CONTACTS 

SUBJECTS
Throw Match SDS Ready to Explode Frustrated Bill Benkavich SDS Diffi

2003 -
2003 -    ..
2004 - Summary/Objective
2005 -
200501 - Follow up ref SDS 20 0000, ref SDS 19 0000.
200502 -
200503 - Bill picked up the SDS record that he was unable to download from the
200504 - Internet.  He was complimentary about Communication Metrics and the
200505 - writing on managmenet and technology.  Bill asked for assessment of
200506 - why the market has been slow to accept Communication Metrics.  We the
200507 - discussed affect of limited time people have on the job.  Now that
200508 - Bill has retired from the Navy, understanding SDS flows from extra
200509 - time he has had to think about the writing.  People still employed are
200510 - unable to provide this level of consideration.
200511 -
200512 -
200513 -
200515 -  ..
2006 -
2007 -
2008 - Discussion
2009 -
200901 - Bill wanted a copy of the notes for Intel, because he was unable to
200902 - download them from the email I sent.
200904 -  ..
200905 - Bill feels there are a lot of good ideas in the Communication Metrics
200906 - procurement memo for Tom Keesling to submit to CESPN DE, ref OF 16  He
200907 - indicated that the San Francisco District Operation Plan, ref DRP 4,
200908 - submitted to him at ref DIP 5, has a strong foundation for improving
200909 - District operations.
200911 -  ..
200912 - I advised of understandings that this plan has not yet been approved.
200913 - ref SDS 17 07559
200915 -  ..
200916 - Bill recalled his experience at PERA in the Navy entailed several
200917 - major organization changes.  He feels his experience could be applied
200918 - to support CESPN's Operation Planning.
200920 -  ..
200921 - Bill cited some possible improvements, including review of assignment
200922 - to Public Affairs as the District proponent of using the Internet and
200923 - Intranets for improving communication in the District. ref DRP 4 9066
200925 -  ..
200926 - Bill asked if I am frustrated about the inability to secure work with
200927 - the Corps of Engineers and others in light of the Communication
200928 - Metrics report, which seems to be a strong endorsement?
200930 -  ..
200931 - I explained that experience working with the Corps of Engineers, PG&E
200932 - and other executives over many years shows that busy people need an
200933 - "intellectual" bridge for transformation from current work practice of
200934 - continual bumbling, explained in POIMS, ref OF 3 IE6L, to use a new
200935 - way of working, which is described in POIMS as "intelligence,"
200936 - ref OF 5 6649, and which a friend calls the "Welch Management Method,"
200937 - reported on 911123. ref SDS 1 0477
200938 -
200939 -     [On 970624 Commander, San Francisco District USACE rejected
200940 -     request by his team to use SDS, because the Commander did not
200941 -     believe adding intelligence to management is cost effective.
200942 -     ref SDS 24 7388
200944 -  ..
200945 - POIMS technology automates and integrates critical, common practices I
200946 - learned over many years performing construction management.  So it is
200947 - a little frustrating to hear people refuse help because they feel the
200948 - methods are "visionary," "futuristic," and "incredible," as occurred
200949 - at Intel on 960315.
200951 -  ..
200952 - I have found it is difficult for people working day-to-day without
200953 - Communication Metrics to give these ideas the time required to
200954 - understand them, ref SDS 6 7404, absent actual experience, as occurred
200955 - at the Corps of Engineers.
200957 -  ..
200958 - Managers and executives feel they are doing their best.
200960 -  ..
200961 - Because they are working hard and feel they are intelligent, they are
200962 - unable to contemplate that technology and a new work role can improve
200963 - their work by an order of magnitude sufficient to justify the cost.
200964 - It is beyond comprehension, because it is outside their experience.
200966 -  ..
200967 - Their daily business activity diminishes time needed to think about
200968 - new ideas and recognize that a different way of working can bring
200969 - improvement.
200971 -  ..
200972 - Managers feel they have to expedite, and so believe there isn't enough
200973 - time for Communication Metrics. ref SDS 5 5002
200974 -
200976 -  ..
