CONTACTS 

SUBJECTS
Examples of Need for SDS
Intellectual Bridges From Known to New Methods
Power of Words, CRM Training Film
Listening, CRM Training Film
Communication Main Factor of Successful Communities
Feedback Provides Metric
Cost Savings Incredible, Conflict with Common Sense
Executive Accountability is Burdensome
Communication Builds Communities
Training Communication
Telephone Game Shows Meaning Drift, Need to Maintain Shared

2913 -
2913 -    ..
2914 - Summary/Objective
2915 -
291501 - Follow up ref SDS 36 6897, ref SDS 35 3627.
291502 -
291503 - Management training films on the "Power of Words" and the "Power of
291504 - Listening" provide strong evidence that better communication improves
291505 - earnings.  The films can be improved by calculating the cost of poor
291506 - communication, ref SDS 0 1917, and by showing conventional methods
291507 - fail due to lack of time, ref SDS 0 4193, and fear of accountability
291508 - that impedes feedback. ref SDS 0 2914  The airline pilot in the "Power
291509 - of Words" film is a strong example for adopting a new work role to
291510 - prepare feedback "metrics" using specialized technology that aligns
291511 - communication to keep the team on course. ref SDS 0 2617
291512 -
291513 -    [Returned films and submitted this record on 971230, ref SDS 37
291514 -    3068]
291516 -     ..
291517 -    [On 980114 began revision of NWO... paper to explain cost of
291518 -    miscommunication. ref SDS 38 0000]
291520 -     ..
291521 -    [On 980215 submitted revised NWO ... paper and idea for management
291522 -    training film to improve business communications. ref SDS 39 1452]
291524 -     ..
291525 -    [On 990625 Kaiser needs training film for communication between
291526 -    patients and doctors. ref SDS 47 3822]
291527 -
291529 -  ..
2916 -
2917 -
2918 - Progress
2919 -
291901 - Talking and Listening are Primary Management Methods
291902 - CRM Has Strong Message on Conventional Communication Practice
291903 -
291904 - Last Wednesday, we received three preview videos from CRM Films. see
291905 - ref SDS 35 3627  I looked at all three tapes on Wednesday, ref SDS 35
291906 - 2675, and then viewed them all again on Friday.
291907 -
291908 - The films advocate that better management comes from stronger talking
291909 - and listening skills, similar to Stephen Covey's "Empathic Listening,"
291910 - reviewed on 921205, ref SDS 6 5903, that reflects the record on 911123
291911 - showing managers prefer "feel good" management methods. ref SDS 4 4930
291913 -  ..
291914 - Executive training seems to emphasize talking and listening, e.g., on
291915 - 950426, ref SDS 12 4392, and on 970826. ref SDS 29 8492
291917 -  ..
291918 - Today I viewed and took notes on the two films that seem most useful
291919 - to Communication Metrics...
291920 -
291921 -           •  Verbal Communication
291922 -              The Power of Words
291923 -
291924 -              ...per vendor's description, ref DRP 1 5075, and my notes
291925 -              at ref DRT 1 1199
291927 -               ..
291928 -           •  The Power of Listening
291929 -
291930 -              ...per vendor's description, ref DRP 1 3792, and my notes
291931 -              at ref DRT 2 1200 and
291933 -  ..
291934 - Preliminarily, my impressions are that both films do a good job of
291935 - showing how miscommunication occurs due to lack of clarity caused
291936 - by...
291937 -
291938 -      •  Not enough time to understand, ref DRT 1 1805, ref DRT 1 0481
291939 -
291940 -         Similar problem Morris had on Asilomar. ref SDS 22 0096 and he
291941 -         and Dave Vannier had similar problems. ref SDS 22 0576
291943 -          ..
291944 -      •  Failure to obtain feedback clarification. ref DRT 1 3426
291945 -
291946 -    ...it uses the traditional meaning and application of
291947 -    "communication" as salesmanship/leadership aimed at "winning people
291948 -    over," ref SDS 31 2139, talking people into doing things and giving
291949 -    orders. ref SDS 11 2134  This film presents "listening" to make
291950 -    talking people into things effective.
291952 -     ..
291953 -    The film does not support a more robust meaning of communication to
291954 -    "invest intellectual capital" and "grow new knowledge" essential to
291955 -    meet the challenge of the 21st century on the Information Highway.
291957 -  ..
291958 - In the first scenario, a boss launched a project to produce a film.
