Conference 7.286::digital

    
    Here's my idea suggestion.  If not interested in a long note, just
    press next unseen.
    
                  I N T E R O F F I C E   M E M O R A N D U M

                                        Date:     20-Jun-1990 04:33pm EDT
                                        From:     David Carnell @ALF
                                                  CARNELL.DAVID
                                        Dept:     Proposal Designers
                                        Tel No:   385-2901 404772-2901

TO:  Remote Addressee                     ( IDEAS CENTRAL @OGO )

CC:  Remote Addressee                     ( KEN OLSEN @MLO )
CC:  Remote Addressee                     ( JACK SMITH @MLO )
CC:  Remote Addressee                     ( JOHN SIMS @MLO )
CC:  Remote Addressee                     ( ALAN ZIMMERLE @CFO )

Subject: Idea Sug: Accelerate Manager Training w/Case Studies & Notes

With increased, more aggressive competition and declining margins, perhaps 
Digital's Executive Committee would be interested in an non-traditional 
idea for dramatically accelerating manager training.

All Digital managers, at once, for very little cost.

In college, a proven technique is case studies.  And with public dialogue 
in the classroom, peer pressure can do wonders for motivating real 
participation in learning and achieving higher levels of understanding.

My idea suggestion is to use our technology to create something new, and 
very interactive, and very public.

Using say a VAX6000, create a members-only VAXnotes conference called 
CASE_STUDIES.  Make it mandatory that every manager in Digital register, 
receiving REPLY-only privileges.  Make it mandatory that every manager 
learn the very simple basics of writing REPLIES.

Each week, by whomever is in charge of enhancing and accelerating manager 
training within Digital, post (WRITE new topic privilege) a new case study.

For each week's case study, EVERY manager in Digital WILL be required to 
enter the conference, read and understand the case study, and then post his 
or her REPLY as defined by the assignment for that particular case study.

With a VAX6000, up to 200 managers at any given instant should be able to 
enter their REPLIES to fulfill each week's assignment.  Thus, in the course 
of a week, plenty of time should be available for all to fulfill and post 
their assignments.  If all were given DCL privilege, they could even write 
their assignments in ALL-IN-1 or VMS, and then just post it within seconds 
while accessing the conference.

Using our tool, PAN, a shadow copy of this conference would also be 
automatically created every hour and placed in another VAXnotes conference 
called CASE_STUDIES_REVIEW.  This conference would be open to ALL Digital 
employees at large on the network, with ALL who have an account, having the 
ability to access, able to READ (only) the cases and responses by all 
managers in Digital.

Benefits:

The first result is continuous weekly training via case studies.  The 
benefit is faster training via a proven method.  All managers, at once.

The next result is every manager being able to review other manager's 
responses to the assignment, learning from others.  The benefit is faster 
integrated training, sharing of knowledge and ideas.

The next result is greater participation in learning, thinking and 
understanding.  The benefit is higher levels of achievement in learning via 
large peer pressure with ALL co-managers in Digital viewing one another's 
understanding of management as each assignment is completed.

The next result is even greater participation, what with all of Digital 
able to review the work of all managers in learning how to more effectively 
manager via case studies.  If peer pressure works in a small classroom, 
then a classroom of 10,000 Digital managers should work wonders, and then 
with a potential of 80,000 additional employees looking at the progress and 
participation, the effectiveness in accelerating learning should be greater 
than anything EVER experienced in education.

The tools are all in place -- the idea just needs to have a GO decision.

Enclosed below is a sample of what a case TOPIC in said conference might 
look like.

What do you think?

Regards,
An employee who wants to make a difference,
David

    CASE STUDY FOR WEEK OF JUNE 25, 1990 -- THE FLAGSHIP HOTEL

    ASSIGNMENT:

    Post within 14 days a REPLY detailing

      1.  What caused this hotel to lose business, then to close.
      2.  What should have been done to make the hotel successful.
      3.  What actions are you specifically taking for that which you 
          oversee as a manager to ensure this does NOT impact Digital 
          in the same way.

    THE CASE: (Based on Excerpt from QUALITY IS FREE by Philip Crosby)

    I visited my old pal Dinsmore recently.  He had called to let me 
    know that he had taken over as general manager of the Flagship 
    hotel about six months and thought that I might be interested in 
    seeing a real hotel from the inside.  He also indicated that I 
    might learn something about the hotel business.

    When I drove up to the front door, a steady rain kept me inside 
    the car for ten to fifteen minutes.  During that time I noticed 
    the doorman was peering at me from inside the lobby.  Sensing that 
    the rain was not going to quit, I made a dash for the doors and 
    pushed my way in, dripping on the carpet in the process.  The 
    doorman told me I could only leave the car there for about ten 
    minutes since it was a no-parking zone, but that the hotel garage 
    in the next block would be glad to store it for me.  He offered to 
    lend me his umbrella in order to unload the trunk.

