..
101811 - Since he did not review it at the time, the likelihood of him doing so
101812 - later is almost zero unless I call to remind him to do it.  He has no
101813 - way to integrate the task into his work flow.
101814 -
101815 -      [On 960227 Morris reports that executives like to get information
101816 -      by conversation ref SDS 50 2004
101817 -
101819 -  ..
101820 - Communication Metrics Has Low Priority
101821 -
101822 - Morris said he is using Echo Pro to keep a list of things to do, per
101823 - the record on 951001 reporting Morris switched from the Newton, and
101824 - reviewing an article on Echo Pro. ref SDS 36 0001
101825 -
101826 - I asked if he has entered a task to review the Intel meeting notes.
101828 -  ..
101829 - He said has not done this because the ideas discussed with Intel did
101830 - not have a high priority.
101832 -  ..
101833 - I noted that we invested about an hour today talking about these ideas
101834 - which could have been more productive, had he spent 10 minutes reading
101835 - the notes and developing comments in advance of our meeting.  I asked
101836 - if he enjoys considering market dynamics, opportunities, constraints,
101837 - solutions and strategies, since in our discussion today he seems quite
101838 - animated about these ideas?
101839 - ..
101840 - Morris said this is a major part of his work every day.
101841 -
101842 -
101843 -
1019 -

SUBJECTS
Welch Management Method Using SDS Makes Executives Managers Engineers
Strategies
Research/Ideas from Vendors
Emotional Appeal Not Proof of Higher Earnings
Selleing Emotional Appeal Essential for SDS
Lotus Notes Used at Chips Can Replicate to Conform Common Records on
Emotional Appeal Increases Demand Encourages Initial Sale, Morris
Intelligence Brings Credit for Success Overcomes Fear Accountability
Emotional Appeal Safety Credit Promotion Recognition Prestige

2011 -
201201 -      ..
201202 -     Sales Based on Emotional Appeal, Not Better Earnings
201203 -
201204 -     Morris said that SDS, POIMS technology and Communication Metrics
201205 -     cause executives and managers to feel inadequate and this is a
201206 -     negative sales approach.  He feels sales are made based on
201207 -     emotional appeals to prestige, and other "feel good" dynamics,
201208 -     rather than assessment of how a new business tool improves
201209 -     earnings.
201210 -
201211 -         [On 951106 scenario from experience with S&C Ford illustrates
201212 -         benefits of SDS. ref SDS 47 8976
201214 -          ..
201215 -         [On 011010 support for emphasizing emotional appeal for
201216 -         selling SDS. ref SDS 76 3X4F
201217 -     ..
201218 -     We did not discuss how planning this evening for an
201219 -     emotional appeal aligns with Morris' insistance on 950223 for a
201220 -     calculation of cost benefits for Com Metrics. ref SDS 20 5567
201221 -
201222 -         [On 010114 Howard Hughs testified before Congress on how
201223 -         social relationships are crucial to national security, and
201224 -         suggested balancing the need to survive with the natural
201225 -         desire to be entertained. ref SDS 70 9GWA
201226 -
201227 -
201228 -
201229 -
201230 -
201231 -
201232 -
2013 -

SUBJECTS
Ignorance, Fear, Denial

2103 -
210401 -      ..
210402 -     Denying Value to Avoid Responsibility of Inquiry
210403 -
210404 -     The disjunction between the value of ideas discussed with Intel,
210405 -     Morris' obvious interest in such ideas based on his position at
210406 -     Chips, his life experience, prior comments (e.g. just one in
210407 -     hundreds -- reported on 950223, ref SDS 20 8492), plus a 12 year
210408 -     collaboration on creating the tool that led to formulation of the
210409 -     ideas, contrasted with an explanation of not reading the Intel
210410 -     notes because the ideas have a "low priority," points to an
210411 -     emotional aversion to avoid knowledge in order to avoid acting.
210413 -      ..
210414 -     This seems to comprise a large emotional hurdle from the
210415 -     inadequacy Morris cites is revealed by Communication Metrics,
210416 -     ref SDS 6 line 68.
210417 -
210418 -        [See follow up where Chips hired a psychologist to improve
210419 -        communications, ref SDS 46 line 98, and ref SDS 46 line 202.]
210420 -
210421 - ..
210422 - After a 2 hour lunch, Morris agreed to put a task in his
210423 - schedule to read the Intel meeting notes, so it will regularly come to
210424 - his attention, giving him an opportunity to evaluate priority relative
210425 - to other opportunities to apply his time and energy.
210426 -
210427 -        [See follow up at ref SDS 46 line 77.]
210428 -
210429 -
210430 -
210431 -
2105 -