291959 - She set a requirement to take some time to produce a solid piece," see
291960 - ref DRT 1 3426
291962 -  ..
291963 - She said..."You know what I mean." as a statement that she knew what
291964 - she wanted, rather than a question, thus echoing the film viewed at
291965 - the U.S. Army Corps of Engineers on 971202. ref SDS 33 1092
291967 -  ..
291968 - She did not say when the film was needed.
291969 -
291970 -         Similar problem Morris had on Asilomar. ref SDS 22 0096 and he
291971 -         and Dave Vannier had similar problems. ref SDS 22 0576
291973 -  ..
291974 - The CRM film seemed to indicate the boss said to herself that the
291975 - proposed project film could be used for a pending event, but she did
291976 - not convey this requirement in making the assignment. ref DRT 1 3042
291977 -
291978 -     This was an error.
291979 -
291980 -     More likely, a completion date was not conveyed because there had
291981 -     not yet been a decision made to use the film at the future event.
291982 -     This use crystallized as a good idea later, although the first
291983 -     thought of potential use came into the bosses mind during the
291984 -     assignment meeting, as indicated in the CRM film.
291986 -  ..
291987 - The subordinate seemed to express uncertainty to himself about when
291988 - the work was needed, but did not request a clarification of the date.
291989 - ref DRT 1 2552
291990 -
291991 -     This was an error.
291992 -
291993 -     The culture of the organization may not have supported subordinate
291994 -     feedback that in this case would have been a request to clarify
291995 -     the completion date; however, the looseness of the organization as
291996 -     presented in the CRM video did not leave the impression that if he
291997 -     had asked when the work needs to be completed, that this would
291998 -     have stood him in disfavor.
292000 -      ..
292001 -     If, in fact, organizational culture discourages clarification of
292002 -     critical requirements in performing work, as often is the case,
292003 -     then organization leadership needs to take action.
292005 -      ..
292006 -     If this boss is weak in fostering feedback, or if the subordinate
292007 -     is weak in providing feedback, then training like the CRM film can
292008 -     be a big help, particularly if it is introduced by the CEO who can
292009 -     convey that feedback is encouraged up and down the chain of
292010 -     command.
292012 -  ..
292013 - Later (which actually is the opening scene) the boss was disappointed
292014 - because the film project was not completed in time for her event. ref
292015 - DRT 1 3338
292017 -  ..
292018 - The film development team then worked additional hours to complete the
292019 - project earlier than would have resulted from a normal production
292020 - schedule.  The tape was delivered by the subordinate and a colleague,
292021 - who took an airplane flight to the event.
292022 -
292024 -  ..
292025 - Communication on-the-Cheap is Wrong Paradigm
292026 -
292027 - The CRM film scenario incorrectly conveys that effective communication
292028 - is cheap. ref DRT 1 3599  The direct solution in this case was common
292029 - courtesy and common sense, which experienced managers generally
292030 - posses, or at least feel they do.  So the message is that the problem
292031 - is solved by taking more care, being courteous, thinking of the other
292032 - follow, and so on.
292034 -  ..
292035 - This film would not encourage an organization to invest money in a new
292036 - work role and system of business metrics for communication in the way
292037 - that metrics are applied to finance, engineering, production,
292038 - personnel, inventory control and so on.  Executives believe they can
292039 - improve performance by showing the CRM film, which in fact merely
292040 - illustrates the existence of the problem. ref DRT 1 2478
292042 -  ..
292043 - Occasionally, weak managers are tolerated because of strengths which
292044 - generate revenue that outweigh the cost of poor communication. The
292045 - film showed a woman boss who is pretty and bright.  These attributes
292046 - may justify the cost of poor communication in her case.
292047 -
292049 -  ..
292050 - Investing Intellectual Capital is Rewarding, Strong Paradigm
292051 -
292052 - The post-film review by the Management Consultant explains how to
292053 - avoid communication that causes hurt feelings, ref DRT 1 1288,
292054 - ref DRT 1 1514.  There is, however, no explanation of cost/benefits
292055 - for avoiding miscommunication, ref DRT 1 1549, as related by the AFIT
292056 - report on information entropy. ref SDS 28 0108, ref SDS 28 2676
292057 -
292058 -      [On 980307 reviewed Andy Grove's book "Only the Paranoid Survive"
292059 -      that says writing copious notes and asking questions are needed
292060 -      for successful management. ref SDS 41 3668]
292062 -  ..