200977 - Throw a Match on It Enlighten the World
200978 -
200979 - Bill seems very frustrated by slow acceptance of SDS, despite rational
200980 - explanations, per above. ref SDS 0 0007,
200982 -  ..
200983 - Bill was adament today noting that the SDS 8-steps for Communication
200984 - Metrics (see POIMS, ref OF 5 685K) correlates with his efforts to use
200985 - good management in the Navy.  He was kind and effusive complimenting
200986 - POIMS and NWO explaining SDS supports a better partnership between
200987 - leadership and technology.  He said this is precisely what is missing
200988 - in executive management that exercises command and control with orders
200989 - that mostly arise from spontaneous, first impressions of complex
200990 - issues.
200992 -  ..
200993 - Bill said that SDS is just waiting for someone to throw a match on it.
200995 -  ..
200996 - He feels the underlying concept of integrating time and context with
200997 - an intelligence process to generate the power of knowledge (see POIMS,
200998 - ref OF 5 6649, provides a new fundamental force that cannot be denied.
200999 -
201000 -      [On 990305 Max Wideman also frustrated. ref SDS 28 0001
201002 -       ..
201003 -      [On 990602 Bill comments on Communication Metrics on the
201004 -      Internet. ref SDS 29 0001]
201006 -       ..
201007 -      [On 070126 Jack cites potentially explosive market acceptance of
201008 -      SDS, which fits the Benkavich model of "throw a match on it."
201009 -      ref SDS 34 JH4U
201010 -
201011 -
201013 -  ..
201014 - New Ideas Require Dedicated Time for Consideration and Trial
201015 - Willfully Blind Experts Inoculated Against Innovation Paradigm Paradox
201016 - Experts Inoculated Against Innovation Willfully Blind Paradigm Paradox
201017 - Paradigm Paradox Experts Inoculated Against Innovation Willfully Blind
201018 -
201019 - Bill asked why people are so blind to the opportunity of using SDS?
201021 -  ..
201022 - We took a moment and reviewed background above. ref SDS 0 0007
201024 -  ..
201025 - Bill's sense of clarity today is heightened by additional time he has
201026 - now to think about complex, counterintuitive ideas.  Further, as a
201027 - result of taking early-retirement from the Navy reported on 960821,
201028 - ref SDS 8 4483, similar to Bill DeHart a year so ago with PG&E, he is
201029 - no longer inoculated by cultural imperatives of prevailing paradigms
201030 - that prevent careful consideration of innovation.
201032 -  ..
201033 - An example is Atanosoff's experience in 1941 presenting his design for
201034 - a digital computer to IBM, reported on 960304. ref SDS 7 VY4N
201035 - Mauchley was also ignored at Moore College in 1941. ref SDS 7 SX4H
201037 -  ..
201038 - Example is the letter from Uncle Jim on 970522, who reported having
201039 - time to spend a lot of time reading and thinking about SDS, because he
201040 - is retired. ref SDS 16 0001 and ref SDS 16 FM6O  He explains that
201041 - people on the job only have time for cursory review, which leads to
201042 - poor choices that cause problems, which creates limited time to
201043 - consider good ideas.  It's a knowledge management dilemma. ref SDS 16
201044 - FZ4N
201045 -
201046 -      [On 970911, see example from Caltrans. ref SDS 27 7774
201048 -       ..
201049 -      [On 000716 Professor Ransdell cautioned not to get discouraged by
201050 -      slow acceptance of SDS. ref SDS 30 7838
201052 -       ..
201053 -      [On 020131 improvement at DOD resisted by culture of
201054 -      denial. ref SDS 31 G15V  Rumsfeld says to be persistant,
201055 -      build circle of advocates. ref SDS 31 6L5K
201057 -       ..
201058 -      [On 030808 research organizations cannot support research that
201059 -      conflicts with prevailing paradigm. ref SDS 32 S67H
201061 -       ..
201062 -      [On 040203 bureaucracy promotes conformity for order,
201063 -      command and control for predictability to sustain
201064 -      continuity, ref SDS 33 MB7K, which necessarily resists
201065 -      innovation to improve communication. ref SDS 33 8Y5I
201067 -  ..
201068 - The mind automatically harkens back constantly when not confronted
201069 - with new input, so ideas that underly Communication Metrics now seem
201070 - more intuitive and make "common sense" to him.
