CONTACTS 
0201 - Chips & Tech.
020101 - Mr. Morris E. Jones
020102 - Sr. Vice President

SUBJECTS
Stanford, Engineering
Educational Institutions
Design Support

0605 -
0605 -    ..
0606 - Summary/Objective
0607 -
060701 - Follow up ref SDS 70 0000, ref SDS 67 0000.
060702 -
060703 - Morris seems to feel integrating an SDS environment into a CAD program
060704 - would be helpful.  It would require cooperation by CAD vendors to
060705 - create hooks to link the graphical data base with the SDS text record.
060706 - He suggests market studies to evaluate business viability.
060708 -  ..
060709 - Morris generally agreed with SDS notes on Asilomar results.  He felt
060710 - speakers were not aware of the event theme about the relationship
060711 - between leadership and technology, and this was not presented at the
060712 - Conference.  He indicated problems of too much information and not
060713 - enough analysis were presented, but no solutions were offered.  He
060714 - liked Dave Vannier's presentation on mobile computing, and felt Lois
060715 - Zells was informed about the PMBOK and made important points on its
060716 - use to manage projects like Asilomar.  He has read Dr.  Landauer's
060717 - paper on "Plato's Problem" and seems to concur that more information
060718 - harms understanding due to meaning drift, absent a method to align
060719 - communications.  During our meeting he read the paper prepared for him
060720 - on "Reengineering to Win in a Global Economy."  Morris demurs from
060721 - calling the solution to the problem cited by Landauer "Communication
060722 - Metrics," although he seems more comfortable using that term now.
060723 - ref SDS 0 1812  He remains wary of using a Communication Manager and
060724 - SDS to align communications, citing inaccurate records render it
060725 - inadequate relative to his present practice.  He is taking notes on
060726 - his notebook computer at meetings for his project with Intel and
060727 - Lockheed/Martin, but finds the parties do not agree on what
060728 - transpired.
060729 -
060730 -
060732 -  ..
0608 -
0609 -
0610 - Discussion
061101 -  ..
061102 - Conceptual Framework for Study Proposal...
061103 - Extending CIFE 4D Graphics to Include Information
061104 -
061105 - I explained the ideas developed at ref SDS 70 8834, to integrate SDS
061106 - with CAD as a way to introduce people to Communication Metrics by
061107 - aligning communication on design work with the construction and
061108 - fabrication details that result in the plans.
061110 -  ..
061111 - Morris seemed to indicate from his experience creating a CAD program
061112 - for Chips in the 80s, ref SDS 70 8058, that a dynamically linked data
061113 - base of information that supports design decisions would be helpful.
061114 - He suggested interviewing the top 10 organizations who perform design
061115 - work to see if they recognize a need for this capability.
061117 -  ..
061118 - He said that creating it would require CAD-CAM vendors to modify their
061119 - programs by providing "hooks" into their code that would allow
061120 - software engineers to accomplish this objective.
061122 -  ..
061123 - I explained the idea of a research effort to create the capability and
061124 - test it in the field to demonstrate added value.  He feels research
061125 - typically works the other way.  A firm or organization perceives a
061126 - need and then funds research to develop it.  My sense is that people
061127 - in design work very much need a way to connect decisions to design
061128 - details and later to actual performance of the work.  However, since
061129 - most "analysis" occurs in the minds of designers and engineers, there
061130 - has not been an occasion for people to recognize this comprises a
061131 - data base that has the potential to be integrated.
061133 -  ..
061134 - At this time the idea is to implement the POIMS concept of integrating
061135 - personal work with organizational goals, so people can perform their
061136 - work without necessarily being aware of its impact on other matters.
061137 - The portion that impacts design can be linked by the architect. People
061138 - do not have to be skilled at using the CAD program to capture the
061139 - record.  Once a record is linked, the program would acquire it as part
061140 - of the project CAD file data base.  Each such record would, however,
061141 - give access to linked so the full chronology could always be traced t
061142 - to original sources.
061143 -
061144 -
061145 -
0612 -

SUBJECTS
PMI Asilomar Conference, Evaluation, Jones, Morris
Chips, Morris Jones, V.P., Founder
Accuracy, SDS Records
Communication Manager Ensures Time is
Not Enough Time to Read and Write
Knowledge Worker Communication Manager
Communication Manager Need Not Attend Meetings

1509 -
151001 -  ..
151002 - Follow Up Assessment of Lessons from Asilomar
151003 -
151004 - I asked Morris if he prepared any notes for follow up from the
151005 - Asilomar event?
151006 -
151007 - Morris said he has not had time to do this.  He feels our meeting
151008 - today is adequate follow up.
151009 -
151011 -  ..
151012 - SDS Record on Asilomar Conference Appears Correct
151013 -
151014 - Morris read the notes on the Conference prepared on 960715.
151015 - ref SDS 69 0000  He asked how I was able to prepare notes without
151016 - having attended the event?
151017 -
151018 - I cited discussions with Bill DeHart, Dave Buoncristiani, and email
151019 - from Dave Vannier.  Today Morris can supplement the record, including
151020 - the papers prepared for him, per ref OF 4 line 26, and for Dave
151021 - Buoncristiani, ref OF 3 line 16.
151022 -
151023 -        [On 970110 similar concern about how notes can be prepared when
151024 -        Communication Manager does attend an event. ref SDS 80 9483]
151026 -      ..
151027 -     In sum, Morris offered no significant corrections.  He fleshed out
151028 -     some points which seem to support analysis that the Conference
151029 -     presented problems, but no solutions to the leadership/technology
151030 -     equation, ref SDS 69 line 445.  He offered no strong additions or
151031 -     objections to the obstacles to leadership paper prepared for him.
151032 -
151033 -         [See later complaint that notes contain more than what was
151034 -         actually said, ref SDS 83 line 106.]
151035 -     ..
151036 -     He feels Lois Zells is a very smart lady.  He liked Dave
151037 -     Vannier's presentation, and remarked on benefiting from informal
151038 -     dialog with attendees.  He indicated remarks by PMI National Board
151039 -     members were not well related to the Conference theme, reflecting
151040 -     remarks of others on this point.
151041 -
151042 -
151043 -
151044 -
1511 -

SUBJECTS
Email, Not Enough Time to Read
Mail is Not Delivered
Not Enough Time to Read and Write
New World Order

1906 -
190701 -  ..
190702 - Internet/Email Not Delivered/Read - "Communication" Needs Support
190703 -
190704 - I asked if he received the material I prepared to assist Bill in
190705 - introducing him at the Conference, ref SDS 63 line 71, and the draft
190706 - paper we discussed last Sunday, ref SDS 66 line 94?
190707 -
190708 - Morris said he has a bunch of email that he has not had time to check
190709 - yet, reflecting the challenge of Information Highway sending too much
190710 - information that people cannot keep up.  We did not review today,
190711 - Morris assertion on 951101 that the amount of information managers
190712 - encounter has not increased. ref SDS 34 1759
190713 -
190714 -     [On 980722 Morris explained practice of reading and responding to
190715 -     email every day so that a backlog does not build up. ref SDS 97
190716 -     HQ7L
190718 -  ..
190719 - He did not get the several voice mail messages I left for him, because
190720 - he was traveling.  He recalled checking for the paper about the middle
190721 - of the week and not finding it.  I apologized that it could not be
190722 - prepared sooner, per my transmittal to him last Friday, ref DIP 7 line
190723 - 31 at ref SDS 68 line 102.  Evidently he did not see the introduction
190724 - material either which was submitted via email on 960708, ref SDS 66
190725 - line 83.
190726 -      ..
190727 -      This reflects continuing difficulty on the "Information
190728 -      Highway" because it reduces the time executives have to capture
190729 -      and control the record, as reported previously at Chips, Intel,
190730 -      MIT, etc, ref SDS 39 line 730.
190732 -       ..
190733 -      [On 971229 management training film used an example similar to
190734 -      what actually occurred on Asilomar. ref SDS 92 3481]
190736 -       ..
190737 -      [Management training film says miscommunication is "...always
190738 -      happening. ref SDS 92 1501]
190739 -
190740 -
190741 -
1908 -

SUBJECTS
Comedy of Errors, Management by
Leadership Aide
What's a Metric?
Metrics Reveal Conflicts in Documents