SUBJECTS
Teach SDS School Education Training 2 Worlds Transformation Informat

4303 -
430401 -  ..
430402 - Educational Development Strategy
430403 -
430404 - Morris feels that since it takes experience for people to discover how
430405 - SDS improves the capacity to think, remember and communicate, we need
430406 - to teach SDS in schools to the young, like reading and writing, rather
430407 - than ask executives to introduce it into their organizations, because
430408 - people don't want to make significant change in their work practices.
430409 -
430410 -     [On 951012 meeting at University of Santa Clara discussed program
430411 -     to teach SDS to children. ref SDS 44 7477
430413 -      ..
430414 -     [On 960214 ABC Nightline reports capability for continual learning
430415 -     needed to reengineer management by adding "intelligence" to
430416 -     improve productivity rather than firing people. ref SDS 49 5022
430418 -      ..
430419 -     [On 990527 Morris reported difficulty introducing SDS to improve
430420 -     management is resisted by strong cultural forces, ref SDS 61 1233,
430421 -     he had difficulty explaining SDS to his boss at Intel. ref SDS 61
430422 -     074D
430424 -      ..
430425 -     [On 000925 initiative to Stanford University on curriculum to
430426 -     integrate management science, cognitive science and computer
430427 -     science. ref SDS 68 0001
430429 -      ..
430430 -     [On 001011 initiative to SRI on fostering culture of knolwedge
430431 -     that includes improving education. ref SDS 69 3Y2P
430433 -      ..
430434 -     [On 010614 SDS strengthens basic literacy. ref SDS 71 HD6O
430436 -      ..
430437 -     [On 010619 DOD needs support for basic literacy. ref SDS 72 KWSQ
430439 -      ..
430440 -     [On 010711 proposal to SRI on initiative to improve education.
430441 -     ref SDS 73 UF9J
430443 -      ..
430444 -     [On 010712 DOD likes SDS initiative to improve education.
430445 -     ref SDS 74 2O5I
430447 -      ..
430448 -     [On 011029 future of education aided by SDS for continual
430449 -     learning. ref SDS 77 J44I and ref SDS 77 MT6G
430451 -      ..
430452 -     [On 011030 future of education - SDS improves traditional
430453 -     curriculum by children how to convert information into knowledge.
430454 -     ref SDS 78 YD6M
430456 -      ..
430457 -     [On 020538 inquiry about using SDS for consulting business to
430458 -     support education in Austria, Europe. ref SDS 79 0001
430460 -      ..
430461 -     [On 080206 Morris proposed conforming SDS to famliar ways using
430462 -     information tools, so that people don't have to learn a new way of
430463 -     working. ref SDS 81 HT6F
430464 -
430465 -
430466 -
430467 -
430468 -
430469 -
430470 -
4305 -

SUBJECTS
Adding Value to Executives
Add Value to Existing Staff
Reengineer Management
Communication Engineer/Manager
Skills Deficit, Reengineer by Increasing
Downsizing = Fewer Managers + More Information; Needs SDS
Reengineer Management Requires Tools New Management Science
Reengineer Communication SDS Improves Management Adds Metrics Alignme