201072 -  ..
201073 - People confronting constant "crisis" on the job do not have enough
201074 - time to recognize these same commonalities which are clear to Bill, as
201075 - seen for example on 960205. ref SDS 6 7404.
201077 -  ..
201078 - People are blocked by ignorance, fear and denial, as reported for
201079 - example on 950223. ref SDS 4 3855
201081 -  ..
201082 - We touched briefly on Bill's reaction to the SDS program in 1992...
201083 - ref SDS 2 0980 and at ref SDS 3 5592.  At that time he felt there
201084 - wasn't enough time to use Communication Metrics.  He was too busy to
201085 - give it the level of consideration he has since had the opportunity to
201086 - apply by virtue of early retirement.
201087 -
201088 -      [On 970818 discussed "crisis management." ref SDS 25 1897]
201090 -  ..
201091 - Bill asked if I have written about these ideas?
201093 -  ..
201094 - Solutions for problems of traditional management are set out in the
201095 - New World Order... paper, e.g.,...
201096 -
201097 -   •  Talking replaces analysis, causing mistakes. ref OF 10 5827
201098 -
201099 -   •  Handwritten notes are inadequate. ref OF 10 3118
201101 -       ..
201102 -   •  Poor management is called "expediting." ref OF 10 7490
201104 -       ..
201105 -   •  Poor results are excused as Murphy's Law. ref OF 10 5203
201107 -  ..
201108 - We considered the need to bring these ideas forward over and over
201109 - again and again in order to overcome the limitations of focus by
201110 - executives due to limited time.  I tried to do this last year at
201111 - Asilomar, but it did not work out.  We need an evalgelist movement,
201112 - but it is difficult to promote with limited funding.
201113 -
201114 -      [On 970619 used this for an article reviewing the PMI Asilomar.
201115 -      conference. ref SDS 23 7588]
201116 -
201118 -  ..
201119 - Too Much Time Causes Stress
201120 -
201121 - Bill indicated his interim assignment as a chauffer is not a good
201122 - experience.  He got a notice on his beeper during our meeting and
201123 - called his office.  He received an assignmenet at 1230 today.  Bill
201124 - said there is a lot of time during these assignments when there is
201125 - nothing to do.  I suggested he get a dictation unit and capture his
201126 - thoughts for further consideration later.
201127 -
201128 -
201130 -  ..
2012 -
2013 -
2014 - 1205 called Bill DeHart
2015 -   ..
201501 - Got the name of the software program Bill DeHart is using which
201502 - enabled him to read the Word document I attached in an email
201503 - transmission which Bill Benkevitch reported above he was unable to
201504 - read.  I will recommend this to Bill Benkevitch as a way to improve
201505 - his email system.
201506 -
201508 -  ..
201509 - Not Enough Time to Think Deeply Enough to Discover Better Ideas
201510 -
201511 - I related Bill Benkavitch's puzzelment about the slowness in public
201512 - acceptance of Communication Metrics. ref SDS 0 3956
201513 -
201514 - Bill voiced similar frustration in concurring with the analysis,
201515 - above, that Bill Benkevitch has had time to think about Communication
201516 - Metrics, ref SDS 0 2870, but those who are employed and on call every
201517 - day do not have enough time for the reflection needed to grasp the
201518 - correlation between Communication Metrics and their daily work, ref
201519 - SDS 0 3596, per discussion with Morris last Saturday, ref SDS 21 4491
201520 - and ref SDS 21 0012.
201521 -
201522 -     [On 970910 professional event reported that executives do not have
201523 -     enough time to think. ref SDS 26 2139]
201524 -
201526 -  ..
2016 -
2017 -
2018 - 1338 submitted Bill's Resume
2019 -   ..
201901 - I decided to submit Bill's resume to Tom Keesling for
201902 - consideration separate and apart from using Welch for Communication
201903 - Metrics.  His outstanding credentials would be helpful to the Corps of
201904 - Engineers, even if they don't use the Welch Company.
201906 -  ..
201907 - Did this at ref SDS 22 8562.
201908 -
201909 -
201910 -
2020 -