    Accepting his offer, I retrieved my suitcase and clothes bag in 
    order to drag both to the front desk.  Announcing myself as Mr. 
    Dinsmore's guest didn't seem to make much of an impression on the 
    clerk, who was chatting with the cashier.  She seemed a little 
    irritated at my interference.

    There was no reservation for me, but they said they could fix me 
    up since I had said the general manager had invited me.  After 
    only three rings of the "front" bell, the bellhop came to lead me 
    to my room, which it turned out wasn't made up.  He commented that 
    it was only 3 o'clock, and the room would probably be fixed by the 
    time I returned from my business.  I tipped him, dropped my bags, 
    and remembered the car.

    It wasn't necessary to worry because the police had just towed the 
    vehicle away.  The doorman said that he had waved to the tow truck 
    but they hadn't been able to see him for the rain.  He assured me 
    that I could pick up the car in the morning with no problem.  A 
    cab could take me to the police lot, and th fine was only $25 plus 
    the towing charge.  The garage charged $6.  He noted that it was 
    interesting how they could move a car like that without having the 
    key.  Said they would make good thieves.

    I found Dinsmore's office on the third floor.  One of the 
    elevators wasn't working so I took the brisk walk up the stairs.  
    His secretary nodded and suggested that I move some magazines off 
    that bench and sit down as "Elmer" would be with me soon as he got 
    off the telephone.  She went back to her book.

    After a few minutes she seemed to notice my presence again, and 
    offered me some coffee from the percolator in the corner of the 
    reception room.  (She didn't like the hotel coffee, and neither, 
    apparently, did Elmer.)  I accepted with thanks, telling her I was 
    still damp, having not been able to shower and change because the 
    room was not prepared.  She said I really shouldn't expect much 
    else since, although checkout time was noon, they didn't like to 
    push their guests out on rainy days like this.  I said I thought 
    that was very considerate of them.

    I asked about my automobile, and she repeated the information I 
    already had about the $25 fine and towing charges.  Happens all 
    the time, she indicated.  The police have no class.

    Dinsmore emerged from his office and greeted me effusively.  Now, 
    he told me, I was going to see how a hotel should be run.  He took 
    me into his office, cleared some reports off a chair, and offered 
    me a cigar.  After remarking on my trip, and how fortunate it was 
    of him to catch me in an off moment, he asked how I liked the 
    place so far.

    I told him about the car, the doorman, the room clerk, the room, 
    the bellhop, and the elevator.  He told me how to get the car back 
    and dismissed the other incidents as growing pains.

    Then lowering his voice he asked me if I would mind checking out 
    the restaurant for him.  He would pay, naturally.  But he wasn't 
    sure if the restaurant manager was really operating the place 
    right.  She didn't seem to get along with the other department 
    heads and barely spoke to Elmer.  Something funny is going on, he 
    thought.  Also, the hotel occupancy rate had been dropping rather 
    steadily.  He as sure that this had something to do with the food.

    Then straightening his tie, rolling down his sleeves, and putting 
    on his favorite old hunting jacket, he took me on a tour of the 
    hotel.  He emphasized that I had only seen the front side of 
    hotels in my travels.  He was going to show me the real guts.

    In the maid's room nine or ten women were involved in a discussion 
    with the housekeeper about their assignments.  Those on the lower 
    floors had to wait until the vacuum cleaners were available from 
    the upper floors, so naturally everyone wanted to work on the 
    upper floors.  Dinsmore suggested that they vacuum every other 
    day; then they could share the machines on a rotating basis.  The 
    maids thought that was a great idea, although the housekeeper 
    didn't seem too pleased.

    Dinsmore remarked to me about the lack of some people's 
    decision-making ability.  He sighed that he had to make more and 
    more decisions each day because staff seemed reluctant to take the 
    initiative.

    We met the bell captain and three of the bellhops in their locker 
    room discussing, with the doorman, the procedure for getting 
    guests' bags from the front door to the desk.  The problem was in 
    splitting the tips, which were getting lower every day.  Elmer 
    listened judiciously and then suggested that all tips be given to 
    the bell captain, who would distribute them on the basis of effort 
    as he saw it.  This didn't seem to make anybody very happy, except 
    the captain, but since the four couldn't agree on anything else, 
    it was adopted on the spot.

    We toured all the floors, I mentioned the amount of room service 
    trays that seemed to be standing in the hall.  Dinsmore said that 
    this was a normal part of the hotel scene.  The guests didn't mind 
    because it reminded them that room service was available.

    The cigar and newspaper stand looked like it belonged in the 
    subway.  The old man behind the counter offered me some stale 
    alternatives to the cigars I had requested.  He was very pleasant 
    about it.  The only magazines I saw featured cover pictures of 
    attractive girls in various stages of disrobing.  "Guests don't go 
    in for high-class books anymore," Dinsmore told me.  With a nudge 
    he reminded me that I didn't understand the hotel business.