5310 -
531101 -  ..
531102 - Adding Value to Managers
531103 - Reengineering Executive Management
531104 -
531105 - What seems true for automobile assembly workers and steel workers
531106 - seems to be true also for executives: they want to make a living by
531107 - using the skills they already have, rather than improving their value
531108 - by acquiring new skills to convert information into knowledge more
531109 - effectively.  Most steel workers are willing to learn to do a better
531110 - job of making steel.  They worry about having to learn to make plastic
531111 - or some other craft.  Executives on the other hand are responsible for
531112 - creating intellectual capital by converting information into useful
531113 - knowledge. see POIMS, ref OF 1 1101  This responsibility causes fear
531114 - that instead of just relying on what pops into the mind at the moment,
531115 - as occurs with traditional management practice, people need to acquire
531116 - new skills using SDS that improve ad hoc thinking, remembering and
531117 - communicating. see POIMS. ref OF 1 3742
531118 -
531119 -     [On 960214 "reengineering" excuse for firing people instead of
531120 -     adding intelligence to management that improves productivity,
531121 -     cited during ABC broadcast of of Nightline program. ref SDS 49
531122 -     5022
531124 -      ..
531125 -     [On 980307 Andy Grove says executives loath having to change work
531126 -     practices. ref SDS 60 3740
531127 - ..
531128 - Fear of improving management, however, conflicts with changes in
531129 - the work environment. -- See "Creeping Toward a Future that is Rushing
531130 - Toward Us," below, ref SDS 0 3885
531132 -  ..
531133 - Information Technology (IT) renders traditional ad hoc analysis more
531134 - prone to error, as seen from analysis on 931008 of Van Kasper's paper
531135 - on the Information Revolution. ref SDS 12 1287  IT accelerates the
531136 - growth of small mistakes into big problems, and it expands the impact
531137 - of problems to other people and organizations.  This New World Order
531138 - requires different tools for avoiding miscommunication and meaning
531139 - drift, commonly called "misunderstanding" under risk management
531140 - principles embodied by Communication Metrics, enabled by SDS. see
531141 - analysis on 950327. ref SDS 21 0001
531143 -  ..
531144 - Accelerating changes in the character of management work due to
531145 - information overload is evident from Dave Vannier's observation at
531146 - Intel on 950927 that market forces are forcing managers to gain new
531147 - skills. ref SDS 34 3095  On 950915 an IBM marketing manager for
531148 - financial services cited challenge of growing complexity caused by IT.
531149 - ref SDS 33 PQWP  This record supports Tofflers' idea that the most
531150 - important skill to acquire is how to learn quickly, discussed on
531151 - 950927 at Intel. ref SDS 34 3095
531152 -
531154 -  ..
531156 -  ..
531157 - What new skills can people acquire to improve productivity?
531158 -
531159 - Learning Communication Metrics enables people to discover and correct
531160 - misunderstandings before costly mistakes occur?  This adds value to an
531161 - executive, a manager, an engineer, a secretary...? How about
531162 - automating the management cycle so work is informed and a less prone
531163 - to the foibles of "feel good" management, reported on 911221 where
531164 - Chips was reengineering by downsizing 20%? ref SDS 10 6632
531166 -  ..
531167 - Can skills and support using SDS to align the work with objecitves,
531168 - requirements and commitments help, discussed at Intel on 950927?
531169 - ref SDS 34 9830,
531170 -
531171 -     [On 960410 General Vernon Walters prototype of Leadership Aide.
531172 -     ref SDS 53 7382
531173 - ..
531174 - Can skills and support using SDS to construct continual case
531175 - studies that enable continual learning help, also, discussed at Intel
531176 - on 950927? ref SDS 34 2320
531177 -
531178 -     [On 951101 companies using psychologists to improve
531179 -     communication. ref SDS 46 5500
531180 -
531181 -     [On 960214 "reengineering" excuse for firing people instead of
531182 -     adding intelligence to management that improves productivity,
531183 -     cited during ABC broadcast of of Nightline program. ref SDS 49
531184 -     5022
531186 -      ..
531187 -     [On 960103 Morris described advantage of executives acquiring new
531188 -     skills for "analysis" as adding "tactics" to responsibilities for
531189 -     strategy. ref SDS 48 6G6L
531191 -      ..
531192 -     [On 990625 Fortune reported CEOS fail by focusing on strategy and
531193 -     overlooking ability to execute SDS capabilities. ref SDS 62 0460
531194 -
531195 -
531196 -
531197 -
531198 -
5312 -

SUBJECTS
Difficult to Understand
Ignorance, Fear, Denial Credibility - No Faith
Common Sense, Paradigm Shifts Automated Management
SDS Design Hard for Software Engineers to Grasp
Welch Management Method Different SDS Enables Consistent Good Managem
Knowledge Management Fails Not Distinguished from Information Managem
Discouraged KM Too Difficult Giving Up Technology Cannot Improve Mana
Programmers Don't Know What to Program to Improve Management Create K
Useful Design Discovered by Synergy Between Use and SDS Development
Life Experience Similar to Rod Builds Faith to Try SDS New Way of Wor
Engineers Don't Know How to Design Programs that Enable Computers to

