CONTACTS 
0201 - Wideman, R. Max                      604 736 7025
020101 - Mr. R. Max Wideman

SUBJECTS
Wideman Associates
Cognitive Science Unfamiliar, Quackery
PM Trends, Changes, Innovations
Recoding Causes Meaning Drift, Solved by
Comedy of Errors, Management by
Murphy's Law Blind Spots Limited Span of
Hard Work Rather than Intelligent Work
Crisis Avoided by Intelligent rather than
Hard Work Solves Information Overload
Crisis Management
Traffic, People will Get up Earlier But Not
New World Order Human Mind Building World

1814 -    ..
1815 - Summary/Objective
1816 -
181601 - Follow up ref SDS 23 0000, ref SDS 21 0000.
181602 - ..
181603 - This morning I reviewed the PM Forum library, and found a paper
181604 - by Max Wideman...
181605 -
181606 -                    Defining PM Knowledge as
181607 -                    a Basis for Global Communication,
181608 -                    Learning and Professionalism
181609 -
181610 - I was unable to open the paper because my computer evidently has
181611 - acrobat installed incorrectly.
181612 -
181613 - Sent ref DIT 1 asking Max for a copy of his paper.
181614 -
181615 -     [On 990313 received letter from Max. ref SDS 24 7260]
181616 -
181617 - Also followed up Max's letter, ref DRP 2, that seems to endorse the
181618 - view that Communication Metrics provides a new path to good science,
181619 - under analysis on 990305. ref SDS 23 1836
181620 - ..
181621 - I did not address Max's point about how long it takes for new
181622 - ideas to take hold. ref SDS 23 7611
181623 - ..
181624 - A Post Script, ref DIT 1 8377, asks about analysis on 990303,
181625 - ref SDS 21 4510, combining Miller's point on "recoding" with Tom
181626 - Landauer's explanation on 960518 of "meaning drift," ref SDS 12 3734,
181627 - that suggests the strength of the human mind for remembering things,
181628 - becomes a weakness when the amount of information to process gets
181629 - large, because it adds to the frequency and impact of meaning drift.
181630 - Kissinger calls it "Alice in Wonderland" management, reviewed on
181631 - 940609. ref SDS 5 4671
181632 -
181633 - The NWO paper explains that the human mind is building a world for
181634 - which it is not well suited. ref OF 2 7515  This gives rise to the
181635 - need for tools that leverage innate capacities to think, remember and
181636 - communicate, as explained in POIMS. ref OF 1 6528
181637 -
181638 -
181639 -  ..
181640 - Warriors Work Longer and Harder Test Physical Capacity
181641 -
181642 - I develop the concept that reliance on the "warrior" principle of
181643 - accepting physical "hard work" rather than insisting on "intelligent"
181644 - work leads to crisis management, under "Murphy's Law." ref DIT 1 9570
181645 -
181646 - On 960619 managers are piling up mountains of information because they
181647 - prefer to work hard rather than use intelligence, contrary to model of
181648 - using a backhoe that substitutes brain for brawn. ref SDS 11 4096
181649 -
181650 - This ties perspective that "hard work" solves information overload, on
181651 - 980808, ref SDS 17 3379, with Max Wideman's view on 970818 that
181652 - managers get bored when there is not a crisis. ref SDS 16 1897  On
181653 - 970818, developed concept that challenge to "climb mountains"
181654 - underlies drive for crisis that require hard work. ref SDS 16 3726
181655 -    ..
181656 - On 931130 Drucker says work smarter rather than harder.
181657 - ref SDS 4 1199
181658 -
181659 -      [On 990324 SFIA may be an example. ref SDS 26 9482]
181660 -
181661 -      [On 990331 develop Common Administration to add intelligence to
181662 -      management. ref SDS 27 0306]
181663 -
181664 - Some of the problem is simply short sightedness, lack of experience
181665 - and ignorance that draws on feelings described by Steven Pinker in his
181666 - book "How the Mind Works," where he gives the example of a hiker
181667 - trying to decide the best route to get back to camp before dark.  Why
181668 - spend 20 minutes planning an optimal route that only saves 10 minutes.
181669 - This easy dismissal of investing time to plan in favor of taking
181670 - immediate action using hard work, was reviewed at the Cal Tech seminar
181671 - on 921021. ref SDS 3 1661
181672 -
181673 -      [On 990317 Jason at SFIA cited this as a risk. ref SDS 25 3588]
181674 - ..
181675 - Evidence of working hard rather than working "smart" is the
181676 - continual shift toward earlier time of day when traffic becomes heavy.
181677 - Over the past few years, the level of traffic has shifted from being
181678 - heavy at 0600 to now it is quite heavy at 0530.  People do not want to
181679 - waste time in traffic, so they are willing to apply a direct physical
181680 - effort to meet this objective by getting up earlier which expends
181681 - greater phyisical effort, rather than invest time for intellectual
181682 - effort to work smarter, so there is less time required.
181683 -
181684 -      [On 990920 traffic is heavy 30 minutes earlier. ref SDS 28 0001]
181685 -
181686 - Another example is Kwan Henmi's decision on 981215 to hire another
181687 - architect rather than invest in intelligence to avoid mistakes which
181688 - increased the work load and made it seem like more architects were
181689 - needed to fix the mistakes. ref SDS 18 7700
181690 - ..
181691 - Hiring more architects is a "warrior" solution of working
181692 - harder, similar to downsizing as a solution for inadequate use of
181693 - resources.
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