2306 -
230701 -  ..
230702 - Schedule Nearly Failed; Success by Accident Warrants Adjustments
230703 -
230704 - Morris said his Ecco Pro schedule program showed he was supposed to
230705 - speak on Saturday and so that was his plan.  His secretary informed
230706 - him only recently he was speaking on Sunday, based on the official
230707 - Schedule received from Sherrill which evidently Morris never saw.
230709 -  ..
230710 - Dave Vannier had similar problem. ref SDS 69 0032
230711 -
230712 -     [on 971229 management training film showed communication errors
230713 -     similar to this record. ref SDS 91 2000 and on the "Telephone
230714 -     Game." ref SDS 91 1526]
230715 -
230716 -     [Management training film says miscommunication is "...always
230717 -     happening. ref SDS 92 1501]
230719 -       ..
230720 -      "Be Prepared" Failing on Information Highway
230721 -      --------------------------------------------
230722 -      This record reflects the challenge facing executives in the
230723 -      modern era, similar to Dave Vannier's experience at Intel, see
230724 -      ref SDS 72 line 242.  Merely using automated scheduling tools is
230725 -      inadequate if there is not a system in place to capture all
230726 -      communications and align them as work progresses, per PMBOK.  It
230727 -      shows the value of Intel's mobile computing idea to take your
230728 -      schedule and data base with you on the road.  The goal of the
230729 -      process was discussed with Morris in February at ref SDS 45 line
230730 -      269.
230732 -       ..
230733 -      We did not discuss this afternoon the meeting with Bill DeHart at
230734 -      Chips on 960103 where Morris entered in his Ecco Pro Schedule an
230735 -      activity to speak at Asilomar on 960713, based at that time on a
230736 -      preliminary schedule, ref SDS 42 line 86.  This appears to be the
230737 -      source of his Schedule showing Saturday instead of Sunday.
230738 -      ..
230739 -      In our discussion on 960425 I advised he would be receiving
230740 -      an official Asilomar Schedule and that the PMI Committee decided
230741 -      he would be the last speaker on Sunday, 960714, ref SDS 54 line
230742 -      95. His appearance on Sunday, was discussed again on 960531,
230743 -      regarding him being the "clean up hitter" since General Hatch was
230744 -      dis-invited by the Asilomar Committee, ref SDS 60 line 115.  I
230745 -      asked under those circumstances if he would include some time to
230746 -      synthesize the ideas of the other speakers into a coherent
230747 -      message of cultural change and he asked my opinion about his
230748 -      outline on this point.
230750 -       ..
230751 -      Several coordination meetings could not take place due to his
230752 -      heavy schedule, ref SDS 59 line 138.  I suspect that his Ecco
230753 -      Schedule continued to show him speaking on Saturday, because the
230754 -      discussions about speaking on Sunday occurred at home and his
230755 -      Ecco Schedule program is only on Morris' computer at work. he was
230756 -      not in front of his computer where he could enter the change.
230757 -      Thereafter, the amount of stuff he has to think about was so
230758 -      great that it slipped his mind to change his Ecco Schedule when
230759 -      the opportunity arose at a later time. When the official Schedule
230760 -      arrived he did not see it due to the volume of information he
230761 -      otherwise encounters, and so his Ecco Schedule was not changed.
230763 -       ..
230764 -      Changes in Asilomar Notifications for Future Events
230765 -
230766 -      In any case, it appears that more directed attention on these
230767 -      details is needed in the future, per analysis of Dave Vannier's
230768 -      schedule snafu.   We probably should be calling speakers a week
230769 -      in advance and again a few days ahead to verify scheduling,
230770 -      rather than relying on documentation and calls a month in advance
230771 -      of the event, as occurred here.
230772 -
230773 -         [on 971229 management training film showed communication
230774 -         errors similar to this record. ref SDS 91 2000 and on the
230775 -         "Telephone Game." ref SDS 91 1526]
230777 -          ..
230778 -         [Management training film says miscommunication is "...always
230779 -         happening. ref SDS 92 1501]
230780 -
230782 -  ..
230783 - Theme Was Not Addressed by Speakers - Is this a "Metric"?
230784 -
230785 - Morris said he was unaware of the Conference theme.  He feels the
230786 - other speakers were also unaware of the theme and none of the speakers
230787 - he heard and spoke with during the Conference addressed the impact of
230788 - technology on leadership.
230789 -
230791 -       ..
230792 -      What's a Metric
230793 -
230794 -      This illustrates "metrics" for communications, which people have
230795 -      difficulty grasping, shown by Morris analysis on 950223.
230796 -      ref SDS 19 5868, and later on 951101. ref SDS 34 1759  His
230797 -      observation today reflects a finding that what transpired at
230798 -      Asilomar did not "measure up" to what was communicated in the
230799 -      Asilomar Schedule. The fact that he did not say it deviated by
230800 -      20% or 70%, etc., is irrelevant to his main point that greater
230801 -      alignment would have been desirable and attention is needed to
230802 -      this point for future endeavors.
230803 -
230804 -         [On 971229 Management training film says miscommunication is
230805 -         "...always happening. ref SDS 92 1501
230806 -
230808 -       ..
230809 -      Difficulty remembering having seen the Asilomar agenda, was
230810 -      discussed in February at ref SDS 45 line 269.
230812 -  ..
230813 - I explained that the theme is shown in the official Asilomar Schedule
230814 - mailed to speakers and attendees, ref DRP 2 line 134.  It says:
230815 -
230816 -         CONFERENCE PROGRAM
230818 -          ..
230819 -         LEADERSHIP AND TECHNOLOGY: A PARTNERSHIP FOR THE FUTURE
230821 -          ..
230822 -         The variety and volume of technology available to assist those
230823 -         who lead and manage has never been greater. This is most
230824 -         evident in the burgeoning communication field including the
230825 -         Internet, E-mail, voice mail, pagers, cell phones, networks
230826 -         and computer software designed to manage this "Information
230827 -         Highway".  However, the promise of technology for most leaders
230828 -         often has not produced better decisions.  New leadership
230829 -         skills will be required to add value to people and organi-
230830 -         zations seeking to win in a global economy. The Asilomar
230831 -         Conference will outline a blending of skills and technology
230832 -         that can fill the needs of effective leadership.
230833 -
230835 -       ..
230836 -      Morris' feeling of not having seen the Asilomar agenda is similar
230837 -      to February when he could not recall seeing earlier explanations
230838 -      of Asilomar ideas submitted and discussed, ref SDS 45 line 252.
230839 -
230840 -          This record seems to support the concept of the Information
230841 -          Highway impeding effective management, ref SDS 55 line 55.
230843 -       ..
230844 -      The Conference theme has been discussed regularly with half of
230845 -      the speakers over the past year.  See, for example, telecon where
230846 -      Morris observed that the Asilomar agenda was not meeting Welch
230847 -      objectives, ref SDS 54 line 168, the letter to Morris on his
230848 -      proposed quote to publicize the event, ref DIP 5 line 31,
230849 -      submitted at ref SDS 57 line 114, and again on his outline at ref
230850 -      DIP 6 line 34 submitted at ref SDS 60 line 115 from a telephone
230851 -      discussion in which he said his presentation will focus on the
230852 -      Conference theme.
230854 -       ..
230855 -      Intel's Outline Addressed Theme
230856 -      Vannier Presentation was Effective on Mobile Computing
230857 -
230858 -      Dave's outline addressed a key aspect of the theme based on the
230859 -      960627 meeting, ref SDS 64 line 110.
230860 -
230861 -      Morris felt Dave was very effective explaining the benefits of
230862 -      mobile computing.  He sensed a positive reception from attendees,
230863 -      but seemed not to recall today Dave mentioning "data pollution"
230864 -      which is relied upon in the draft paper for Morris at ref OF 4
230865 -      line 666, per Dave's outline at ref DRP 3 line 62, discussed at
230866 -      ref SDS 64 line 389.
230868 -       ..
230869 -      The challenge of not having enough time on the Information
230870 -      Highway to consistently apply sound management practices was
230871 -      discussed with Dave at the 950927 meeting.  Although there is
230872 -      evidence that Dave varied from that outline, ref SDS 69 line 259,
230873 -      Morris recalled Dave mentioning difficulty, that has ensued since
230874 -      the 1991 Byte article, to make notebook computers useful to
230875 -      executives.
230876 -      ..
230877 -      Bill DeHart and Dave Buoncristiani had similar
230878 -      recollections about the Byte article and also that Dave covered
230879 -      the point about "Data Pollution" in his Asilomar presentation,
230880 -      ref SDS 69 line 318.
230882 -       ..
230883 -      This indicates Dave's awareness of the Asilomar theme.
230884 -
230885 -
230886 -
230887 -
2309 -

SUBJECTS
PMBOK, Apply Consistently with Technology
Consistent Use of Good Practice
Communication Manager, Psychological Buffer
Psychologically Demanding, Truth/Errors,
Impedes Sound Management Practice, Plan,
Not Telling Truth Executives Attribute
Buffer Needed to Absorb Management Errors,