8113 -
811401 -  ..
811402 - Welch Management "Process" Hard to Grasp, Not Common Sense
811403 -
811404 - Morris said programmers do not know how to design software nor what to
811405 - program that enables computers to support management processes that
811406 - improve productivity, reflecting Tom Landauer's view in his book
811407 - reviewed on 950710 that engineers do not know how to program computers
811408 - for improving management productivity, because it requires leveraging
811409 - human thinking, which is very hard to understand. ref SDS 28 3375
811410 - This evening, Morris feels designing software programs to support the
811411 - Welch Management Method, which Morris described on 911123, ref SDS 8
811412 - 0477, is very difficult to understand.
811414 -          ..
811415 -         [On 020608 Dave Snowden reported research at IBM shows that KM
811416 -         has failed to meet expectations. ref SDS 80 ZN6I
811418 -          ..
811419 -         [On 020608 research shows engineers substitute "knowledge" for
811420 -         "information" in marketing materials to offer solutions for
811421 -         "Knowledge Management." ref SDS 80 JA4L
811423 -  ..
811424 - On 950223 Morris indicated life experience like Rod Welch is needed to
811425 - have faith using SDS in order to gain experience with the processes
811426 - that improve management. ref SDS 20 3003
811428 -  ..
811429 - On 910418 Intel reported that scenarios need to be figured out for
811430 - better software needed to make computers useful for management.
811431 - ref SDS 4 UT7F  On 931130 Drucker reports people giving up trying to
811432 - improve communication because the proces is too complex to understand.
811433 - ref SDS 14 3851  On 950927 Intel gave up on trying to use computers
811434 - to improve management.
811435 -
811436 -         [On 000716 Communication Metrics requires a coherent theory of
811437 -         management based on the communication process that has eluded
811438 -         discovery since the 17th century. ref SDS 67 7838
811440 -  ..
811441 - On 910810 Morris said SDS has technical breakthroughs in software
811442 - design. ref SDS 6 7793  On 911123 Morris advised SDS enables a new way
811443 - of working, which he described as the Welch Management Method.
811444 - ref SDS 8 4930
811445 -
811446 -         [On 000106 Morris feels synergy between programming and use is
811447 -         important for creating a program like SDS. ref SDS 63 8V4F
811449 -          ..
811450 -         [On 000425 Morris said SDS is a unique capability. ref SDS 64
811451 -         0480
811453 -          ..
811454 -         [On 000503 AI software engineer does abandons effort to
811455 -         develop knowledge management. ref SDS 65 5033
811457 -          ..
811458 -         [On 000615 OHS/DKR team at SRI does not have enough knowledge
811459 -         to create KM. ref SDS 66 6271
811461 -          ..
811462 -         [On 010924 Morris cited synergy between using and developing
811463 -         SDS important factor missing from other projects to improve
811464 -         management. ref SDS 75 NK4J
811465 -
811466 -
811468 -      ..
811469 -     Paradigm Shifts in SDS & Communication Metrics
811470 -     Atoms and Double Entry Bookkeeping are Powerful
811471 -     Common Sense Solutions Inhibit Progress - Need Wisdom
811472 -
811473 -     I agreed this is hard to grasp, as Morris reported on 911121,
811474 -     ref SDS 7 7420  At that time time he reported that linking in SDS
811475 -     is very helpful, but hard to understand. ref SDS 7 5699
811476 -
811477 -     Reflects counterintuitive design supporting human intelligence
811478 -     through the common business process of plan, perform, report. see
811479 -     POIMS, ref OF 1 6649  Since the architecture of human thought is
811480 -     hidden and occurs on automatic pilot the design is too subtle for
811481 -     people to recognize as significant, similar to accepting that
811482 -     something very small, like an atom, or very simple like double
811483 -     entry bookkeeping, can produce a lot of power.
811484 -     ..
811485 -     People reject, as conflicting with "common sense," the
811486 -     uncommon notion that technology to support the management cycle is
811487 -     a powerful idea within the meaning of Gilder's Law of the
811488 -     Microcosm. ref OF 2 MY6H
811490 -      ..
811491 -     People feel "understanding" and coordination are better achieved
811492 -     by attending more meetings or making more phone calls. Since these
811493 -     are "common" solutions, they make more "sense" to the brain's
811494 -     hunger for connections to its experience (see "Improbable Machine"
811495 -     reviewed on 900303, ref SDS 3 5443, and ref SDS 3 3002).  SDS is
811496 -     uncommon because no one else is using it, so "common sense" tells
811497 -     people to reject it and buy a cellular phone instead for the
811498 -     reasons given by Tom Landauer in his book "The Trouble with
811499 -     Computers" on why usefull technology is slow to emerge in the
811500 -     market place, reviewed on 950710. ref SDS 28 2004  The idea of
811501 -     "wisdom" seems to apply for occassions when "common sense" is
811502 -     inadequate to the task, from review of Campbell's book on 900303.
811503 -     ref SDS 3 4856
811504 -
811505 -          [See follow up with Santa Clara University ref SDS 44 5592,
811506 -          and on "Wisdom" at ref SDS 47 4583 and ref SDS 50 7330.]
811508 -      ..
811509 -     Computer Aided Management - What Does It Mean?
811510 -
811511 -     Difficulty understanding the opportunity for using SDS to improve
811512 -     productivity is evident in the worry that SDS does not automate
811513 -     management because users must press a button to schedule a task,
811514 -     cited by Morris on 950502. ref SDS 25 5778
811516 -      ..
811517 -     Morris says SDS helps people use the "Welch" management method,
811518 -     which he described on 911123 as organizing the work, analysing
811519 -     problems and opportunities, and following up, ref SDS 9 4930,
811520 -     which was later described on 941108 as an application of Empathic
811521 -     Design princples. ref SDS 15 9448,
811523 -      ..
811524 -     Morris feels most executives lack the discipline to be helped, as
811525 -     he explained on 950502, ref SDS 25 9077, including "laziness" and
811526 -     "ignorance," reviewed on 940508. ref SDS 15 1926
811527 -     ..
811528 -     Morris said he wants the computer to do it for them.
811530 -      ..
811531 -     What though is the "it?"
811532 -
811533 -         SDS automatically creates the Diary, and automatically
811534 -         assembles pointers into the Diary by time, people, documents
811535 -         and subjects.  The only thing left is scheduling tasks.  SDS
811536 -         offers a variety of ways to help figure out what needs to be
811537 -         scheduled, and allows "it" to be done at the touch of a key.
811539 -          ..
811540 -         If the computer scheduled tasks on its own, it would be
811541 -         managing the business rather than helping people carry out
811542 -         decisions about what needs to be done.  This is a critical
811543 -         distinction between artificial intelligence and applying
811544 -         automation to create real knowledge developed in analysing the
811545 -         article on "mediators," at, ref SDS 16 line 271.  Some day we
811546 -         may find a path to AI, but in the meantime, better knowledge
811547 -         tools can improve personal and organizational productivity,
811548 -         ref SDS 16 line 393, beyond the skill of using the alphabet
811549 -         which has been our knowledge tool for 5,000 years.  It is time
811550 -         for a change, ref OF 2 line 1310.
811551 -         ..
811552 -         See also "Improbable Machine" on distinction between AI
811553 -         and POIMS, ref SDS 3 line 138.
811554 -
811555 -
811556 -
811557 -
8116 -