    The restaurant seemed to belong to a different world.  It was 
    packed.  The maitre d' rushed over, bowed, seated us at a window, 
    and took our drink orders.  An atmosphere of quiet efficiency 
    seemed to blanket the room.  Two drinks appeared before us while 
    attractive menus were deftly placed to our left.  Elmer didn't 
    seem happy.  The restaurant, he told me, was a concession left 
    over from the previous owners.  He was trying to buy out the 
    leases so he could run it into a real moneymaker.  At present it 
    made only about 10 percent net.  I mentioned that most hotels lose 
    money on their restaurants.  He countered by showing me how many 
    people were there even on that rainy day, and insisting that 
    raising the prices while cutting back on the help was bound to 
    increase the take.

    My appetite disappeared momentarily, but was reawakened at the 
    sight of a beautifully poached trout heading for another table.

    The next morning I retrieved my car, placed it firmly in the hotel 
    garage, and returned for a farewell meeting with Dinsmore.  He 
    asked my opinion concerning his stewardship.  He commented on the 
    failing standards of today's workers, noted that he had 
    ever-increasing difficulty in getting people who wanted to do 
    quality work, and bemoaned the fact that the big grand hotels like 
    his were losing out to the motels.

    I just couldn't bear to tell Dinsmore the truth.  He wouldn't have 
    believed me anyway.

    Last week he called again.  The hotel had been sold and was to be 
    torn down to serve as a site for an office building.  It was just 
    too old and poorly located to make any money, he felt.  He was 
    going to accept an offer from a motel chain to run their East 
    Coast operations.  He would be responsible for thirty-four inns, 
    and he wanted me to be his guest at one of them soon.

    I can hardly wait.

    [End of case]

    

Finally, a suggestion I like.

(I didn't read as far as the case studies.)

Maybe because I like it, it hasn't a chance of being widely used, but even
a small population using it might make a difference.

/john

    re .1
    
    I didn't read the case study either.  Maybe the basic suggestion would 
    get some "technical" knowledge across to management.  However, I can't
    believe many sets of managers allowing 1) their responses to be read 
    by a group of employees, and 2) subjecting themselves to any kind of
    peer review.  If forced to, the majority would probably wait until the 
    last possible moment to enter their response so they could determine 
    the tone of any responses already made.
    
    One must also realise that having the knowledge doesn't mean that it
    can be used effectively, especially in an area so dependent on people
    skills.  A case in point, a manager I knew prided himself on being able
    to score well on all the management profile tests (he'd been sent to
    almost every kind of class at least once).  This guy was an A$$hole to
    work with (there was a reason he'd been sent to these classes).  He
    thought he was a great manager and couldn't understand why he wasn't
    being promoted cause he worked harder than anyone (partly true).
    
    Another case -- Amdahl lets their employees interview and decide on
    their managers.  And, I think, they can even vote to get rid of them.
    How's that for empowerment, David?

    Isn't training a solution? Do we understand the problem that this
    training needs to fix?
    
    I believe that we've been teaching "state-of-the-art" management theory
    for a long time.  Are you looking for ways to translate theory into
    practice?  or ways to improve the effectiveness of the knowledge
    transfer?
    
    Bruce

    Standard response you'll get from most managers:
    
    "Notesfiles are for grunts. I don't have time for that stuff. Extract
    it and mail it to me. People spend too much time in Notes, anyway. I
    don't know how to work it and I don't have time to learn".
    
    Actually, it's an unwritten law that managers don't contribute to
    Notesfiles.
    
    Ray

RE:                    <<< Note 1135.5 by SDEVAX::THACKERAY >>>

>    Actually, it's an unwritten law that managers don't contribute to
>    Notesfiles.

It would be too bad if that is true.  I think notes conferences are the most
powerful communication tool we have at Digital.

		Dave

    Absolute tosh. Many "managers" contribute here and in other conferences
    of all descriptions, The UK DIGITAL notes conference has even had a
    note entered by the Managing Director,
    
    
    						- andy

    I believe there are two novel and powerful ideas at work in David's
    recommendation.  There would indeed be resistence, but the first
    novelty addresses that.
    
    Novelty:  ALL MANAGERS WILL PARTICIPATE!
    
    	The discipline of applying a rule to everyone without exceptions
    is something our people are not used to.  We are so comfortable
    doing our own thing, we feel that our rights are being violated
    when the boss makes an absolute requirement.  Not the Digital I
    know (but a very good proposal)!
    
    Novelty:  EVALUATION OF MANAGERS BY "OBJECTIVE" PERFORMANCE
    
    	This is also novel.  Evaluations of managers have been
    traditionally on how well they seem to match the evaluator's personal
    model of what is successful in management.  If the manager's boss
    believes that quick reflexes are critical, a thoughtful manager
    will not be evaluated well.  If on the other hand, the bias is towards
    conformism, or planning, or addressing details, or a smooth people
    style, those will be the criteria which make or break the evaluation.