3009 -
301001 -  ..
301002 - Practicing What We Preach
301003 - PMI Needs More Consistent use of PMBOK Management Practices
301004 -
301005 - Morris recalled Lois Zells discussing with Sherrill McDonald and Bill
301006 - DeHart at the Conference that she did not receive information on the
301007 - theme nor on the ideas being presented by other speakers.  She
301008 - expressed a preference to have had greater support from the Asilomar
301009 - Committee to prepare for the event.  Morris understood Lois to say
301010 - that she is a member of the PMI group that developed the new PMBOK
301011 - (reviewed at ref SDS 28 line 72 to compare with ISO 10006 and for
301012 - ideas to present at this year's Asilomar Conference).  He felt she was
301013 - more familiar with its contents than were others who attended the
301014 - Conference, including speakers and PMI leadership.  Morris indicated
301015 - he commented at the Conference that the definition of leadership in
301016 - section 2.4.1 should be revised to make communication and motivation
301017 - functions of "management" and leadership is narrower. Morris said Lois
301018 - agreed with him on this point.
301019 -
301020 -      [See follow up request for Lois's address to get her comments
301021 -      directly, ref SDS 76 line 55.]
301023 -  ..
301024 - He said Lois expressed concern that PMI needs a greater effort to
301025 - apply the PMBOK in managing the organization at the national and local
301026 - level, including events like Asilomar.
301028 -       ..
301029 -      Consistency Requires Automation or the Expense of a Huge Staff
301030 -
301031 -      I explained that "automated management" provides a mechanism to
301032 -      CONSISTENTLY implement the "plan, perform, report" process of
301033 -      project management.
301034 -
301035 -      Consistent use of good management was cited by Bill Walsh as a
301036 -      key requirement for success at the presentation to DEC on 951010.
301037 -      ref SDS 33 9558
301039 -       ..
301040 -      The POIMS management cycle supported by SDS provides a "metric"
301041 -      of human conduct to expose misunderstandings and errors that
301042 -      constantly occur in communications, as a veritable "comedy of
301043 -      errors," but are buffered, i.e., hidden, by the subconscious
301044 -      mind.  It is a sort of "caching" system to permit functioning in
301045 -      an atmosphere of chaos, per record on 960715 reviewing results of
301046 -      Asilomar Conference. ref SDS 69 8448.
301047 -
301048 -          [On 980808 incorporated explanation of conscious and
301049 -          subconscious mind in explanation of "intelligence" in the
301050 -          paper on POIMS, ref SDS 98 2100]
301052 -       ..
301053 -      Without automated integration of time and information provided by
301054 -      SDS, the only other way to achieve Ms. Zells' objective to use
301055 -      the PMBOK and other management practices on a consistent basis,
301056 -      i.e., every day, all day long, is to hire a bunch of people with
301057 -      3 x 5 cards to keep track of and follow up on the myriad details
301058 -      that occur each day, as discussed on 921020 at the Cal Tech
301059 -      seminar concerning on the success of the Oakland-San Francisco
301060 -      Bay Bridge project during the depression years of the 1930s.
301061 -      ref SDS 10 4365.
301063 -       ..
301064 -      A lot of very smart people being very careful in carrying papers
301065 -      around to decision makers and logging them can do a similar role
301066 -      that automated management performs in linking summary to details.
301067 -      But they cannot accomplish the consistency and timeliness of
301068 -      obtaining information when needed.
301070 -          ..
301071 -         On 950223 Morris likened this methodology to using 3x5 cards.
301072 -         ref SDS 19 9933
301074 -       ..
301075 -      Cache Memory Analogous to Buffer Communication Manager
301076 -      Consistent Exposure to Deviations is Psychologically Demanding
301077 -
301078 -      Computers do not buffer the psychological impact of confronting
301079 -      mistakes.  Morris' programming support for SDS over the past 15
301080 -      years or so shows the high level of tolerance required to accept
301081 -      the disjunction between objectives and results of failed
301082 -      reasoning.  People checking the records, as on the Oakland-Bay
301083 -      bridge project, can both "debug" communications and buffer the
301084 -      blow to ego and self-confidence when human conduct falls short of
301085 -      objectives, i.e., does not measure up.  Automated management,
301086 -      however, results in pressure that is unrelenting. There is no
301087 -      buffer, per review of Asilomar on 960715. ref SDS 69 8448
301089 -       ..
301090 -      Would Ms. Zells have truly preferred being exposed to the
301091 -      constant stream of errors in her work practice, and the oversight
301092 -      of Action Items which consistent use of the PMBOK would have
301093 -      shown?
301094 -
301095 -
301096 -          Planning for Dr. Brusman and Dr. Landauer to cover this part
301097 -          of Communication Metrics at ref SDS 37 line 425 and ref SDS
301098 -          49 line 449, was not implemented due to cost considerations.
301100 -           ..
301101 -          Plans were formulated for Dave Buoncristiani to address this
301102 -          point based on legal practice, ref SDS 44 line 210 and ref
301103 -          SDS 30 line 124, and for Morris to do some of Landauer's
301104 -          scope based on using psychologists to improve communications
301105 -          at Chips, ref SDS 47 line 447.  However, this was not done.
301107 -       ..
301108 -      It seems likely that people, individually, and organizations need
301109 -      BOTH the means to be consistent (automated management), and also
301110 -      a way to buffer the trauma of regular exposure to error, which
301111 -      the human mind is wired to make and to suppress under Landauer's
301112 -      theory of induced meaning from dimension matching, ref SDS 58
301113 -      line 272.  Not every executive has the strength of mind to accept
301114 -      their mistakes and move on to correct them that Morris has.  The
301115 -      executive mindset more typically proclaims others are not telling
301116 -      the truth, ref SDS 23 line 338, are not as hard working nor as
301117 -      smart and dedicated to the team, as they are, ref SDS 55 line 79
301118 -      and also at ref SDS 45 line 339. They shun accountability, deny
301119 -      changes are needed in their work practice and seek relief in the
301120 -      happy talk of "reengineering," within the meaning of "Feel Good"
301121 -      management, ref SDS 2 line 172.
301122 -
301123 -         [See meeting with Denis at KH ref SDS 78 3421.]
301125 -       ..
301126 -      This state of affairs gives rise to consideration of the
301127 -      Communication Manager role promulgated in the NWO paper for which
301128 -      an effort was made to have considered at Asilomar with Turner,
301129 -      ref SDS 37 line 112, Brusman, ref SDS 37 line 448; Morris at
301130 -      ref SDS 46 line 110; Dave Buoncristiani, ref SDS 62 line 192.
301131 -      This new role intends to present errors and deviations from
301132 -      original understandings in a constructive manner to buffer the
301133 -      pressure produced by consistent use of sound management
301134 -      practices, which people claim to seek.
301135 -
301136 -
301137 -
3012 -

SUBJECTS
Transition Leader/Manager/Team To
Complexity Thinking Shocking when 1st
SDS Saves Time by Organizing Record,
10% of Mental Capacity is Used, SDS Lifts
Paperless Office
Learning/Education, SDS is Complex
SDS Records Contain References to Information Not in the Document