SUBJECTS
Conflict with Existing Methods
Credibility - No Faith
Ignorance, Fear, Denial
Culture Shock, Communication Metrics
Imploding on Information Highway
Market Potential
Disallusioned by Technology
Future will Not Wait Difficult to Understand
Feel Good Management, Overcome by
Front-end Investment Difficult Managers to Make, Wideman
Penny Wise Pound Foolish Avoids Front-end Investment, FBI Example
Fear Change Executives Hope to Get by Without Learning SDS to Improve

9614 -
961501 -  ..
961502 - Creeping Toward a Future That is Rushing Toward Us
961503 -
961504 - Morris feels executives fear making major change and so hope they can
961505 - succeed by making small changes in work practices (considered in
961506 - review of article on emphatic design at ref SDS 15 6930).
961507 -
961508 -        [On 990527 Morris cited strong cultural forces that prevent
961509 -        executives from improving management. ref SDS 61 1233
961511 -         ..
961512 -        [On 990625 Fortune article reports executives fail because they
961513 -        refuse to use good management, ref SDS 62 7344, and they refuse
961514 -        because of psyche issues, i.e., they don't feel like it.
961515 -        ref SDS 62 5394
961516 -     ..
961517 -     An example is that instead of automating and integrating the
961518 -     management cycle (plan, perform, report), so that unperformed
961519 -     tasks are carried forward, managers feel more secure with a tool
961520 -     that only rolls forward pending tasks.  If the task in the
961521 -     Schedule, also, provides information needed to do the work, and
961522 -     provides a way to convert the task into a diary report of what was
961523 -     accomplished, if it shows all of the documents, analysis and
961524 -     considerations that have already been done, and gives instant
961525 -     access to that stuff, that prospect is too scary for managers to
961526 -     try, much less adopt.
961528 -  ..
961529 - The difficulty with this strategy is that the future will not wait.
961530 - It is rushing toward everyone by virtue of the success using old
961531 - technology for growing knowledge, per discussion with IBM ref SDS 18
961532 - line 97, and more recent IBM event at ref SDS 42 line 82.  We call
961533 - this the...
961535 -  ..
961536 -
961537 -                       Information Highway
961538 -
961539 -       ...which Morris limits to more TV channels, but which has by
961540 -       common usage been applied to describe at least the Internet.  Of
961541 -       course a more useful application of "Information Highway" is to
961542 -       identify the broader increase in the rate of flow of information
961543 -       cited in the New World Order... paper, ref OF 2 line 507.
961544 -
961546 -  ..
961547 - Credibility - Ignorance, Fear, Denial Cause Penny Wise Pound Foolish
961548 -
961549 - Morris drew some sketches on restaurant napkins to illustrate that
961550 - since people will not use SDS, they must not feel the need for what it
961551 - does, per Ron Buck's letter reviewed on 950517. ref SDS 26 6838
961552 -
961553 -     [On 950927 discussion with Intel showed managers giving up on
961554 -     technology. ref SDS 34 3920]
961556 -  ..
961557 - We considered strong complaints on 950705 that project managers are
961558 - unproductive shows an enormous desire for better management
961559 - productivity, ref SDS 27 2955  Every day all over the world people are
961560 - screaming for better management, better results.  The sudden rush to
961561 - the Internet is underlain by belief that it will improve personal
961562 - productivity, as seen from the DexCon event yesterday. ref SDS 41
961563 - 2209
961564 -
961565 -     [On 951022 report on CNN about market demand, ref SDS 45 3357]
961566 - ..
961567 - SDS is resisted because people lack experience showing that
961568 - technology improves management productivity.  People do not believe
961569 - explanations and demonstrations because lack of experience, i.e.,
961570 - ignorance. prevents belief.  For example, on 950204 Morris reported a
961571 - seminar he attended supported SDS methods, but Morris feels the
961572 - seminar made a mistake because he believes strongly SDS is "overkill,"
961573 - ref SDS 19 5932, relative to common practice of getting by on wits,
961574 - charm, guess and gossip, rather than investing time to apply the Welch
961575 - Management method of plan, perform and report, which he cited on
961576 - 911123, ref SDS 8 4930  The letter from Ron Buck on 920517 further
961577 - illustrates the power of common sense to prevent understanding new
961578 - methods. ref SDS 26 7943 and ref SDS 26 0060
961580 -  ..