    Both of these novelties are worth examination.  I wish this idea
    well.
    
    Now, for a little pessimism.
    
    I doubt that the word "management" has any real meaning other than
    "those that manage".  As soon as you try to set up performance
    standards, you run into the fact that "good management" may be like
    "different strokes for different folks".  What might be good management
    style and performance in the Field may be disastrous in manufacturing.
    I don't claim it is, I claim ignorance of what is valuable without
    knowledge of the environment.  So..., whoever chooses the Case
    Histories will have the key to indoctrinating our management.  I
    am sorry, I don't trust anyone to do that task.  I think we benefit
    more by less control, not more, just because none of us knows enough
    to do "central planning".  What confidence I have about the future
    rests on the willingness to allow a real market mechanism to drive
    the selection and promotion processes.
    
    Regards,
    
    Dick

The most powerful communication tool we have at DEC is person-to-person,
followed by voice, followed by mail.  We also have various publications
including VTX.  Notes is in the list somewhere, but let's not overpaint
it (which only reinforces the arguments of those who would dismiss it).

Case studies might be a good idea.  A notesfile with required attendence
by all managers is not:

	- There are far too many managers for this to be effective
	  (who likes 2000 person classes?)
 
	- "Managers" completely fails to discriminate an interesting class
	
	- Suggestions that attempt to class managers generally contribute
	  to the managers vs. people silliness ... such views are part of the
	  problem not the solution

So, a re-written suggestion might be:

	Case studies are good stuff.  We should make sure they
	reach the people that need them.  We should provide a
	way for people to share their thoughts on them.  We should
	encourage participation in that discussion.

Why all the "manager", "measure", "force", "deadline" etc. stuff?
Please ... I don't want to work at a company like that ... either
as manager or as non-manager.

- greg

    That famous quote from the WW-II classic "12 O'clock High" seems
    apropos here:
    
    The scene -- early morning briefing, prior to target disclosure,
    timing, ordnance arming, IPs, ...
    
    General Frank Savage (played by Gregory Peck) says:
    
    "... Every aircraft commander will lead a mission."
    
    
    While the military paradigm is a bit wore in today's business world,
    the "results" of battle are a very objective performance metric.
    
    Wonderful training tool -- results.
    
    Joe
    

    REF:       <<< Note 1135.8 by MAGOS::BELDIN "Dick Beldin" >>>
        
    >><< So..., whoever chooses the Case Histories will have the key to
    indoctrinating our management.  I am sorry, I don't trust anyone to do
    that task.>>
    
    Good point.  Naturally, executive management must own the
    responsibility of defining what is expected of all managers in terms of
    leadership specific actions and behavior that leads to more effective,
    desired corporate results.  Once that is done, someone must manage this
    "school" and decide WHICH case studies and define the assignments.
    
    If I were the school director, I would let the employees who must
    receive the benefits of better leadership determine the case studies to
    be presented and the assignment specifics.  Within an early topic of
    the shadow conference, I would invite any employee to submit to me
    suggested case studies and assignment details.  Any employee could
    write an original ficticious case, or write one up obtained from a book
    or article, or relate (with no personal names or easy identification)
    an actual story that has occurred within Digital, or a customer.  If
    the submitted suggested case studies meet the criteria defined by the
    executive committee, then they would be used, going into the queue on a
    first in, first out basis.
    

    Regarding the issue of managers reading notesfiles; well, I did mean
    it a little tongue-in-cheek, but it's generally true. At least, all MY
    managers have never contributed to Notes, and I have observed the same
    comments on a regular basis. I was a manager of a group myself, and I
    DID use notes, but felt a little bit out on a limb there....
    
    I think the overall idea in .1 is great. Notes should be an effective
    media, but there would have to be a mandate to make it work. Although I
    interjected a negative comment earlier, I would still like to see
    something like this work and the issue of it being against our culture
    should not be allowed to get in the way.
    
    In fact, the new Concurrent Engineering paradigm demands this kind of
    openness, and we have to do it if we want to compete in the future!
    
    Ray

    	Another idea may be to send a few managers to the Zenger/Miller
    course. They become facilitators. Z/M requires 3 hours a week for
    13 weeks. 
    
    	There are case studies, role playing, group problem solving,
    and individual homework. This was mandatory for all supervisors
    and managers at Fairchild. We thought it is was a "warm and fuzzy"
    course. At DEC it might be considered "whip and chains". None the
    less, it makes managers think, and sct like managers concerning
    their people and their jobs.
    
    Ken

    For those of you who didn't read the case study in .1, you really
    missed out.  It reminded me of the mail message I saw a few months ago
    about the hotel that couldn't stop giving one of the occupants many
    bars of soap...
    
    As was subtly point out earlier, and as a retired young lady admiral
    would say: "You lead people, you manage things".  Management training
    is one thing.  We could really use some "Leadership" training for all
    the managers, and that would be difficult to do electronically...trust
    me.
    