292063 - The Moderator said she had a lot of news clippings at home on the cost
292064 - of miscommunication, ref DRT 1 1851, but she did not share this with
292065 - the audience, nor calculate the cost of rework required to recover
292066 - from miscommunication. ref DRT 1 1549.
292068 -  ..
292069 - The film overlooks report on 960205 that managers waste 70% of day in
292070 - meetings, and offers a caluclation. ref SDS 18 8436
292072 -  ..
292073 - This short-coming was also in the CRM film...
292074 -
292075 -                      You know what I mean?
292076 -
292077 -       ...seen at HQUSACE on 971202. ref SDS 33 1759
292079 -  ..
292080 - As a result, cost-effectiveness of a proactive solution to improve
292081 - communication by adding "business metrics" that connect summary to
292082 - detail and align information with controlling forces, could not be
292083 - evaluated from viewing this film.
292085 -  ..
292086 - The audience is left with the impression of having seen an excellent
292087 - film showing that more effort is needed for effective communication,
292088 - but that the benefits of better communication are free, i.e., there is
292089 - no cost. ref DRT 1 2478  This is a false promise, since communication
292090 - practice flows from human biology that is bounded by a limited span of
292091 - attention.  As the amount of communication increases, these natural
292092 - limits result in more mistakes, extra cost and missed opportunities.
292094 -  ..
292095 - The question arises about the benefit of avoiding communication errors
292096 - and the cost to attain that benefit?  Management liturature says that
292097 - cost/benefit of better communication is difficult to calculate. see
292098 - ref SDS 30 4470  Practitioners recognize this difficulty, e.g., U.S.
292099 - Army Corps of Engineers, ref SDS 32 2698, yet demand evidence of
292100 - cost/benefit in advance of taking action to improve communication.
292102 -  ..
292103 - This creates a market for a film to show executives and managers the
292104 - cost/benefits of better communication.  It can initially demonstrate
292105 - complexity of human communication, set out at ref DRT 1 3020,
292106 -
292108 -  ..
292109 - $240K Annual Cost of Miss-Communication on Assignment Deadlines
292110 - ---------------------------------------------------------------
292111 - A simple calculation of extra cost could be added to the film by
292112 - having the moderator involve her post-film review audience in adding
292113 - up the cost of various elements of rework. ref DRT 1 5189
292114 -
292115 - Used this as basis for calculating cost savings and ROI for Com
292116 - Metrics in NWO. ref OF 2 36KG
292118 -  ..
292119 - The calculation could use the method in the report on 960205 that
292120 - managers waste 70% of day in meetings. ref SDS 18 8436
292121 -
292122 -         Similar to problem Morris had on Asilomar. ref SDS 22 0096 and
292123 -         he and Dave Vannier had similar problems. ref SDS 22 0576
292124 - ..
292125 - The subordinate who produced the film indicated he had to work
292126 - overtime to complete the project on time.  We can assume a team worked
292127 - on the project and so several people incurred overtime.
292128 - ..
292129 - Additionally, the subordinate and evidently a colleague incurred
292130 - at least two lost days of work and the cost of flying the film to the
292131 - event:
292132 -
292133 -                 3 people 8H overtime, say...     $2,000
292134 -
292135 -                 2 people 2 days at $1K/Day        4,000
292136 -                 Air fare and per diem             4,000
292137 -                                                ---------
292138 -                                                 $10,000
292140 -      ..
292141 -     Notes:
292142 -
292143 -      1.  The cost of extra time may seem to be an absorbed cost since
292144 -          often people who create films, as involved here, are on a
292145 -          salary and do not receive extra compensation.
292146 -          ..
292147 -          Even in that case, however, the firm incurs a cost of
292148 -          the lost income from expending the same amount of time on a
292149 -          revenue generating activity, rather than to perform re-work
292150 -          recovering from mistakes.
292152 -           ..
292153 -      2.  The extra cost is estimated here as a cross-country flight
292154 -          which typically would take two days and entail over-night
292155 -          accommodations, ground transportation and meals.
292157 -           ..
292158 -          The CRM film does not give particulars on the flight, except
292159 -          it is a Aerospace company 747 which typically fly long distances.
292161 -  ..
292162 - The boss in this film asked at one point....
292163 -
292164 -               Why is this always happening to me?