961581 - Resistance to SDS comes from market dynamics driven by ignorance, fear
961582 - and denial.  Customers properly fear that new tools require investing
961583 - time to learn how automation saves time and money.  This conflicts
961584 - with the paradigm of "common sense" that says good ideas come from
961585 - familiar "safe," sources, e.g., Microsoft. (See discussion about
961586 - "intuition" on 911121. ref SDS 7 4195)  Fear is increased by the
961587 - prospect that "documentation" brings accountability for mistakes.
961588 - Experience with traditional documents that lead to accountabilty in
961589 - litigation, causes fear that prevents adding intelligence to the work
961590 - in order to avoid mistakes, save time and increase earnings.  Fear is
961591 - compounded again by the prospect that taking the time now for adding
961592 - connections that convert information into knowledge, i.e., doing
961593 - intelligence work, requires front-end investment that is not rewarded
961594 - for days, months, sometimes years in the future.  Without experience
961595 - showing this reward far exceeds the front-end investment, ignorance
961596 - about the value of intelligence, leads to fear that prevents
961597 - discovery.
961598 - ..
961599 - The rule a penny saved is a penny earned, collides with the rule
961600 - not to be penny wise and pound foolish.
961601 -
961603 -      ..
961604 -     Disillusioned by Technology
961605 -
961606 -     People want to think remember and communicate better, as seen by
961607 -     Dave Vannier's article in Byte on Intel's hopes for using their
961608 -     technology to improve managemebt, ref SDS 34 8943 and ref SDS 34
961609 -     2899  But, having invested time to learn to use tools created by
961610 -     Microsoft, Lotus and IBM that did not work, they do not believe
961611 -     and do not want to believe anything can help them for the reasons
961612 -     cited by David Vannier at Intel, ref SDS 34 7732, and Ed Elze with
961613 -     IBM earlier today. ref SDS 42 1511  They are ignorant about the
961614 -     power of SDS, they fear learning a new tool that may not produce
961615 -     desired results based on experience with mainstream producers,
961616 -     they are then forced to deny having the problems SDS fixes when
961617 -     confronted with a demonstration that it solves them, they deny SDS
961618 -     does anything they cannot do by other means, as set out on 950223
961619 -     discussing 3 x 5 cards and secretaries. ref SDS 20 9933
961620 -
961621 -           [On 951022 CNN report investors customers are becoming jaded
961622 -           about prospect of technology improving management.
961623 -           ref SDS 45 6565]
961625 -            ..
961626 -           [On 960715 Dave Vannier reported at Asilomar Conference that
961627 -           hopes for technology to improve management are not
961628 -           attainable in foreseeable future. ref SDS 55 1552]
961630 -            ..
961631 -           [On 951101 Morris has changed automated tools many times and
961632 -           been unable to find an acceptable solution, ref SDS 46 0754
961634 -            ..
961635 -           [On 970607 change again from Ecco Pro to Lotus Organizer.
961636 -           ref SDS 57 5838
961637 -
961638 -
961640 -      ..
961641 -     Feel Good Management
961642 -
961643 -     People work very hard to conform reality to their paradigm (i.e.,
961644 -     summarized template from their life experience), so they can feel
961645 -     good complaining that nothing can solve the problem, except firing
961646 -     a bunch of people.  The idea of making people more productive is
961647 -     not even on the radar scope.
961649 -            ..
961650 -           On 921217 example of denial at ref SDS 11 3150 and in the
961651 -           same record at ref SDS 11 NG8T
961652 -
961654 -  ..
961655 - This is a matter of credibility.  It requires re-building the faith
961656 - shattered by dashed hopes and expectations, discussed with Morris on
961657 - 950204, ref SDS 19 5005 and at ref SDS 20 B1H3, and on 911121.
961658 - ref SDS 7 6654
961659 - ..
961660 - People have difficulty believing that better technology to solve
961661 - a very complex problem comes from someone in San Francisco, when
961662 - offerings from Microsoft, IBM and Lotus have failed.  People fear SDS
961663 - because it lacks credibility in that it is uncommon for technical
961664 - solutions to come from unknown, non-technical sources.
961665 -
961666 -     [See discussion of credibility re course on Communication Metrics
961667 -     at ref SDS 32 line 432.]
961668 -
961669 -
961670 -
961671 -
9617 -

