Your letter on 010828 (shown below) submits part of an article on avoiding
intelligence added to communication, because people worry about being "pinned
down." Have you encountered consideration of the need for balancing fear of
accountability that avoids being "pinned down," with fear of not understanding
and following up, commonly called "listening," that occurs when "intelligence"
I know this point was raised earlier and did not stir interest.
Recent concerns, however, suggest further review may be justified because folks
feel overwhelmed by events and the flood of daily working information. Recall
that Doug Engelbart set the goal for solving this problem in an article
published in 1972, and reviewed on 000327, calling for better handling of daily
Does anyone know of how to accomplish this requirement without pinning somebody
down at least once a while?
This question opens an important proposition: a little intelligence goes a long
way toward improving the work.
If Henry van Eykan is correct in reporting research that shows people remember
only 5% of the gist of things, this presents a huge opportunity for
improvement. Earlier we learned on 000319 that human memory is a key factor in
What does this mean in relation to OHS/DKR objectives and the worry about people
being pinned down cited in your letter? My sense is that we can provide useful
intelligence that avoids a lot of bad things from happening and enables good
things to get done, without pinning everybody down on everything all of the
time, as set out further in reviewing your letter on 010828......
Doing the math, if we improve memory from 5% to 10% that doubles performance,
yet leaves lots of room (90%) for people to have private communication that is
not managed through organizational memory. This is just one deployment issue
that requires consideration along with efforts to develop technology.
In sum, complaints about too much information, should be balanced with
discussion of ways to augment intelligence for converting information into
Legitimate fear about accountability must be balanced with fear of consequences
when intelligence fails.
Fear about confidentiality should be balanced with understanding that every
communication need not be examined with a microscope in order for all
communication to be strengthened.
Fear that creating timely intelligence is too difficult, should be balanced with
the fact that it is fast, easy and fun to do this work, once you know how, just
like driving a car, writing a letter, or hitting a tennis ball.
So, just proposing here a better balance between despair and opportunity for
progress on important issues.
> Jack Park wrote:
> > http://www.awakentech.com
> > Here is a particularly interesting quote from a wide ranging paper:
> > "Automated attempts to "pin people down" and thereby enhance accountability
> > may not bring about better communication or enhanced productivity. It is
> > very likely such attempts, if they are accepted by users, will change the
> > "rules of the game," and certain types of critical conversations will move
> > to contexts in which the tool will not be used, thereby altering the nature
> > of the communication which does take place through the new technology.
> > (Reder & Schwab, 1988, p. 367)"
> > The paper is
> > Rhythms, Boundaries, and Containers:
> > Creative Dynamics of Asynchronous Group Life
> > Peter and Trudy Johnson-Lenz
> > Awakening Technology Research Report #4
> > April 1990
> > And is available by way of navigation from the URL above, jumping to the
> > "about us" section clicking on "Awakening Technology" and then clicking on
> > a link that reads "publication of a new theory of groupware embodying
> > living systems principles"
> > I'm not reproducing the actual URL here because it's huge.
> > While you're there at the home page, jump to their latest "inquiry" system
> > and roam about. It's a valuable experience in groupware knowledge
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This archive was generated by hypermail 2.0.0 : Fri Oct 05 2001 - 14:43:26 PDT