    There is just so much more to being a manager than making sure that
    you are within your margins.
    
    Doug

    re -.1:
    
>    There is just so much more to being a manager than making sure that
>    you are within your margins.
    
    As the note on "Unmasking Incompetent Managers" has pointed out, there
    is wide agreement with your statement.  HOWEVER, THE "SO MUCH MORE" IS
    BEING BADLY NEGLECTED IN THE SINGLE-MINDED PURSUIT OF THE "MARGINS".
    
    Not to put words in your mouth, but perhaps your statement actually
    means that "There is just so much more to being a LEADER than making
    sure that your are within your margins."?  We have a GLUT of managers,
    but DAMN FEW leaders right now.  
    
    My wife (you have to forgive her - she's a psychology major with an MA
    in Organizational Leadership) frequently refers to something called
    "ETHICAL LEADERSHIP" where the ETHICAL is as important as the
    LEADERSHIP.  From her description, it sounds about 180 degrees opposite
    what is described in the above note in this file, and much of what
    people seem to be seeing.

    Re: .-1
    
    You are correct.  I was using the word "manager" in regards to the
    title.  There are few titles within digital that use the word "leader"
    ...off hand I can only think of Team Leader or Project Leader.
    
    However, look at all the Unit Managers, Product Managers, District
    Managers, Sales Managers, etc. etc. etc...
    
    Doug

re Note 1135.7 by LESLIE::LESLIE:

>     Absolute tosh. Many "managers" contribute here and in other conferences
>     of all descriptions, The UK DIGITAL notes conference has even had a
>     note entered by the Managing Director,
  
        You're right, but many others don't and won't.  There is
        something about Notes that just doesn't sit right with some
        people (not limited to managers).  This is not the right
        place to discuss it, but I have noticed that even among
        people whose work involves computer support for group work,
        many just won't use notes, even in conferences restricted to
        small groups.

        I am coming to the conclusion that "open" communications
        systems, like Notes, will never be accepted by significant
        numbers of people in conventional enterprises.  (But some
        "experts" likewise used to think that telephone usage wasn't
        for all people;  those experts and the people they were
        generalizing about are all dead, of course.)

        Bob

><<< Note 1135.17 by XANADU::FLEISCHER "without vision the people perish (381-0899 ZKO3-2/T63)" >>>
>        You're right, but many others don't and won't.  There is
>        something about Notes that just doesn't sit right with some
>        people (not limited to managers).  
    
    Hi Bob,
    
    	I think you hit the nail plumb on the head right there - some
    *people* don't like Notes.  I surmise that the real reasons for this are
    mainly that the medium provides a means for many to read their opinions
    without their controlling the distribution (which is why some don't
    like their mail posted either). Why could this be? Because, IMO,
    they do not wish to present the same opinions to multiple audiences.
    
    "Career limitation" is a fear of many in todays DIGITAL and  public
    silence is a result.
    
    There are quite a few, incidentally, participating here that I know and
    respect and who don't give a fig for "career limitation" - and are
    still succeeding and proceeding, just as I like to think I am.
    
    
    
    						- andy

    re .17 [people not liking NOTES]

    I see a real tendency on the part of some people, more likely to be
    managers, to

    	(a) have secretaries print and sort mail, to deal with it offline

    	(b) not deal with any other electronic communciations medium directly
    	    (occassionally saying it's for techno-dweebs)

    I can see the rationale for (a). There's a LOT of electronic junk mail/
    CYA mail that circulates around here. It's not uncommon for some high
    level managers in this company to get 1000+ mail messages a day. You
    need filtering to cope.

    On the other hand, NOTES effectiely counteracts this dilution of E-mail
    as an effective communications tool. You read what you are interested in,
    only one copy exists. It _does_ require you to type at a keyboard, and
    some people just find typing a frustrating experience.

    I wonder if K.O. reads DIGITAL.

    
    re .18 [career limiting revisited]

    I occassionally edit my comments to not make it obvious who I'm talking
    about, except that the people involved would know who they are. When it
    comes to "career limiting," NOTES isn't any different from voicing your
    opinion and concerns in any other way. You either do or don't.


    /Peters

    Personally, I think we should be training most managers on interviewing
    skills and resume' preparation.  We have too many managers, and could
    do better with about half the current number.  In fact, I beginning to
    think we have more managers than individual contributors.
    
    tim
    

    Manager training in Digital is a problem.  In some cases it is "there's
    your desk, there's your chair, there's your job".
    
    In other cases, people who are great technical contributors, who have
    no desire to be managers, are pushed into jobs that they don't want.
    
    Once you are a manager, there is little guidance to show you what
    training you should receive.  There are a number of employee training
    courses for managers, but they tend, IMHO, to be for specific subject
    matter that only helps you to manage specific issues.
    