SUBJECTS
Strategies
Endorsements
Seminars/speeches as sales presentation
Education, institutional courses

A006 -
A00701 -  ..
A00702 - Credibility from Endorsements
A00703 -
A00704 - We can build credibility by endorsements from "credible" sources and
A00705 - by a record of performance showing better results occur by using SDS,
A00706 - in the same way people discovered they get better results by using
A00707 - reading and writing. The only issue is whether we can do this in less
A00708 - than the 4,500 years it took to fully integrate reading and writing
A00709 - into the culture, as discussed with Intel, ref SDS 34 line 886.
A00711 -  ..
A00712 - This work is underway to initiate management seminars within PMI, to
A00713 - get Intel and Chips reps to address it, to do educational courses at
A00714 - GWU, GGU, and SCU, to perform studies at Sandia labs, SCU, and to get
A00715 - people who have an interest in making more money to use SDS at every
A00716 - place I encounter, so we can build the experience base that supports
A00717 - recognition of this new power.  These efforts depend upon building a
A00718 - credible base of success, as at PG&E and DNRC.  This requires exposure
A00719 - and visibility.
A00720 -
A00721 -      [See later analysis of VLSI that launched PC industry, ref SDS 54
A00722 -      line 216, results of class proposal on POIMS and Communications
A00723 -      Metrics at GWU, ref SDS 56 line 77 and Asilomar Conference at ref
A00724 -      SDS 50 line 251.]
A00725 -
A00726 -
A00727 -
A008 -

SUBJECTS
Emperor Has No Cloths
Executive Work Practice using SDS
Credibility - No Faith
Culture Shock, Communication Metrics