292165 -
292166 - This is a good line in the film because people identify with continual
292167 - frustrations of miscommunication. reported on 921021 at Cal Tech
292168 - seminar, ref SDS 5 3744, and on 951101. ref SDS 15 5500
292169 -
292170 -     [On 021218 incorporated this idea in Typical Day Scenario to
292171 -     illustrate use cases of frustration when listening fails.
292172 -     ref SDS 51 KEUY
292174 -  ..
292175 - On 951212 "problem handling" due to communication failures is a major
292176 - part of managing. ref SDS 17 8473
292177 - ..
292178 - On 970110 "problem handling" at USACE was required because
292179 - people were talking and hearing instead of investing time for analysis
292180 - to improve listening. ref SDS 25 2487  On 890809 better listening
292181 - enables better understanding and follow up. ref SDS 1 CJ9J
292183 -      ..
292184 -     On 951103 analysis indicated communication problems always happen
292185 -     because "feel good" management is substituted for sound management
292186 -     practices. ref SDS 16 8853
292188 -      ..
292189 -     Different meanings occur naturally among people, ref SDS 19 3734,
292190 -     so Communication Metrics is needed to develop "intelligence" that
292191 -     maintains alignment and shared meaning. ref OF 1 0582
292193 -  ..
292194 - It also provides a basis to calculate that similar miscommunication
292195 - occurs in this person's work practice often, as in fact occurs in the
292196 - daily lives everyone.
292197 -
292198 -         On 960721 Morris had a similar problem making arrangements to
292199 -         speak at Asilomar. ref SDS 22 0096 and ref SDS 22 0576
292201 -          ..
292202 -         On 960715 Dave Vannier at Intel. ref SDS 21 0032
292204 -          ..
292205 -         Other examples are in the record on 950327 for Communication
292206 -         Metrics. ref SDS 11 0200
292208 -          ..
292209 -         [On 980808 Ross related similar experience in his work at IBM.
292210 -         ref SDS 43 1125; however, managers are unaware of the cause.
292211 -         ref SDS 43 3379]
292213 -          ..
292214 -         [On 980810 used this idea in Welch web site to illustrate
292215 -         problem of "problem handling." ref SDS 44 7027
292217 -          ..
292218 -         [On 980815 U.S. Intelligence failure stems from too much
292219 -         information, not enough analysis. ref SDS 45 1173]
292220 -
292222 -  ..
292223 - If it occurs just once a month, then the extra cost might be:
292224 -
292225 -                    12 x $10K  =   $120,000
292227 -  ..
292228 - If other managers are 10 times more conscientious in using common
292229 - courtesy and common sense, then they cause extra cost of only
292230 -
292231 -                                   $12,000 per year per manager
292233 -  ..
292234 - If there are 10 other managers in this firm, then their total annual
292235 - cost for miscommunication is:
292236 -
292237 -                  10 x $12K    =   $120,000
292239 -  ..
292240 - So the total cost of miscommunication on this narrow matter of not
292241 - clarifying assignment requirements for the year is:
292242 -
292243 -                               =  $240,000
292244 - ..
292245 - This process develops a budget to avoid miscommunication and its
292246 - attendant extra cost and frustrations.
292247 -
292249 -  ..
292250 - Other Types of Miscommunication are More Costly
292251 -
292252 - Neither the film scenario nor the post-film review covered other types
292253 - of miscommunication which occur more often, are more costly, and
292254 - cannot be avoided by trying to be more conscientious. ref DRT 1 2424,
292255 - ref DRT 1 4869,
292256 -
292257 -         Similar problem Morris had on Asilomar. ref SDS 22 0096 and he
292258 -         and Dave Vannier had similar problems. ref SDS 22 0576
292260 -  ..
292261 - We need a film to help people grasp that communication on-the-cheap is
292262 - not cost effective.
292264 -  ..
292265 - The CRM film indicated the purpose of the film project in the scenario
292266 - was for a sales event of some kind.  Even if it wasn't, lets assume it
292267 - was or that in some way it would have contributed to earnings, since
292268 - that is the ultimate purpose of organization.
292270 -  ..
292271 - There was only a single meeting that launched this project. There was
292272 - no evidence that the film was reviewed by the boss prior to it being
292273 - delivered to her at the airport.  The CRM film did not show content
292274 - requirements for the film being produced.  There is no reason to
292275 - believe that content should have been conveyed any more successfully
292276 - than the completion date.  The producer (subordinate) said the film
292277 - "was good," but relative to what?  It depends on the requirements and
292278 - the CRM film correctly indicates how easy it is for miss-understanding
292279 - to occur on one type of requirement.