    The case study idea has some merit, but they need to be carefully
    designed to apply to all levels of management in all functions, or they
    need to be split up to be relevant to specific audiences.  I would
    rather see local working groups who get together to discuss current
    problems facilitated by someone who can provide direction around where
    to get help.
    
    RE: .-1
    
    Comments like yours don't help.  There are plenty of managers in DEC
    who strive to do the right thing in the best way that they possibly
    can.  I'd like to think I am one.  Comments like yours don't help to
    solve any problems and I would be embarassed to post such a thing.

    The idea of using case studies is positive, but how do we get the
    people side of the equation in to the training.  There will be no
    perception of the response, by an astute manager.  There will be no
    ability to guage a response from a person, etc.  In training baseball
    umpires, you can go over the rules, situations, etc. but the most 
    important part is how the umpire responds in actual game conditions.
    I believe that managers must do the same, and notes files cannot come
    close to duplicating the conditions that a manager faces.  Live role
    playing is a tool that will always be needed.
    
    Could the idea help?  Yes, but don't mandate it and don't expect it 
    to help any specific manager or all managers.  There are no simple
    quick fixes for improving management at Digital.  It must begin at
    the top, by leadership and example set a standard for those that
    follow.
    
    Daryl

     < This note has been entered on behalf of a participant here who
                     does not wish to be identified >
    
    
    The upper management in our organization decided that the Six Sigma
    training imported by the SIMG organization from Motorola would be done
    in our organization.  It is very important to this training that each
    level of  management train the next level down.  This technique is
    built in to the system to ensure that each level of management
    understands the Six Sigma concepts well enough to implement them and
    that each level of management shows their commitment to the process by
    teaching the process to their reports.

    Our organization has four levels of management above the individual 
    contributors.  The following has happened:

         The level 1 manager got someone from outside the organization to
         come to a staff meeting and train the level 2 managers.  It so
         happened that one level 2 manager was not able to attend the
         meeting and a level 3 manager attended in his/her place.

         The level 2 managers asked this level 3 manager to come to their
         staff meetings to train level 3 and 4 managers.

         The level 4 managers have been told that THEY must teach the Six
         Sigma course to their individual contributor reports.

    I have to say that these actions speak louder than words about level 1
    and level 2 managers commitment to a quality process and their
    willingness to practice  what they preach.  

    This is one of the biggest problems I have observed with some DEC
    management.
    

    Re .-1
    
    Sounds to me that the problem is more to do with there being 4 levels
    of management. No wonder things fall between the cracks.
    
    Dave

    Re: .20 (mine), .21, .24 et al.
    
    There are, indeed, far too many managers at Digital.  CSSE32::RHINE may
    be embarassed to post such an obvious comment as mine, but I was quite
    serious.  As another example, I'm currently working on a short term
    project where the weekly status reports go to a list of 17 people.
    12 of them have the word 'manager' in their title.
    
    That's a lot.  It's also 2.4 managers per individual contributor. 
    Obviously, this isn't the only project they're involved with, but
    still...why so many managers at all?  1135.24 has a good point.
    
    As an individual contributor, I don't think I should be the one who's
    embarassed.
    

    re .-1
    
    There may be too many managers at Digital, but the tone of your
    comments is offensive to me.  It shows a lack of maturity and
    understanding that you can't solve difficult problems with simple,
    generic suggestions such as training managers to find new jobs.
    
    So what if there are lots of individual contributors in DEC with the
    word manager in their job title.  The important part is what they
    contribute.  You example of the distribution list says nothing.
    
    I manage a group of 20 people.  I have no managers reporting to me.  I
    have three people with the title of Product Manager.  The remainder are
    engineers.  The people with manager in their job title contribute as
    much as the people with engineer in theirs.  If you think that one
    manager for a group this size is overkill, then maybe you ought to try
    it.
    
    Bashing managers who deserve bashing is fair.  Bashing all managers is
    a waste of time and counter productive not to mention unfair.  

.19>I wonder if K.O. reads DIGITAL.
    
    I seem to recall (in the Newsweek article?) a quote from KO saying "I
    don't use 'em, I just build 'em."  This was accompanied by some text
    noting that he does not have a terminal on his desk.
    
    FWIW,
    
    Roy

    re: -.1
    
    Copied from Computer Systems News, July 9, 1990 without permission;
    
    You Won't find a computer in the Maynard, Mass., office of Digital
    Equip. Corp. president Ken Olsen, despite the promotions he does for
    his company.  The last time he had one, Olsen claims, there was so much
    electronic mail that he had the computer removed.  Since then, he's let
    his secretary screen his messages for him.  Olsen says he can't
    remember tha last time he used a computer in his office.
    
    Sorry for the digression, back to the discussion.

	Does it bother anyone that Digital hasn't come up with an application
	of value to it's own President to use? In any case, one doesn't have
	to know how to use notes or even have a terminal to find out what is
	happening in this conference. Does KO keep up with HUMAN::DIGITAL?
	I don't know but neither a yes or a no answer would surprise me.