A506 -
A50701 -  ..
A50702 - The Emperor Has No Cloths
A50703 -
A50704 - The credibility issue is reflected in Steve Mills' remarks to the IBM
A50705 - TechCon at the San Jose Convention Center today.  Steve announced that
A50706 - IBM is creating better tools to use the Information Highway and that
A50707 - this will improve attendees ability to perform their work, ref SDS 42
A50708 - line 72.  He could have supported this announcement by showing
A50709 - attendees how he and Lou use automation to do their job of improving
A50710 - earnings at IBM, and sharing IBM's plans to help him do a better job
A50711 - in the future.  Instead, he had technicians demonstrate graphical
A50712 - games.  Except by suspension of belief, the audience cannot accept
A50713 - IBM's claims, or anyone else's, that automation is improving
A50714 - management, unless an executive gets up there and says
A50715 -
A50716 -         [See results at Asilomar at ref SDS 55 line 302.]
A50717 -
A50719 -       ..
A50720 -      Executive Work
A50721 -
A50722 -      "This is how I make money at IBM.  See here I discovered an
A50723 -      opportunity, and gave so and so these instructions, and here is
A50724 -      where they were carried out.  Here is how I got information in
A50725 -      time on an important matter.  Here is a misunderstanding I fixed
A50726 -      to avoid a mistake.  Here is my task to follow up to make sure it
A50727 -      gets done as I intend.  See how it is linked back to the problem
A50728 -      and all of the information needed to do the work?  Here are our
A50729 -      earnings.  We can help you do the same."
A50730 -
A50731 -         [Used this with Intel at ref SDS 51 line 626, example of need
A50732 -         for better information management is at ref SDS 52 line 195.]
A50734 -          ..
A50735 -         [See results at Asilomar, ref SDS 55 line 260 and at ref SDS
A50736 -         55 line 302.]
A50737 -
A50738 - ..
A50739 - Jim Manzi tried to do this during a speech to the National Press
A50740 - Club last year and floundered, ref SDS 17 line 77, because he did not
A50741 - have a tool that helps people do what they want:  integrate
A50742 - information, time, people and documents, i.e., lift the capacity to
A50743 - think, remember and communicate.
A50745 -  ..
A50746 - So, instead Steve gets up and says "We can improve your business, just
A50747 - look at these graphics, trust us, we're IBM.  People clap and hope.
A50748 -
A50749 -           [See later CNN report at ref SDS 45 line 91].
A50750 -
A50752 -  ..
A50753 - The Cloths Have No Emperor
A50754 -
A50755 - When Welch shows people how their work can be improved, suspension of
A50756 - belief works in reverse.  Since it is not from Lotus, Microsoft or
A50757 - IBM, it must not be as good as it looks.  Rod can say "Here is how I
A50758 - use automation all day long," per scenario, proposed for Steve Mills,
A50759 - VP IBM Software Solutions for Business, earlier today. ref SDS 42 6811
A50761 -  ..
A50762 - But people naturally wonder why, if it is so good, don't Steve and Lou
A50763 - at IBM, Andy at Intel, Bill at Microsoft and Jim at Lotus use this
A50764 - too?  So they are afraid, and they have a convenient excuse to deny
A50765 - that doing something that looks like extra work, i.e., planting seeds
A50766 - of information into their computer, will, like planting seeds in the
A50767 - ground, grow into a rich harvest of connected knowledge that will save
A50768 - a lot of time in the way that the harvest of wheat and corn saves
A50769 - everybody time, under analysis on 950426. ref SDS 24 4404
A50770 - ..
A50771 - This is similar to the "Genie in a Bottle" metaphor of common
A50772 - sense, also, developed on 950426. ref SDS 23 9530
A50773 -
A50774 -         [On 960715 people were afraid to explain SDS solution at
A50775 -         Asilomar. ref SDS 55 1552
A50776 -
A50777 -         [See Microsoft was rejected by AT&T in 1982 as too small,
A50778 -         ref SDS 58 1847
A50779 -
A50780 -
A50781 -
A50782 -
A508 -

SUBJECTS
Market Potential
SDS is Effective
Evaluation
SDS Worthwhile Should be Pursued

A806 -
A80701 -  ..
A80702 - Hedging Our Bets on the Future
A80703 -
A80704 - Morris said when I dropped him off at Chips after lunch that he feels
A80705 - SDS should be pursued so that people gain faith in using it,
A80706 -
A80707 -     Uncle Jim said something similar on 950930. ref SDS 35 0001.
A80709 -  ..
A80710 - This reflects assessment on 890809 that the SDS design is effective,
A80711 - ref SDS 2 8211, on 910810 that SDS is a "breakthrough," ref SDS 6 7793
A80712 - that uses technology to accomplish important functions described on
A80713 - 911123, ref SDS 8 4930.
A80715 -  ..
A80716 - However, like our discussion on 950204, ref SDS 19 5005. Morris did
A80717 - not offer ideas on what should be done to help people overcome
A80718 - ignorance, fear and denial that prevents improving the work, per his
A80719 - comments at the restaraunt, above. ref SDS 0 IQ6G
A80720 - ..
A80721 - So far, there is not another soul helping do this work.
A80722 -
A80723 -
A80724 -
A80725 -
A80726 -
A80727 -
A808 -

SUBJECTS
Lotus Notes & IBM, 910625
Lotus Notes Used at Chips Can Replicate to Conform Common Records on

AA04 -
AA0501 -  ..
AA0502 - Lotus Notes Replicates Automatically
AA0503 -
AA0504 - I mentioned understandings from the IBM seminar today ref SDS 42 1511,
AA0505 - that Lotus Notes cannot figure out what files need to be updated on an
AA0506 - entire disk, and conform two systems automatically.
AA0507 -
AA0508 - Morris said Chips has Lotus Notes.
AA0510 -  ..
AA0511 - He has seen LN do this, but they use another program for this
AA0512 - function, because it is faster than LN.
AA0513 -
AA0514 -
AA0515 -
AA0516 -
AA0517 -
AA0518 -
AA0519 -
AA06 -