292281 -  ..
292282 - There are a lot of other project requirements that could have been
292283 - incorrectly explained and/or incorrectly understood.
292285 -  ..
292286 - Suppose that when the film is shown to the customer or at the event,
292287 - that it conveys the wrong message.  That could cost $M of dollars, it
292288 - could lose a major account, etc.
292290 -  ..
292291 - Suppose the film is reviewed the night before it is shown to the
292292 - customer, and found to be inadequate. Then costly re-work of the film
292293 - would be required, and possibly a sale is lost, or re-work is required
292294 - to secure the sale through follow up efforts.
292296 -  ..
292297 - Such rework due to miscommunication can double or triple the direct
292298 - cost of the work, in this case, making a film.
292300 -  ..
292301 - The analysis of "rework" costs in the U.S. Army Corps of Engineers'
292302 - report on Communication Metrics, ref DRP 2 4680, indicates the cost of
292303 - miscommunication is likely in the range of 10% - 20% of annual
292304 - management costs.
292306 -  ..
292307 - For a large firm this is $Billions of dollars annually.
292308 -
292310 -  ..
292311 - Management by Guess and Gossip Needs Business Metrics
292312 -
292313 - The post-film management seminar conducted by B.J. Hateley describes
292314 - the...
292316 -                       ..
292317 -                      telephone game
292318 -
292319 -
292320 -    ...as a humorous example of how miscommunication occurs continually
292321 -    in daily life, at home and at work, ref DRT 1 2034, cited in POIMS
292322 -    to explain why communication is the biggest risk in enterprise.
292323 -    ref OF 1 3943  Underlying cognitive challenges are set out in the
292324 -    NWO.... ref OF 2 4077
292326 -     ..
292327 -    The telephone game is played at dinner parties when someone wispers
292328 -    something to the person next to them.  Each person tries to wisper
292329 -    the same thing to the person next to them.  The last person then
292330 -    announces out loud what they heard, and everyone notices it is much
292331 -    different from the original message.  It is similar to what the
292332 -    last person wispered, but each time it is re-told change occurs
292333 -    through succeeding paraphrasing, so the last re-telling is
292334 -    significantly different.
292335 -
292336 -        [On 990303 report on cognitive science says human mind always
292337 -        "recodes" information because paraphrasing aids memory.
292338 -        ref SDS 46 2838
292340 -     ..
292341 -    This is greatly amusing for guests, as in the classic example of
292342 -    the "Telephone Game" that paradys military beauacracy planning a
292343 -    meeting of the troops to explain "Halley's Comet" from the record
292344 -    on 970624. ref SDS 27 7006
292346 -     ..
292347 -    At work, miscommunication through meaning drift is costly, as
292348 -    indicated by the Broadwater Dam project on 911009. ref SDS 3 3333
292350 -     ..
292351 -    Telephone game illustrates why "truth is a moving target" due to
292352 -    "meaning drift," cited by Landauer in his paper on knowledge
292353 -    acquisition reviewed on 960518. ref SDS 19 3734  Some people argue
292354 -    the telephone game effect is not significant in business because
292355 -    people do not whisper at meetings, they speak out, so everyone
292356 -    hears the same thing.  This overlooks, however, that connections in
292357 -    the mind of what is said to each person's experience is different,
292358 -    because everyone's life experience is unique.  Since people re-code
292359 -    information to establish context for new experience that generates
292360 -    meaning, the meaning of what was said is different for everyone.
292361 -
292362 -        [On 990303 cognitive science paper on re-coding information to
292363 -        aid memory. ref SDS 46 2838
292365 -     ..
292366 -    Thus, when we leave a meeting and do things or tell others based on
292367 -    what transpired at a meeting, it has the same effect as wispering
292368 -    in the telephone game because the people we tell were not in the
292369 -    meeting.  Moreover, we did not hear the meaning derived from
292370 -    connections of information formed by the minds of others.  In
292371 -    effect, the meaning people derive is a secret from eveyone, and
292372 -    most of the time from ourselves, see POIMS. ref OF 1 V8P1
292373 -
292374 -        Shared meaning requires constantly aligning what is said with
292375 -        history, commitments, requirements and objectives, and by
292376 -        setting out specific action items that require near term
292377 -        conduct.  What people actually do is a window on the meaning
292378 -        they derive.  But in any event, even when people draw different
292379 -        meaning, if required action is taken, then the damage of
292380 -        meaning drift is reduced.