			Alfred

    Ref: 1135.28
    
    >><<The last time he had one, Olsen claims, there was so much
    electronic mail that he had the computer removed.>>
    
    I've only sent 6 so far so it wasn't my fault! ;-)
    
    Maybe every employee has had something to say, and the system didn't
    allow it to be said, so all, sooner or later, sent it to KO?
    
    Maybe KO should set up his own KEN_OLSEN VAXnotes conference.  Then
    everyone who has something to say can say it there where he can read,
    or press next unseen, at his leisure.  And likewise, he can respond
    accordingly to any note, as he elects, setting policy interpretation
    and communicating throughout Digital faster, with greater consistency.
    

    RE: .30
    
    I like this idea!  A KO notes conference.  Nice.
    
    But does Ken like the idea?  His is the only opinion that matters.
    
    K.

    Re: .30:
    
    It would be a great outlet for those who have something to 'get off
    their chest'.   Didn't someone start a note in this conference a while
    back on the topic of what would you say to KO.? 

   Ken's time would be wasted in front of a terminal reading mail or notes. He
   is far more valuable deciding strategies etc... AS I understand it, he has
   a direct secretarial staff of three, let alone a team of highly qualified
   "trouble shooters" and other direct reports. Each of these people is
   extremely talented in their own right, and no doubt, has a very strong
   empathy for Ken's Way of Thinking.
   
   I do regret that he does not spend as much time "visiting the troops"
   nowadays , though. Especially in these times of uncertainties, it would be
   reassuring to hear the Vision(s) direct from the Boss.
   
   q
   

	Interactive real time use of notes is not always (perhaps not
	even often) the most efficient way to use them. This is especially
	true in conference that generate more heat then light. I suspect
	that KEN_OLSEN.NOTE would generate quite a bit more heat then
	light. At least initially. In the long run it wouldn't be much
	different then some combination of DIGITAL.NOTE, MARKETING.NOTE,
	and DELTA_IDEAS.NOTE.

	Those three conference do generate quite a bit of activity. I
	know I don't even try to keep up with all of them and I suspect
	that Ken has a lot more demands on his day then I. What might
	make more sense then KO reading every note of all those conferences
	is for him to read summaries on a periodic basis. He could then
	either delicate people to respond or dictate a reply to be entered
	for him. If he wants to. One concern I have is that sometimes
	to much visibility at high levels scares people off.

			Alfred

Suggesting KO read several NOTES conferences to find what the employees think 
and feel, is rather like suggesting that the President of the US read the 
NY Times, Washington Post, Wall Street Journal, and Washington Times to find
out what's happening in the US and abroad (ignoring provincial and political
limitations of the suggested selection of papers).  

The President of the US gets a digest of events and opinions because there
isn't enough time in the day to get the job done as it stands.  

    RE: .35 From what I've read, the President besides getting a news
    summary *does* read those very papers you named. He also reads the
    paper from Kennibunkport every week.
    
    		Alfred

Re: .36

No, you read (in USA Weekend) that those papers are delivered to the White
House.  It didn't say he reads them.

				Steve

	RE: .37 No actually I read somewhere else that he reads them. I
	did see that article in USA Weekend as well. It was some time ago
	when I read that he reads a lot of papers and I forget the source.

			Alfred

It's true... George reads the papers out loud to Dan Quayle.

	"Look, Dan, this is Gorbachev.  He's baaaad."
	"Here's a picture of Jesse Helms.  He's goooood."

    re: .26
    
    It was not my intention to offend you or anyone else.  Since we are
    strangers, your evaluation of my maturity is unfounded and irrelevant.
    My point is that the company has too many managers, and there is little
    evidence that anything is being done about it.   Why?  Because it is
    management that is orchestrating the 'downsizing'...
    
    I went back and looked at my example of 17 people on a distribution
    list, just to check your assumption.  The 17 people did have some who
    only had the word 'manager' in their title.  There were three.  Four
    technicians, a sales rep, three individual contributers and NINE REAL
    LIVE MANAGERS.  Still better than 50% management.
    

    Incidentally, I know there are three or four other managers directly
    associated with this project that just didn't make the list...
    

    Tim, I don't want to get into a p*****g contest here.  For your
    information the buyout was offered to a large number of managers in one
    organization that I am aware of.  I know that the management structure
    of one major organization has been decimated.  I would prefer not to
    post the details here.  Management HAS orchestrated this downsizing.  I
    agree that it is not cost effective to have a manager managing a group of 2
    or 3.  
    
    People seem to blame management on all of the company's ills.  I admit
    that I see some examples that I don't like.  But, management also
    played some part in the years when DEC was doing extremely well and in
    encouraging the culture that we appreciate.
    