4009 -
401001 -       ..
401002 -      Better Management Requires Transitional Support Com Manager
401003 -
401004 -      Morris observed that Welch's methods produce a lot of paperwork,
401005 -      shown by the Asilomar report reviewed today.  He said reports are
401006 -      too long and contain references to information that is not
401007 -      readily available in the document, plus analysis of correlations
401008 -      and implications take time to absorb, because access to links is
401009 -      not available for context.  He feels SDS should take less paper
401010 -      like goals for the "Paperless Office" to take less time and less
401011 -      paper providing access to sources needed to have a complete,
401012 -      accurate understanding of issues in relation to background and
401013 -      relevant sources.
401014 -
401015 -          [See telecon with Bill DeHart on 960728 to assess results of
401016 -          using Communication Metrics, ref SDS 73 0000.]
401018 -           ..
401019 -          [On 980405 Morris feels SDS new features providing links to
401020 -          original sources solves prior complaint for immediate access
401021 -          to verify accuracy and expand span of attention understanding
401022 -          context. ref SDS 96 LS3V
401024 -           ..
401025 -          [On 980307 Andy Grove's book "Only the Paranoid Survive"
401026 -          recommends taking copious notes, asking questions and
401027 -          committing thoughts to "paper," to avoid mistakes due to
401028 -          ambiguity of mental maps. ref SDS 95 3668]
401030 -           ..
401031 -          [On 990712 Morris objects SDS links provide instant precision
401032 -          access to check the record for background, context and verify
401033 -          accuracy; takes a lot of time and responsbility. ref SDS A5
401034 -          5837
401036 -           ..
401037 -          [On 000824 case study people object to links that provide
401038 -          instant precision access to background, context, and to
401039 -          verify accuracy. ref SDS A7 AU67
401041 -           ..
401042 -          [On 010420 Jeff Conklin's work on organizational memory,
401043 -          ref SDS A8 MU7O, explains cognitive overhead requires time to
401044 -          create links and to decide when to open a links, which is
401045 -          similar to the challenge using judicial review practices for
401046 -          clear, concise, complete communication. ref SDS A8 SU6K
401048 -           ..
401049 -          [On 020820 people giving upon using links to make access to
401050 -          references fast and easy; prefer to be in the dark, rather
401051 -          than be responsible for the light of knowledge. ref SDS B1
401052 -          UV6G
401054 -           ..
401055 -          [On 020820 people giving up on accuracy in communication.
401056 -          ref SDS B2 V66I
401058 -       ..
401059 -      We considered briefly that Welch does not use paper.  So paper is
401060 -      not a requisite of Communication Metrics and in fact the aim is
401061 -      to avoid it.  Learning SDS empowers people to do the same, i.e.,
401062 -      accomplish the "Paperless Office" using automated integration of
401063 -      time, information, people, documents and subjects.
401065 -       ..
401066 -      SDS makes information and its connections (the "analysis" Morris
401067 -      called for in his Asilomar talk, ref SDS 69 line 424), accessible
401068 -      merely by clicking a button.
401070 -       ..
401071 -      Consideration of these connections (i.e., the analysis Morris
401072 -      feels is needed) takes less time than is needed to attend the
401073 -      conference and create the analysis.  Such analysis provides a
401074 -      target, or baseline, from which to make judgements about actions
401075 -      that need to be taken.  This takes far less time than correcting
401076 -      the mistakes that result from actions based on cursory analysis
401077 -      using spontaneous recollections and conversation that comprises
401078 -      current management practice.
401080 -       ..
401081 -      Morris is concerned that people have to learn which buttons to
401082 -      press and where to click in order to apply Knowledge Space
401083 -      enabled by SDS and defined in the paper for Dave Buoncristiani,
401084 -      ref OF 3 1508, and discussed further with Morris today in
401085 -      reviewing the paper prepared for him. ref OF 4 07BA
401087 -       ..
401088 -      Perhaps this is another reason for using a Communication Manager
401089 -      who can learn which buttons to press and where to click, and can
401090 -      develop the analysis based on collaboration with an executive,
401091 -      like Morris, using methods that are familiar: talking and
401092 -      listening.  We discussed this in December, and Morris felt it was
401093 -      not needed. ref SDS 40 4829
401094 -
401095 -
401096 -
401097 -
4011 -

SUBJECTS
Executive Work Practices
Executive Accountability is Burdensom
Not Enough Time to Read and Write
Executive Mindset, Need Communication
Executive Leadership with Broader Vision to
Psychologically Demanding, Truth/Errors,
Authority to Lead Requires Empowerment of

4709 -
471001 -       ..
471002 -      Executive Mind Set
471003 -      Not Enough Time to Read Nor Write
471004 -
471005 -      A missing ingredient in Asilomar planning was not being able to
471006 -      "motivate" speakers to write the results of meetings illustrated
471007 -      by the scenario presented during a meeting with General Hatch at
471008 -      Fluor Daniel on 960410, ref SDS 53 FU44, and to read information
471009 -      they received confirming results of coordination meetings, so
471010 -      they could grow their ideas (i.e. learn) in relation to event
471011 -      objectives (see, for example, ref SDS 41 0000 100, ref SDS 51
471012 -      line 151).  Morris and I discussed this reticence as a
471013 -      characteristic of the executive mindset at the 960227 meeting,
471014 -      ref SDS 47 line 919.
471016 -       ..
471017 -      Where people read the record, there appeared to be some growth,
471018 -      ref SDS 74 line 224.  Dave Vannier's final outline showed some
471019 -      alignment with objectives, ref SDS 64 line 155, but this seems to
471020 -      have occurred based on cursory impressions from several meetings
471021 -      rather than review of the writings.
471022 -
471023 -          [See analysis at ref SDS 69 line 661 and ref SDS 72 line
471024 -          126.]
471026 -           ..
471027 -          [See benefits of reading the record per Kavidner at ref SDS
471028 -          74 line 263.]
471030 -       ..
471031 -      We briefly considered today how this concern reflects the
471032 -      challenge of leadership to align people, which Ms. Zells found
471033 -      was not done by the PMI Asilomar Committee.
471035 -       ..
471036 -      Clearly, for those who still use paper, support is needed to help
471037 -      them keep up on the Information Highway.  If we paid honorariums
471038 -      speakers might be encouraged to make better use of the record.
471040 -       ..
471041 -      Consistency Produces Tension of Accountability
471042 -
471043 -      I did not raise today the specter of the tension to resist the
471044 -      burden of accountability inherent in consistent use of sound
471045 -      management methods.  Ahmet felt it and collapsed, ref SDS 29 line
471046 -      36.  Morris has felt it over the years and has withdrawn from an
471047 -      earlier supportive posture.  Marcy and Dave at Intel felt it, and
471048 -      so on, even though an effort was made to shield them from the
471049 -      force of the process.
471051 -       ..
471052 -      What can we conclude from this record?
471054 -       ..
471055 -      Leadership with Broader Vision
471056 -
471057 -      The Asilomar Conference offers an interesting contrast.
471058 -
471059 -      One group of speakers had minimal support and felt the Committee
471060 -      failed to coordinate on the Conference theme and speaker scope.
471061 -      These speakers did not directly address the theme, ref SDS 69
471062 -      line 117 and ref SDS 69 line 489. A second group had considerable
471063 -      support and yet they only partially addressed the theme.
471064 -
471065 -          Scheduling problems in the second group seem unrelated to
471066 -          this issue, except to the extent divided communications is
471067 -          always a risk.  Perhaps these speakers became dependent on
471068 -          Welch due to the history of interaction and simply overlooked
471069 -          the official channel, which was Sherrill.
471070 -
471071 -
471072 -
4711 -

SUBJECTS
Management productivity
Objectives (related to "subjects", biology)
Complexity of Management is Organized

5005 -
500601 -       ..
500602 -      Management Productivity is a Complex Issue
500603 -
500604 -      Bill DeHart feels the theme was too complex in addressing the
500605 -      source of management productivity, per telecon at ref SDS 69
500606 -      0550.
500607 -
500608 -      Did we reach too high?
500610 -       ..
500611 -      Bill's view is supported by original analysis planning to cover
500612 -      "communications" over several events, ref SDS 25 line 257, and
500613 -      from Drucker's observation that managers are decision makers, ref
500614 -      SDS 7 line 403).  Decision making is related to cognition which
500615 -      is highly complex, particularly at the level that yields better
500616 -      decisions: consciousness, i.e., converting information into
500617 -      knowledge, wisdom and vision, ref SDS 64 line 441.  So we could
500618 -      say that getting speakers to partially address this subject was a
500619 -      success.  That however is not enough to move the world forward.
500620 -      ..
500621 -      Morris generally agreed with the breakdown in consciousness
500622 -      shown in the paper prepared for him, ref OF 4 line 787 (see below
500623 -      for "Consciousness...").
500625 -       ..
500626 -      The original plan for Asilomar was to break down the complexity
500627 -      of management productivity flowing from cognition, into smaller
500628 -      ideas for presentation at separate events, ref SDS 26 line 299.
500629 -      The PMI Event Program team approved this plan, but failed to
500630 -      implement it, so it was compressed into Asilomar, ref SDS 36 line
500631 -      141. Similarly, plans to bring experts on cognition and the
500632 -      challenges posed by small mental errors which cause management
500633 -      failures, were not accepted, ref SDS 46 line 100.  Efforts to
500634 -      acquire sponsor support for these ideas were unsuccessful, ref
500635 -      SDS 39 line 79.
500636 -      ..
500637 -      This left the event without an explanation of why
500638 -      conventional computer solutions have not worked.  Some effort was
500639 -      made to help speakers present this explanation, for example the
500640 -      letter at ref DIP 6 line 34.  It is not clear though that even if
500641 -      the explanation had been presented, that it could have been done
500642 -      in a way to help practical, busy executives see the link between
500643 -      cognition, management practices like aligning people called for
500644 -      in the PMBOK, and technology.  Perhaps the Committee's decision
500645 -      was wise in leaving out this piece of the productivity equation,
500646 -      so that attendees would be hungry to attend a future event to
500647 -      deal with it.
500648 -
500649 -
500650 -
5007 -

SUBJECTS
Leadership Not Improved by Existing Technology
Technology, Leadership Ally
Leadership & Technology, Paradoxical
Conflict with Existing Methods
Technology Requires New Management Science
Communication Manager Transitions Team to