292382 -     ..
292383 -    Previously, an article on 940106 cited the telephone game to make a
292384 -    similar point about the fragility of communication. ref SDS 8 3249
292386 -     ..
292387 -    On 950803 memo expanding coffee breaks into sex breaks shows humor
292388 -    to overcome averson to written analysis that solves the problem
292389 -    illustrated by the "Telephone Game." ref SDS 14 8452
292391 -     ..
292392 -    Not all failed communications, however, are humerous.  Many are
292393 -    costly and painful...
292394 -
292395 -         On 960721 Morris had similar problem on Asilomar. ref SDS 22
292396 -         0096 and ref SDS 22 0576  Dave Vannier had same problem on
292397 -         970715. ref SDS 21 0032
292398 -         ..
292399 -         On 970524 Morris cited "telephone game" as cause of
292400 -         space shuttle failure based on case study linking thousands of
292401 -         NASA communications over 10 years, presented at a Cal Tech
292402 -         seminar. ref SDS 26 7298
292404 -          ..
292405 -         [On 990731 BINGO game shows need to obtain feedback, and
292406 -         maintain attention in meetings when people get tired and
292407 -         bored. ref SDS 48 7140]
292409 -  ..
292410 - The management training film reviewed today does a disservice to the
292411 - audience by limiting miscommunication to "rumors about company
292412 - announcements."  It fails to warn that business communication is
292413 - inherently a constant stream of errors, as managers and executives go
292414 - from meeting to meeting, call to call to fax to email and on and on,
292415 - spreading guess and gossip. ref SDS 28 0108
292417 -  ..
292418 - On 960911 Kwan Henmi reported a communication expert demonstrated how
292419 - misunderstanding inherently occurs in conversation. ref SDS 23 3421
292421 -  ..
292422 - On 960518 research in Cognitive Science shows "meaning drift" is a
292423 - natural aspect of human mental functioning. ref SDS 19 3734
292425 -  ..
292426 - The result is the "Alice in Wonderland" management of continual
292427 - bumbling that Henry Kissinger cites as debilitating to effective
292428 - management. ref SDS 10 4238
292429 -
292430 -      [On 980307 Andy Grove's book "Only the Paranoid Survive" says
292431 -      mental maps are forgiving of ambiguity. ref SDS 41 3668]
292433 -       ..
292434 -      [On 990924 article on high cost of medical mistakes needs
292435 -      solution to telephone game. ref SDS 49 5576]
292437 -       ..
292438 -      [On 000724 Joe Ransdell suggests citing telephone game to
292439 -      illustrate problem of deviations from truth being multiplied by
292440 -      time, in NWO paper. ref SDS 50 1974
292441 -
292443 -  ..
292444 - Communication Aligns Resources For Common Action
292445 -
292446 - "Community" is the purpose of communication. ref SDS 11 7777
292447 -
292448 - Business organizations are special communities that align skills and
292449 - energy of people to produce goods and services more efficiently than
292450 - each person can accomplish in the absence of organization.
292452 -  ..
292453 - Thus, a key part of communication not mentioned in the CRM films is
292454 -
292455 -                           "alignment"
292457 -  ..
292458 - Communication errors occur daily due to lack of alignment, but most of
292459 - these mistakes are missed because human attention span is limited.  We
292460 - can only think about a few things in any given time frame.  After a
292461 - communication (meeting, discussion, telephone call) people gradually
292462 - over time bump into the subjects that flowed from the communication
292463 - but were beyond their span of attention, as they encounter and fix a
292464 - continual stream of mistakes that reflect lack of alignment.
292465 - ..
292466 - The CRM film illustrated this when the parties involved later
292467 - bumped into the completion date subject.  During the project launch
292468 - meeting their attention was on the "quality" subject, and they
292469 - overlooked the subject of completion date.  There was also limited
292470 - attention given to content, purpose, application.
292472 -  ..
292473 - The limited focus at the meeting on getting agreement to do the
292474 - project, reflects the common use of "communication" as a leadership
292475 - and sales medium. The woman boss was an effective leader in getting
292476 - people to change course.  She sold the film producer on her objective
292477 - to make a film.
292479 -  ..
292480 - But that is not enough for a successful project, organization and
292481 - community over the long haul.
292482 - ..
292483 - The CRM film overlooked other dimensions of communication:
292484 -
292485 -                     understanding      ref SDS 20 8201,
292486 -                     follow-up          ref SDS 20 0022,
292487 -
292488 -      ...both of these are supported by "feedback" which is covered in
292489 -      the film, but the film does not explain them.