    Offering sweeping generalizations that bash those who don't deserve it
    and do nothing constructive will cause people to make personal
    judgements.
    

    re.  earlier discussion about KO et. al. 'reading' NOTES
    
    I know for a fact that there are some VP's in this company who DO get
    input about what is said in NOTES files.  A couple of years ago I got a
    call from one regarding a note I had written that he wanted to make
    reference to publicly.  He was concerned that it would be recognized as
    having come from me and wanted my permission to use it.  Needless to
    say, that permission was given and it was used, almost verbatim, in a
    major presentation.
    
    The impression I got was that one of his staff had seen it and raised
    it to his attention.  BTW, it was a note that was not complementary to
    the 'organization' and raised major issues about how we did business.
    
    I am happy to say that there have been changes since then and (maybe)
    my note helped!
    
    	-Barry-
    

When this topic started I was very excited about the prospect of a potent 
discussion regarding Management Education at Digital.  There are some 
valuable observations here, but as often happens, recently we've digressed a
bit from the base note. 

I sit on a Digital committee that is chartered to deliver a set of
recommedations by September 30th about management education in the 1990's.  
It would be great (and of great benefit to the committee) to read more of
your inputs about what's working, what's broken and what's on your wish list
for Digital management education. 

Thanks.

Mark

    Stress Management is a teachable skill, it should be a part of every
    Managers education, not only so that they can manage their stress, but
    that of their employees. Years ago, in a stressfull environment, I
    learnt this the extremely hard way. 
    
    Risk management is also an important part of a DEC employee's battery
    of weaponry in dealing with the massive organisations we've
    constructed. A part of this would be ensuring that education is given on
    the difference between guidelines and solid rules - and when to ignore
    the latter anyhow. Well, perhaps the last isn't teachable other than
    through experience, but the principle is important.
    
    
    /andy/

    If you want to know what training to provide to managers, take a look
    at well managed corporations.  If you want a model to copy, it would be
    worth your while to look at GE's management education program.  GE is,
    arguably, one of the best managed companies around.  It has a
    management education program which is comprehensive, intense,
    expensive and (most unlike DEC) mandatory.
    
    DEC has a disposition to teach the trappings of management without the
    fundamentals.  Courses in effective presentations and time management
    abound.  They have their place, but it's a lot like sending someone who
    knows little about computers off to VMS Utilities and Commands in order
    to learn data processing concepts.
    
    I suggest using the Focused Technical Colleges program as a model for
    management education.
    
    Al
    

    There may be a course (seminar) available on how to read
    cost center reports but after many years in DEC I have 
    seen many Managers become cost center managers with no
    training availablel to them except that one day seminar
    and no push by anyone (Finance) to make sure each managers
    receives such training before being given the responsibilities
    of one or more cost centers. I would add Asset mgmt training
    to that as well. In over 75 % of the cases the managers just
    delegate those reponsibilities to others within their group
    very often the Admin. secretary. Until they are made
    accountable for their assets and their monies...it will
    never improve.
    
    Lloyd

    It seems that evertime we find a defincency in Digital we look at new
    things to add.   Phase Review a problem?  Let just add these new
    requirements.  Price Book too big?  Lets make a second (3rd) simpler
    version?  Process foobar too complex?  Here are 50-100 "cookbooks"
    that you have to read to figure it out.
    
    Why not try simplifying?  Rarely do we ever "unprocess." 
    
    One of the problems is that what we do teach management is to follow.
    "Make your Manager successful," "be a team player,"  "don't rock the
    boat," "support the party line," "look like we are all using the same
    playbook,"  "gather consences," "evolution, not revolution," and the
    ever popular "make your numbers." 
    
    People who consistently do exactly what the next level(s) above
    want, expect and find comfortable, rise in this company, no matter
    how badly the outcome of there efforts is.  As long as there is
    a process to protect them, an excuse for failure, and the blessing
    from above, you do not suffer for following.
    
    Unfortunatly most people who are very good at leading are terrible
    followers.

    -Kevin
    

    re: .49

>   Why not try simplifying?  Rarely do we ever "unprocess." 
    
    ... or un-organize

>   People who consistently do exactly what the next level(s) above
>   want, expect and find comfortable, rise in this company, no matter
>   how badly the outcome of there efforts is.  As long as there is
>   a process to protect them, an excuse for failure, and the blessing
>   from above, you do not suffer for following.

    I've seen this happen enough times to know it's true. And, as you also
    mentioned, let's not forget consensus, the ultimate shield against
    consequences of bad decisions. ("Gee, we can't all be wrong...")

    Where are the people ready and willing to make decisions and live by
    their results? A lot of them are here already, but not necessarily in
    a place where they can effect the necessary change.

    So, now we have YAP (Yet Another Process :-)) -- like DELTA -- of
    Digital self improvement. We just need to remember that when we're
    looking for _where_ to improve matters, the "process" isn't like brewing
    a pot of cofee, where the dregs sink to the bottom, it's like refining
    _gold_, where the dross rises to the top.

    (Somwhere in there's a good pun about too much YAPPING and not enough
    work!)


    /Peters