6108 -
610901 -       ..
610902 -      Leadership and Technology is Symbiotic, Paradoxical
610903 -
610904 -      Another dimension of complexity is the paradox of a circular
610905 -      theme:
610906 -
610907 -         On the one hand Asilomar exposed the negative impact of
610908 -         technology on leadership, per Johanna Neuman's book, ref SDS
610909 -         48 line 56, and General Hatch's observations, ref SDS 56 line
610910 -         704.  At the same time leadership is needed to meet the
610911 -         challenge of making technology more useful to itself and to
610912 -         others, and to deploy it in controlled ways so that leaders
610913 -         can discover what works and what doesn't.  It is not
610914 -         leadership to simply buy computers, or, on the other hand, to
610915 -         refuse to use computers on the grounds they don't support
610916 -         leadership.
610917 -         ..
610918 -         We never got to the point of what kind of technology is
610919 -         needed to improve leadership nor what leadership is needed to
610920 -         acquire and deploy it.
610921 -         ..
610922 -         An effort was made to treat this matter with some depth
610923 -         using a matrix of PMBOK requirements and obstacles to
610924 -         leadership in the draft paper for Morris at ref OF 4 line 113.
610925 -         However, he did not submit the paper nor discuss the ideas it
610926 -         develops, at the conference.
610928 -  ..
610929 -
610930 -      The need for a combination of tools and leadership was discussed
610931 -      with Dave Vannier in our meeting on 950927.  It was discussed
610932 -      with General Hatch in connection with him delivering a closing
610933 -      talk on "Ambassadors of Change.  Leadership alone cannot keep up
610934 -      on the Information Highway.  Tools alone cannot empower
610935 -      leadership.  Leaders have to use the tools, they have to read the
610936 -      record.  They have to exhibit faith in the process by practicing
610937 -      it in order for others to follow.
610939 -         ..
610940 -        [See article proposing Project Office to provide computer
610941 -        support for Project Managers, ref SDS 84 1943.]
610942 -      ..
610943 -      We could conclude that "Feel Good Management," which Morris
610944 -      cited during a discussion in 1989, ref SDS 9 line 222, cannot be
610945 -      improved; and/or that we are unwilling to stir ourselves above
610946 -      minimal efforts unless threatened with dire consequences or
610947 -      offered blandishments and emoluments.  Alternatively, we could
610948 -      conclude people are ignorant of the benefit of adding a new
610949 -      dimension of time and connectability in using the alphabet to
610950 -      create knowledge.  My guess is that once people discover that SDS
610951 -      improves the alphabet by integrating time and information to
610952 -      produce intelligence so that sound management practices can be
610953 -      used more consistently and that this investment produces more
610954 -      leisure time and better productivity, as related on 940611,
610955 -      ref SDS 17 9044, they will not feel the burden of accountability
610956 -      quite so strenuously.
610957 -
610958 -            [Developed on 960820 an SI for Obstacles to Leadership that
610959 -            tracks these elements of management productivity, ref SDS
610960 -            77 2048, which was the theme for Morris' presentation.]
610962 -             ..
610963 -            [On 990218 explained alphabet. ref SDS A2 3100]
610964 -      ..
610965 -      How though can we enable people to experience this happy
610966 -      result, without people having the experience of using the tools?
610967 -      This takes leadership with a broader vision, as set out in the
610968 -      paper prepared for Morris on breakthroughs in the personal
610969 -      computer industry in the 1970s, ref OF 4 line 1089.  It is
610970 -      fascinating that people, who themselves were pioneers introducing
610971 -      new technology, are unable to reach out to this new opportunity.
610973 -       ..
610974 -      Change Requires Executive Support, Transitioning
610975 -
610976 -      Communication Metrics requires a combination of positive and
610977 -      negative incentives to help executives "climb the mountain" of
610978 -      resistance, ref SDS 31 line 489, endemic to a new system of
610979 -      knowledge, ref SDS 61 line 223.  A Communication Manager is
610980 -      essential to ensure results.  Contract notice provisions offer
610981 -      one form of incentive. For internal management, enlightened,
610982 -      proactive leadership is helpful that can search beyond the
610983 -      biological urge of self-preservation and self-aggrandizement in
610984 -      feeling others have lied because of failed leadership.
610985 -
610986 -          [See article "Give me men to match my mountains" ref SDS 86
610987 -          line 88.]
610988 -
610990 -  ..
610991 - Computers Have Not Improved Management Practices, Lack Stability
610992 -
610993 - Morris clarified understandings of his remarks on 960714 about impact
610994 - of technology on management, ref SDS 69 6588  He recalled saying that
610995 - computers have not changed business practices in the past 30 or 40
610996 - years.  He feels computer applications have changed, but they have not
610997 - helped very much due to resistance to using new methods, per paper
610998 - prepared for him, ref SDS 68 8201, and our discussion on 960701 about
610999 - the inability of people to apply technology because it changes before
611000 - anyone can figure out how to use it productively. ref SDS 65 0897
611002 -  ..
611003 - Morris did not cite resistance to using SDS as an example.
611005 -  ..
611006 - However, I explained that part of the resistance to using SDS comes
611007 - from the fact that what computers have offered is not very helpful to
611008 - the management function, per meeting with Dave Vannier at Intel on
611009 - 950927. ref SDS 32 4619
611010 - ..
611011 - People have expended a lot of effort to use technology only to
611012 - find it does not provide the flexibility of integration that is
611013 - endemic to the management process of "plan, perform, report," which is
611014 - the essence of consciousness, i.e., human acuity, per review of
611015 - Landauer's paper, ref SDS 57 line 194.  People feel technology is
611016 - inadequate, but they do not understand what is missing, because the
611017 - missing ingredient is a means to enhance human cognition and this
611018 - subject is not common in daily work.
611019 -
611020 -        [See article proposing Project Office to provide computer
611021 -        support for Project Managers, ref SDS 84 line 586.]
611022 -
611024 -  ..
611025 - DOS Tools v. Windows Apps
611026 -
611027 - Morris said Lois Zells' comment about DOS CPM programs was about more
611028 - recent Microsoft Project Windows program does not have a good resource
611029 - leveling algorithm, ref SDS 69 line 133.  It seems as though he said
611030 - Lois believed there was an actual error in this aspect of MS Project.
611031 -
611032 -
611033 -
611034 -
6111 -

SUBJECTS
Reengineering
Change & Buy In
Vision of Leadership & Technology, Broader
Reengineer Fire People Streamline Downsize Remove Management Levels G

6606 -
660701 -  ..
660702 - Reengineering, Business Failures, Vision
660703 -
660704 - Morris recalled being asked during the panel discussion about the
660705 - cause of reengineering and business failures.  He indicated today that
660706 - he explained "reengineering" is another word for "downsizing" which is
660707 - a reduction in force, i.e., getting fired, and that business failures
660708 - that lead to reengineering are more often caused by inadequate
660709 - "vision," than by poor execution (discussed in the paper prepared for
660710 - Morris at ref OF 4 line 1076, on 960712. ref SDS 68 RZ4G  He said
660711 - Lois Zells concurred with him on these points.
660712 -
660713 -      We did not consider today that setting a vision is the execution
660714 -      part of a leaders job, and that poor performance of this job may
660715 -      result in part from inadequate "intelligence" (command of the
660716 -      record) to recognize the correlations and implications of what
660717 -      has occurred in the past.  Morris' observation seems to support
660718 -      General Hatch's comment that a key concern of leadership is
660719 -      ensuring change is in the right direction.
660720 -      ..
660721 -      Morris' outline shows the executive role of understanding
660722 -      history which seems to be a key aspect of forming the right
660723 -      vision, ref OF 6 line 89.
660724 -
660725 -
660726 -
6608 -

SUBJECTS
Meeting Notes, confirm understandings
Management productivity
Talking People into Doing Stuff, Leadership
Meltdown, Management Imploding on Itself
Command & Control of the Record, Meeting Support, Facilitator
Align Communications, Meetings Unproductive
Truth is a Moving Target, Discover & Fix Mistakes
Dig Out of the System, Proactive Analysis
Anger, Frustruations from Erroneous Meeting
Continual Learning is Daily Diary in ISO
Meetings Unproductive Misunderstanding Failed Communication Causes Re