292490 -
292492 -  ..
292493 - Effective Communication Requires Alignment with Controlling Forces
292494 -
292495 - Understanding relates to what "stands under" information conveyed,
292496 - i.e., what supports it -- how does it align with controlling forces.
292497 - ref SDS 20 8201
292498 -
292499 - Management standards support need for alignment. ref SDS 13 4421 and
292500 - ref SDS 13 1593.
292502 -  ..
292503 - Follow-up relates to actions taken as a result of communication. see
292504 - ref SDS 6 0022
292506 -  ..
292507 - The key question is how does what we have said, heard, done and
292508 - observed today, align with what was said, heard, done, observed
292509 - previously and with actions scheduled as a result?
292511 -  ..
292512 - In a going concern, there is typically a lot of information that is
292513 - outside the attention of everyone which impacts performance.
292514 -
292515 -    a.  Prior discussions, calls, meetings on a particular subject.
292516 -
292517 -        This can be 2, 5, 10, 100...  Going back 2 days, weeks, months,
292518 -        years
292520 -         ..
292521 -    b.  Documents in letters, memos, plans and specs, spreadsheets
292523 -         ..
292524 -    c.  Public record in books, magazines, broadcasts
292526 -         ..
292527 -    d.  Policy in manuals, bulletins and announcements
292529 -         ..
292530 -    e.  Public policy in codes, regulations, laws
292532 -  ..
292533 - In order for communication to advance organizational objectives, it
292534 - must align with an array of information flows that are necessarily
292535 - beyond the reach of individuals due to lack of time.  This leads to
292536 - the common refrain...
292537 -
292538 -               There wasn't enough time to check the...
292539 -
292540 -                          ...contracts
292541 -                          ...letters
292542 -                          ...specifications
292543 -                          ...meeting notes
292544 -                          ...company policy
292545 -                          ...codes, regulations, laws
292547 -  ..
292548 - Conflicting communication due to lack of alignment causes a constant
292549 - stream of rework or it forces acceptance of non-conformance with
292550 - objectives.
292552 -  ..
292553 - Thus, in the absence of a business metric to create alignment, more
292554 - communication results in more mistakes because it increases the amount
292555 - of checking required to accomplish alignment, and people do not have
292556 - enough time to check alignment because the record is too big, so the
292557 - number of mistakes increases.
292558 -
292560 -  ..
292561 - Feedback on Communications is Culturally Difficult to Obtain
292562 -
292563 - The example in the management training film of an airplane pilot and a
292564 - traffic controller shows feedback is critical, ref DRT 1 3179, but
292565 - does not convey the challenge in daily communication to obtain useful
292566 - feedback. ref DRT 1 3903.
292568 -  ..
292569 - Feedback is endemic to Communication Metrics defined in the record on
292570 - 950327. ref SDS 11 6007, per Cal Tech publication on key management
292571 - practices, reviewed 940111. ref SDS 9 4400
292573 -  ..
292574 - The "pilot" analogy presented in the film explains need for an expert
292575 - Communication Manager to "fly" the SDS program in order to ensure
292576 - adequate feedback, per meeting with USACE on 970624. ref SDS 27 1829
292578 -  ..
292579 - Feedback is required by management standards (e.g., ISO). ref SDS 13
292580 - 1593, and (PMBOK) ref SDS 13 1940.
292581 -
292582 -      Similar problem Morris had on Asilomar. ref SDS 22 0096 and he
292583 -      and Dave Vannier had similar problems. ref SDS 22 0576
292584 -
292585 -      [On 980307 Andy Grove's book "Only the Paranoid Survive" says
292586 -      writing copious notes, ref SDS 41 3101, and asking and answering
292587 -      questions essential for successful management. ref SDS 40 0261]
292589 -  ..
292590 - Typical boss/subordinate relationships impede feedback to verify what
292591 - was said and intended.  The boss wants to be understood without the
292592 - time and trouble of feedback, ref SDS 2 1848, since it draws into
292593 - question the adequacy of the communication, and threatens self-image
292594 - as a "good communicator" and/or it simply seems like an unnecessary
292595 - annoyance.
292597 -  ..
292598 - The role of social pressure on restraining good management practice
292599 - was analysed from a professional article on 931228, ref SDS 7 2242.
292600 -
292601 -      Examples of social pressure that resists feedback:
292602 -
292603 -          Meeting at HPS on 891205, ref SDS 2 1848,
292604 -             "       USACE on 970624. ref SDS 27 1415
292605 -             "       USACE on 961017, ref SDS 24 5832
292607 -       ..
292608 -      [On 980405 report executives fear accountability of "feedback"
292609 -      ref SDS 42 5065]
292611 -  ..
292612 - However, even where feedback is supported by organization leadership,
292613 - it is not enough to merely verify what is said.
292615 -  ..
292616 - Communication between an airplane pilot and a traffic controller is
292617 - very narrow.  If the pilot and traffic controller met for coffee or in
292618 - a business meeting they would not be using feedback, because it is not
292619 - culturally acceptable to verify understandings. ref DRT 1 1820, also
292620 - ref DRT 1 2690, ref DRT 1 3861,
292622 -  ..
292623 - Feedback seems legalistic, time consuming, redundant and ill-mannered.
292624 -
292625 -      Example is meeting at USACE on 970624. ref SDS 27 1415
292626 -
292627 -
292628 -
292630 -  ..
292631 - 25% Retained of What People See and Hear in Meetings
292632 - Listening Does Not Improve Communication Absent Feedback Metrics
292633 -
292634 - The second CRM film, "Power of Listening" says that people have to
292635 - remember what is communicated.  It suggests taking notes of key words
292636 - and phrases is a way to improve listening. ref DRT 2 4902
292637 -
292638 - The film on the Power of Listening notes the disparity between the
292639 - speed of speaking and the speed of listening.  People can listen and
292640 - comprehend faster than people speak. ref DRT 2 1969
292642 -  ..
292643 - Both films say that people retain only about 25% through listening.
292644 - ref DRT 1 5296, and ref DRT 2 2707.
292646 -  ..
292647 - The moderator, however, fails to mention that people...
292648 -
292649 -       ...cannot write and check the record for alignment of what is
292650 -       said with prior related sources, e.g., notes of prior
292651 -       discussions.
292652 -
292653 -       ...cannot read nor apply their handwritten notes after a few
292654 -       days of the events to which they apply.
292655 -
292656 -       ...do not have enough time to check the record to align
292657 -       communications with original sources, because it takes too much
292658 -       time to find the applicable part of their records.
292659 -
292660 -       ...fear legal discovery because lawyers are paid to invest time
292661 -       to check the record and discover misunderstandings that cause a
292662 -       lot of damage.
292664 -  ..
292665 - These omissions incorrectly convey that better communication can
292666 - result from better listening.
292667 -
292669 -  ..
292670 - Communication Metrics Requires Awareness of Cost/Benefits
292671 -
292672 - Only feedback metrics can establish shared meaning and that actions
292673 - being taken are aligned with objectives and controlling forces.
292675 -  ..
292676 - Since feedback metrics are not common practice and impossible to
292677 - accomplish due to the size of the record and limited time, then a
292678 - dedicated effort is needed to ensure adequate feedback and alignment
292679 - with controlling forces.
292681 -  ..
292682 - Since failed communication costs $M, $100s-of-Millions, and $Billions
292683 - of dollars in large firms that accomplish work by aligning a lot of
292684 - people, then it may be cost effective to use a specialized "pilot" who
292685 - is experienced in using "metrics" for communication that keep an
292686 - organization on course to meet its destination safely and profitably.
292687 -
292689 -  ..
292690 - CRM Can Produce a Better Training Film on Communication
292691 -
292692 - CRM can meet this challenge with a new film that shows three simple
292693 - points...
292694 -
292695 -    1.  Good Communication Makes Money; Poor Communication is Costly
292696 -    2.  Good Communication Aligns People, Links Summary to Detail
292697 -        that converts information into Knowledge, Wisdom and Vision
292698 -    3.  Alignment and Linking Require Tools and a Pilot on Information
292699 -        Highway to Ensure Adequate and Timely Feedback Metrics.
292701 -  ..
292702 - Communication Metrics provides alignment and linking
292703 -
292704 -    [On 980215 submitted revised NWO ... paper and idea for management
292705 -    training film to improve business communications. ref SDS 39 1452]
292706 -
292707 -
292708 -
292709 -
292710 -
292711 -
292712 -
292713 -
292714 -
292715 -
292716 -
292717 -
292718 -
292719 -
292720 -
292721 -
292722 -
292723 -
292724 -
292725 -
2928 -