9813 -
981401 -  ..
981402 - Meetings Productivity Poor Everybody Remembers Differently
981403 - Truth is a Moving Target, Conflicting Memory of Meetings
981404 - Intel, Lockheed, Chips Meeting Notes Conflict
981405 -
981406 - Follow up ref SDS 18 Z56N, ref SDS 56 2943.
981407 -
981408 - Morris indicated today that a project with Intel and Lockheed/Martin,
981409 - meetings are not productive because everyone remembers everything
981410 - differently, and so endless hours are wasted pointing fingers arguing
981411 - about what was said previously.  They are preparing 3 sets of meeting
981412 - notes, and none of them agree on the meaning from discussions, per
981413 - analysis of limits on aligning understandings, from review on 960518
981414 - of Landauer's paper. ref SDS 58 8787
981416 -  ..
981417 - On 890809 Morris reported spending 80% of his time in meetings.
981418 - ref SDS 5 8812
981420 -  ..
981421 - Reflects worry on 880908 at Broadwater Dam, ref SDS 1 4920, and again
981422 - on 881003. ref SDS 3 5000.
981424 -  ..
981425 - Anne Bevington cited same problem on 950605, ref SDS 24 1842.
981427 -  ..
981428 - On 960510 Morris made similar complaint. ref SDS 56 2943  He feels
981429 - today, that this is a source of frustration, cited earlier on 950228,
981430 - ref SDS 20 1994.  On 950204, Morris recalled experience where people
981431 - point fingers in meetings blaming others for mistakes. ref SDS 18 8A9F
981432 - Morris reported on 951101 that Chips hired a psychologist to treat
981433 - stress and conflict from communiation, ref SDS 34 5500.  On 960205 AP
981434 - reported study showing managers waste 70% of the say in unproductive
981435 - meetings, as Morris reports today. ref SDS 43 5222
981436 -
981437 -     [On 961017 Glenn at US Army Corps of Engineers commented that
981438 -     people get mad because they interpret communication differently.
981439 -     ref SDS 79 5832
981441 -      ..
981442 -     [On 020217 DOD program manager explains need for precision
981443 -     access to solve problem of people pointing fingers in accusation
981444 -     and blame, because they cannot point to an accurate record.
981445 -     ref SDS B0 9360
981447 -      ..
981448 -     [On 020217 case study people angry meetings not productive because
981449 -     everybody remembers differently. ref SDS B0 TT3F
981451 -  ..
981452 - Morris said today he has forgotten how SDS supports Communication
981453 - Metrics to make leadership effective, defined on 950327. ref SDS 22
981454 - 2108  On 890809 Morris was concerned that people need better listening
981455 - skills.  SDS strengthens listening by improving understanding and
981456 - follow up to get things done correctly, on time and within budget.
981457 - ref SDS 5 CJ9J  However, at that time Morris it seemed faster and
981458 - cheaper to tell people to listen, than to use SDS, but people won't
981459 - listen, as reported again today, seven years later.  On 911121 there
981460 - was concern that learning to use good management consistently takes
981461 - more than 20 minutes because SDS is not intuitive. ref SDS 8 7420
981463 -  ..
981464 - On 911123 Morris explained how the Welch Management method improves
981465 - conventional "feel good" management. ref SDS 9 0477  We did not review
981466 - today the challenge of overcoming denial, explained as the "Last
981467 - Withhold" on 921217. ref SDS 12 9070
981468 -
981469 -     [On 970123 Intel uses "confrontation" as a meeting process to
981470 -     discover differences. ref SDS 82 1111]
981472 -      ..
981473 -     [On 971105 Internet project to help people understand how human
981474 -     understanding can be improved by "intelligence." ref SDS 90 1459]
981476 -      ..
981477 -     [On 980226 IBM announced plans to market "business intelligence."
981478 -     ref SDS 93 3342]
981480 -      ..
981481 -     [On 980307 Andy Grove, Chairman of Intel, cites challenge of
981482 -     leadership to overcome denial. ref SDS 95 1657]
981484 -      ..
981485 -     [On 991001 Lockheed caused space craft to crash to small mistake
981486 -     that multiplied over many months, costing $125M. ref SDS A6 0001]
981488 -  ..
981489 - He asked about the paper for his Asilomar presentation that correlates
981490 - leadership with communication to build succesful communities.
981491 - ref OF 4 5783,  He said this is an unfounded assertion.
981492 -
981493 -      I did not cite the record on 950327 that defines "communication"
981494 -      as comprised of leadership, understanding and follow up,
981495 -      ref SDS 22 0001, nor the New World Order... paper;
981497 -       ..
981498 -      I did not ask if Chips, Intel and Lockheed/Martin are using a
981499 -      psychologist to improve communications, which Morris said on
981500 -      951103 was an effective method. ref SDS 35 4355
981501 -
981502 -          [On 960911 explanation using conflict to discover "truth".
981503 -          ref SDS 78 3421
981505 -           ..
981506 -          [See later report that meetings with Intel use controversy,
981507 -          conflict and confrontation to discover differences so they
981508 -          can be resolved, ref SDS 82 line 104.]
981510 -           ..
981511 -          [On 970603 Intel considered Communication Metrics to support
981512 -          project management, ref SDS 86 5803.]
981514 -           ..
981515 -          [See article on communication, feedback needed, ref SDS 84
981516 -          line 800.]
981518 -           ..
981519 -          [See book on communication, feedback needed, ref SDS 88 line
981520 -          215.]
981522 -           ..
981523 -          [Telecon with Max Wideman on anger from bringing up Action
981524 -          Items at progress meetings, ref SDS 89 line 214.]
981526 -           ..
981527 -          [On 980226 IBM plans to market "business intelligence."
981528 -          ref SDS 93 1247
981529 -
981530 -
981532 -  ..
981533 - Com Metric Improve Understanding Conflicting Notes, Intelligence
981534 - Meeting Notes Conflict Communication Metric Improve Understanding
981535 - Conflicting Meeting Notes Communication Metric Improve Understanding
981536 -
981537 - Conflicting meeting notes are a powerful "metric" that gives an early
981538 - warning and alert for the need to build and maintain common meaning
981539 - over time.  The first task is to discover conflicting understandings,
981540 - which gives rise to the idea of Concurrent Discovery, developed for
981541 - Dave Buoncristiani's presentation at Asilomar, reported on 960620.
981542 - ref SDS 62 1101  While Dave did not have time at Asilomar to explain
981543 - this idea, reported on 960715, ref SDS 69 0866, it is a key element
981544 - of "Communication Metrics."
981545 -
981546 -       [On 961017 value of feedback discussed with USACE. ref SDS 79
981547 -       1381
981549 -        ..
981550 -       [On 010725 report from DNRC relates experience using SDS that
981551 -       shows advantage of discovering conflicting understandings
981552 -       through feedback notice procedures. ref SDS A9 KM7G
981554 -  ..
981555 - Morris grasped this idea during our meeting on 950303, when he drew a
981556 - bow and arrow graphic at Burger King, showing alignment of executives
981557 - perched on an arrowhead (in his graphic) is moved off course due to
981558 - "cross currents" encountered between release of an initiative and when
981559 - the target is finally reached. ref SDS 21 3497  In our telecon on
981560 - 960531 reviewing his outline, we considered using this graphic at
981561 - Asilomar to illustrate obstacles to leadership, per the letter,
981562 - ref DIP 6 N68F, submitted on 960531. ref SDS 60 LG5L  The idea is
981563 - explained in the paper prepared for Morris to submit at Asilomar on
981564 - obstacles to leadership. ref OF 4 XD3H
981566 -  ..
981567 - Conflicting understandings from common events like calls and meetings
981568 - is an age old problem that is hard to solve.  On 931130 Drucker says
981569 - people have given up trying to improve communication. ref SDS 15 3851
981570 - Communication mistakes and conflicts are more readily apparent in
981571 - contracts because self-interest offers an incentive of notice that is
981572 - otherwise suppressed by hierarchy, which buffers most internal
981573 - communications. The idea came into the record on 880908 for work on
981574 - Broadwater Dam. ref SDS 1 4920
981576 -  ..
981577 - Morris mentioned on 950228 that the same kind of problem occurs for
981578 - internal management when people show up and argue for half the time
981579 - about who said what at the last meeting, ref SDS 20 1994  On 890809 he
981580 - complained that executives need people to listen better in order to
981581 - make powerful communication skills effective. ref SDS 5 CJ9J  The only
981582 - thing that is worse is when people do not argue and conflicts are
981583 - suppressed resulting in conflicting conduct that causes mistakes,
981584 - losses, conflict, crisis and reengineering to downsize.
981585 -
981587 -  ..
981588 - Continual Learning Requires Leadership and Technology
981589 - Leadership is Proactive Management to "Dig out of the System"
981590 -
981591 - A continual process to dig out of the system (i.e., a proactive
981592 - effort) the conflicts that are inherent in human cognition, is an
981593 - aspect of Communication Metrics, ref SDS 22 line 248, and ref SDS 22
981594 - line 278.  It requires directed effort to find and bridge differences,
981595 - analogous to the mind's constant struggle to resolve seemingly
981596 - conflicting signals it receives throughout a busy day.  This process
981597 - of "continual learning" views conflicts as Action Items for people to
981598 - work on in an orderly manner rather than permit divergence to grow
981599 - into calamity, as observed by Aristotle in the New World Order ...
981600 - paper, ref OF 1 line 36.
981601 -
981602 -     [Discussed this with Kavinder at Turner on using SDS, ref SDS 74
981603 -     line 191. Steve Rule at Turner mentioned the need for a proactive
981604 -     posture in managing "issues", ref SDS 75 line 86.]
981606 -      ..
981607 -     [See discussion following January on a scope of services for
981608 -     Communication Metrics at the US Army Corps of Engineers, ref SDS
981609 -     81 line 844.]
981610 -
981612 -  ..
981613 - Concurrent Discovery
981614 -
981615 - We did not have time for Morris to review the paper prepared for David
981616 - Buoncristiani on "Concurrent Discovery."  I will try to discuss it
981617 - with him later.
981618 -
981619 -
981620 -
981621 -
9817 -

SUBJECTS
Communication Manager, Why Needed, What They Do
Expertise in a Discipline Unnecessary
Experts Need Communication Manager Support
Terminology Quickly Learned for Spcialized Fields
Expertise in Discipline NOT Essential for
Writing by Discipline Expert Not Com

A808 -
A80901 -  ..
A80902 - "Deep and Narrow" Experts Need Communication Metrics
A80903 - ----------------------------------------------------
A80904 - Morris' is concerned that a Communication Manager needs expertise for
A80905 - deep and narrow issues, such as computer programming, chip design,
A80906 - physics.  He feels training in professional disciplines and awareness
A80907 - of terminology are essential to be a Communication Manager in order
A80908 - for writing in SDS to be effective.
A80909 -
A80910 -      [On 981215 Moscone project wanted an architect. ref SDS A1 2090]
A80912 -  ..
A80913 - This follows up our discussion on 951103 ref SDS 35 5503, and later on
A80914 - 951228, per ref SDS 40 4382 and on need for a Communication Manager to
A80915 - transition and support a project. ref SDS 40 8846
A80917 -      ..
A80918 -     Experience shows that within a few weeks specialized terminology
A80919 -     is applied adequately.  On 960321, Landauer's LSA model has shown
A80920 -     vocabulary is learned by induction. ref SDS 50 7182  The SDS
A80921 -     environment supports this induction process, commonly called
A80922 -     "Continual Learning," by linking terminology to usage so that the
A80923 -     acquisition of new terminology is easier and faster.
A80925 -      ..
A80926 -     Communication failures often wind up in court where the record is
A80927 -     developed in a way for non-experts to make judgements about
A80928 -     terminology and the meaning of technical work in relation to
A80929 -     larger organizational objectives and impacts.  SDS works
A80930 -     similarly, except it provides the "knowledge" needed to evaluate
A80931 -     technical performance BEFORE it has drifted so far off course that
A80932 -     it either causes losses which have to be absorbed by downsizing/
A80933 -     reengineering, or damages which cause law suits, as explained in
A80934 -     the paper on Concurrent Discovery. ref OF 3 8347
A80936 -  ..
A80937 - An example of communications by "experts" failing is the S&C Ford auto
A80938 - service record at ref SDS 71 7397.  It is unreadable even by "experts"
A80939 - and subsequent efforts continually compound problems.
A80940 -
A80941 -     [On 981001 architects cannot write accurate, comprehensible
A80942 -     record. ref SDS A0 3402]
A80944 -  ..
A80945 - Someone has to role up "deep and narrow" details into Controllable
A80946 - Action items at the executive level that impact the fortunes of the
A80947 - organization.  Not every organization is fortunate to have someone in
A80948 - the executive ranks, like Morris, who can provide this translation and
A80949 - even he is not available for every meeting nor does he have the time
A80950 - to perform this role.
A80952 -  ..
A80953 - Morris mentioned that technical writers at Chips spend a lot of time
A80954 - with engineers to figure out how to explain ideas and methods that the
A80955 - engineers are unable to express beyond their field.
A80957 -  ..
A80958 - I explained that this is part of the Communication Manager role:
A80959 - getting technicians to explain themselves so they and others can
A80960 - understand their ideas.  SDS gives technicians and everyone an
A80961 - opportunity to do this more regularly, and so enhances their ability
A80962 - to think, remember and communicate among colleagues and with others.
A80963 - Since using SDS is challenging, like using the alphabet, and so is
A80964 - relegated to the back burner, then, like any metric, e.g., accounting,
A80965 - schedule control, quality inspection, someone has to be specifically
A80966 - designated to ensure this work is performed.
A80968 -  ..
A80969 - One aspect of Morris' scope for Asilomar was to hold an interactive
A80970 - dialog with the audience, or otherwise to develop/present the skills
A80971 - needed for Communication Metrics.  Certainly writing and technical
A80972 - expertise deserve consideration for the role of Communication Manager.
A80973 -
A80975 -  ..
A80976 - Morris is Trying Communication Metrics without SDS
A80977 -
A80978 - He said he can key in conversation at a meeting as quickly as it
A80979 - occurs, indicating he is trying to do some writing.  I wonder though
A80980 - how long this will last, and how useful his notes will be since they
A80981 - are not integrated into his daily work schedule, nor with each other
A80982 - nor with the full range of related information sources?
A80984 -  ..
A80985 - Sounds like Morris is trying to be his own "Communication Manager" on
A80986 - his Intel/Lockheed Martin project.  He said Intel has not objected to
A80987 - him doing data entry during meetings.  He described a system at Intel
A80988 - to track meeting notes, where each iteration is maintained, such that
A80989 - a correction must be issued separately rather than simply change the
A80990 - original.
A80991 -
A80992 -
A80993 -
A810 -

SUBJECTS
Executives, Not Replaced, Leadership Aide
Capture the Record, Meeting Notes, confirm understandings
Command & Control of the Record
Executive Mindset, Overcoming Obstacle to
Fear Communication Manager Replaces
Executive Mind Set/Practice
Ego Self Esteem Embarrassed by Someone Else
Writing Reading Expedited by SDS
Expertise in Discipline NOT Essential for
Communicaiton Manager Not Replace
SDS Accurate Notes Because History Provides

AN13 -
AN1401 -  ..
AN1402 - Leadership Aide Improves Manager's Productivity
AN1403 - Needs Communication Metrics Skills; Not Expert Discipline Skills
AN1404 -
AN1405 - Morris expressed concern that a Communication Manager would replace
AN1406 - the executive.
AN1407 -
AN1408 -      [I edited the paper prepared for Morris to reflect this concern,
AN1409 -      per ref OF 4 6388]
AN1411 -       ..
AN1412 -      [On 970603 meeting with Dave Vannier at Intel that has a graph
AN1413 -      showing Communication Manager supplements leadrship functions.
AN1414 -      ref SDS 86 0049]
AN1416 -       ..
AN1417 -      [On 990224 USACE executive concerned. ref SDS A3 5200]
AN1419 -  ..
AN1420 - He said a Communication Manager would require an identical skill set
AN1421 - and would have to attend every meeting that the executive attends in
AN1422 - order to perform useful analysis.  He asked rhetorically why do we
AN1423 - need the executive?
AN1424 -
AN1425 -     [On 990625 Chief Operating Officer, or Chief of Operations is a
AN1426 -     new role being tried to assist the CEO, with many of same skills.
AN1427 -     ref SDS A4 8183
AN1428 -
AN1430 -  ..
AN1431 - I commented that I did not attend the Asilomar Conference and Morris
AN1432 - has found that my notes are more extensive than his, since he has not
AN1433 - prepared any.  Now that he has corrected the record on a few minor
AN1434 - matters, the record is available without him having to take time from
AN1435 - his trip to Korea or anything else to ensure that key understandings
AN1436 - are captured and rolled over into Controllable Action Items for follow
AN1437 - up.
AN1439 -  ..
AN1440 - The SDS record on the Asilomar Conference may, as well, be more
AN1441 - thorough than those prepared by anyone else who attended the
AN1442 - Conference, because the SDS environment shows what was intended to be
AN1443 - discussed, what people have said previously about what was to be
AN1444 - discussed, and it offers clues to inquire about what was actually said
AN1445 - at the Conference, how it relates to objectives and what follow up is
AN1446 - needed. This shows that executives who do not have time to create the
AN1447 - record may benefit from ensuring that there is a way to get some of
AN1448 - their important recollections into the record, to add to it as
AN1449 - recollections unfold over time, to test memories against prior
AN1450 - understandings, and to follow up, as discussed in the paper for
AN1451 - Morris.
AN1452 -
AN1453 -
AN1454 -
AN15 -

SUBJECTS
Align Communications
Knowledge Creep, Avoid
Writing in SDS is Inaccurate
Information Highway
Subject Indexing
Cognitive Science Meaning Drift Morris Reviewed LSA

AU08 -
AU0901 -  ..
AU0902 - Landauer's Paper on LSA
AU0903 - Meaning Drift Needs Discovery and Correction: Communication Metrics
AU0904 -
AU0905 - Morris has read Tom Landauer's paper, and he seemed to recall the
AU0906 - phenomenon of "meaning drift." ref SDS 58 3734  Although he expressed
AU0907 - opposition again to Communication Metrics, he seems to be recognizing
AU0908 - that "aligning understanding" is a "metric" of communication.
AU0909 -
AU0910 -     [On 970116 Morris asked about subject indexing, which relates to
AU0911 -     Landauer's ideas on meaning drift. ref SDS 81 3109
AU0913 -      ..
AU0914 -     [On 970526 discussed traditional "metrics" for communication and
AU0915 -     using Communication Metrics which applies dimension matching to
AU0916 -     improve communication effectiveness. ref SDS 85 4132
AU0918 -  ..
AU0919 - Morris said that he read Landauer's point that "understanding" by and
AU0920 - between individuals "drifts away" as a result of later encourntering
AU0921 - new information, reported on 960518, ref SDS 58 3734, because the mind
AU0922 - commingles bits and pieces (bytes, words and data showing a structure
AU0923 - of knowledge -- from meeting with Intel on 960627, ref SDS 64 4833),
AU0924 - from disparate events simply to construct a plausible "story" about
AU0925 - meaning. ref SDS 30 2201  Thus, more meetings, calls and email expands
AU0926 - the range of stories the mind acquires that can plausibly fit with new
AU0927 - information, and this increases the chance of inadvertant error
AU0928 - connecting information, when relying solely on personal recall without
AU0929 - proactive alignment enabled by SDS. An example
AU0931 -  ..
AU0932 - I related my sense that this supports Communication Metrics to align
AU0933 - communications in order to avoid errors caused by meaning drift.  An
AU0934 - example is Morris concern on 921127 about little, inconsequential
AU0935 - details later exploding into major problems. ref SDS 11 0674  Later on
AU0936 - 940327 Morris indicated SDS aids memory to reduce mistakes, which he
AU0937 - described as a self-evident benefit. ref SDS 16 J496  Last year on
AU0938 - 950228 Morris singled out meetings as needing this support.
AU0939 - ref SDS 20 1994
AU0940 -
AU0942 -  ..
AU0943 - Morris feels that Rod enters the record incorrectly
AU0944 -
AU0945 - Morris indicated that aligning communication in SDS records compounds
AU0946 - error from having entered the record incorrectly which he feels I have
AU0947 - done.  Morris said that since I enter the record of our discussions
AU0948 - "incorrectly," there is no benefit to connect new communication.  This
AU0949 - aligns with prior concerns on 950223 that "Rod does not listen,"
AU0950 - ref SDS 19 7499, and on 951103 Morris worried that SDS is used to pad
AU0951 - the record with inaccurate information. ref SDS 35 1L95
AU0953 -  ..
AU0954 - Morris feels that since no else is using SDS, the defect of Rod
AU0955 - entering the record incorrectly shows that Communication Metrics is
AU0956 - inherently flawed and cannot be avoided by someone else entering the
AU0957 - record.  I mentioned Morris' success on 910520 using SDS to correct
AU0958 - several mistakes, which he said at that time saved the company time
AU0959 - and money. ref SDS 7 655O  Morris feels this does not suggest that in
AU0960 - the hands of a good manager Communication Metrics is effective for
AU0961 - avoiding mistakes.
AU0963 -      ..
AU0964 -     We did not discuss today findings by Marcy on 960326 at Intel that
AU0965 -     the SDS records she reviewed were like a "tape recording,"
AU0966 -     ref SDS 52 3004, nor earlier findings reported on 881003 that some
AU0967 -     SDS records on the Broadwater dam project were compared to tape
AU0968 -     recordings of meetings and found to be accurate. ref SDS 3 7007
AU0970 -      ..
AU0971 -     We did not discuss today how this concern relates to aligning what
AU0972 -     people say with other sources like magazine articles, contracts,
AU0973 -     letters, memos, books, management standards and so on, per review
AU0974 -     of article on "Risk Management," ref SDS 38 line 306.
AU0976 -      ..
AU0977 -     We did not discuss why one person's inadequate listening skills or
AU0978 -     inattention to accuracy, implies that someone with better skills
AU0979 -     and greater attention could not do a better job with the SDS tool
AU0980 -     to align communications.  Morris was concerned previously about
AU0981 -     inaccurate information from Project Managers on 950705, ref SDS 27
AU0982 -     line 301.  Possibly SDS could help align understandings more
AU0983 -     quickly and accurately, with the right leadership.
AU0985 -      ..
AU0986 -     We did not discuss the concept of "denial" raised by Ron Buck
AU0987 -     called the "Last Withhold." ref SDS 13 line 255, relative to
AU0988 -     earlier concerns about people not agreeing on the "truth." ref SDS
AU0989 -     56 line 201.
AU0991 -  ..
AU0992 - We considered how concern about accuracy of the record can be allayed
AU0993 - by submitting notes for interlocutors to correct.  Even though this
AU0994 - creates psychological tension from awareness that others have
AU0995 - different understanding, it affords the opportunity to work on
AU0996 - bridging differences before they become mistakes, losses, conflicts,
AU0997 - lawsuits and reengineering to downsize.
AU0999 -  ..
AU1000 - Our meeting today on the Asilomar Conference notes are an example.
AU1001 - With the addition of Morris' remarks, and those of others who care to
AU1002 - comment, we can use this record as a baseline understanding of what
AU1003 - transpired at Asilomar in relation to original objectives, ref SDS 25
AU1004 - line 109, so as to avoid or otherwise minimize the meaning drift Dr.
AU1005 - Landauer explains in his paper.
AU1006 -
AU1007 -
AU1008 -
AU1009 -
AU11 -

SUBJECTS
Difficult to Understand
Subjects, Automated MBO
Ignorance, Fear, Denial

B505 -
B50601 -  ..
B50602 - Organizing Structure of Knowledge
B50603 -
B50604 - While reading the paper prepared for him, ref OF 4 3077, Morris asked
B50605 - what is an "organic structure?"
B50606 -
B50607 - I explained it is a term developed quite awhile ago to describe the
B50608 - SDS subject index method of organizing information according to
B50609 - objectives, and that it reflects the way objectives tend to evolve
B50610 - over time into a natural structure or pattern, like DNA or the solar
B50611 - system. see the record on 910221. ref SDS 6 RR5I
B50613 -  ..
B50614 - Morris said "organic" is used incorrectly because it pertains to
B50615 - living organisms rather than to an inert index of information.
B50616 - ..
B50617 - I explained that "organic" describes the SDS Subject Index,
B50618 - because it is a "living" structure, in that it expands and grows as a
B50619 - function of human experience.
B50621 -  ..
B50622 - Morris said this is different from industry practice.  Nobody else is
B50623 - doing this.
B50624 -
B50625 -     [See Morris later inquiry about SDS Subject Indexing ref SDS 81
B50626 -     3109
B50627 -
B50628 -
B50629 -
B50630 -
B50631 -
B50632 -
B50633 -
B507 -

SUBJECTS
History
Consciousness

B704 -
B70501 -  ..
B70502 - Consciousness:  Converting Information Into Knowledge
B70503 -
B70504 - Morris said that "history" should not be included in the structure of
B70505 - "consciousness" in the paper prepared for him, ref OF 4 0944.  He
B70506 - described either "information" or "knowledge" as "data" combined with
B70507 - values.
B70509 -  ..
B70510 - I asked if he has written this out in a way that offers an alternate
B70511 - explanation of "consciousness" as set out in the paper.  I asked if he
B70512 - has a computer file I could get to consider his views more carefully.
B70514 -  ..
B70515 - Morris explained he has not done this.
B70517 -  ..
B70518 - I asked how he can assess such a complex a matter so quickly without
B70519 - reference to any prior analysis.
B70520 - ..
B70521 - He said he has worked it out so well that he can describe it in
B70522 - conversation, as he has just now.
B70523 -
B70524 -
B70525 -
B70526 -
B706 -

SUBJECTS
Introductory Remarks
Chips, Morris Jones, V.P., Founder

B904 -
B90501 -  ..
B90502 - Morris' Introduction Was Shortened
B90503 -
B90504 - Morris said he was involved in the adoption of VLSI design in the
B90505 - computer industry, cited in the paper prepared for him at, ref OF 4
B90506 - line 1084.  I mentioned that the background on VLSI is explained in
B90507 - Gilder's book.  Morris recalled that he was mentioned in Gilder's
B90508 - book.  I advised that the introductions prepared for Asilomar credited
B90509 - him with being a pioneer and significant contributor to the industry,
B90510 - ref SDS 63 line 140.  Morris said he did not recall this being
B90511 - mentioned in his introduction.  He said the introduction may have been
B90512 - shortened because of the change in the schedule that led to Dave
B90513 - Vannier speaking on Sunday.  I noted that Bill indicated some
B90514 - introductions were shortened due to time.
B90515 -
B90516 -
B906 -