Conference 7.286::digital

Well, based on recent cost-cutting actions that appear to have been given 
little thought, I'd have to say: "What Process?"

I'm not at all pleased with the communication from upper level management to 
the troops. We don't get very much from the 'official' news sources. Its 
generally rumours, then a leaked memo or two, and the Boston Globe. Then, 
after its too late, we get some official memo.

I'm sure there's lots going on at the executive level, but I'm sorry to say 
that the results that come out of all that activity are not too impressive.

Ken Olsen gave the opening speech at Network University last week. Outside of 
some of his normal off-color comments, I found his words quite inspiring.
Unfortunately, there is a large group of people... yes you guessed it, 
management... between him and the worker bees who have not gotten the message.

Jim

re: 1374.1                   Decision making . . .                       1 of 1
>--------------------------------------------------------------------------------
>                                -< Huh? What? >-
>
>
>I'm not at all pleased with the communication from upper level management to 
>the troops. We don't get very much from the 'official' news sources. Its 
>generally rumours, then a leaked memo or two, and the Boston Globe. Then, 
>after its too late, we get some official memo.

Just for the record, and this is, of course, my perception .. of the 8 - 10
"techie" companies I worked at, DEC is  one of the few that has provided
information that it has.

Generally, some companies inform their employees at a closed meeting, 
about 10 minutes before they're escorted  from the building, about the
layoff that will take place.

What has shocked me, is that a few internal groups have elected to use
a process similar to this.

-BobE

    re .1
    My sentiments exactly, I couldn't have said it any better!  The lack of 
    communication between top level management and the worker is
    non-existant in my opinion.  How should I feel to read about our
    company in a newspaper before I find out from my management.  I thought
    our electronic mail system is the best in there is.
    
    LETS START USING IT TO COMMUNICATE WITH US WORKERS HERE AT DEC.
    
    For example.....  Bi-weekly pay issues.... Layoffs.....  
    Lets get it all over with so us survivors can get back to Work!
    
    Truth never hurts.... Rumors do!!!!!!!
    
    Alan

                      <<< Note 1374.3 by HSOMAI::SKIEST >>>

>    our electronic mail system is the best in there is.
    
>    For example.....  Bi-weekly pay issues.... Layoffs.....  

Hm...the electronic mail system worked too well on the Bi-weekly paycheck 
issue. 
first we had rumors of Bi-weekly checks, seemingly from a reputable source, 
then denial, then a formal announcement with reasons why, and now a 
retraction of that position without any real explaination of why we were 
not going to try and save the money,etc that was planned.

I think we are communicating, but it could use some improvement in the 
message!

    Vic

    re: .5
    
    Although the problems you point out are real, I don't have any problem
    with the practice of decision by concensus.  Yes, the need for
    concensus can be used to avoid taking any risk, thereby leading to the
    problem you describe, but it doesn't have to be that way.
    
    A while ago I was asked to lead a project for which management had made
    several commitments, including that certain bugs would be fixed in
    the product and that field test would start in eight weeks.  Clearly
    this was a project that could not stand delay.  Nevertheless we did it
    using a concensus approach.  I got together with several members of
    the group and drew up a development plan which met the commitments
    and which everyone in the small group felt comfortable with.  We then
    published the plan to the larger group, and invited comments.  Finally
    I called a meeting of everyone in the group and talked about the plan,
    asking for suggestions.  Several suggestions were made, and all were
    accepted.  The modified plan became our "concensus decision".  
    
    Because everyone's input was invited, and respected, everyone feels
    committed to making the plan succeed.  One developer came in on a
    weekend, without being asked to, because unforseen difficulties had
    put him behind schedule.  As a result of this process we started field
    test on time, and it looks like we won't have any trouble making
    the rest of our commitments.
    
    Based on this example I claim that concensus decision making does work,
    even though the process can be misused to avoid making decisions.
        John Sauter

    I agree with .6 re .5, but with some further comments.
    
    Consensus decision making can take a little longer, just as properly
    done design can take a little longer.  Like taking a little more time
    doing your design, if a consensus decision is done well, so that the 
    process creates both agreement and mutual education, it can result in 
    faster implementation of a better thought out product (or procedure, 
    system, concept, what-have-you).
    
    /Dave

    re: .8
    
    It's risky to make judgements on so little information, but it seems to
    me that the problem is not concensus but lack of concensus.  The person
    you referred to as "whoever handed you the task" should have determined
    before handing it over that the team was committed to achieving it.
    There are several ways to do that, of which I favor concensus building,
    but to not do it is a failure of leadership.
    
    Were I in "whoever"'s position I would take the task back, then find or
    construct a team to accomplish it.  Watch out of this happens: you may
    be the only member of the new team!
        John Sauter

Re .4:

> retraction of that position without any real explaination of why we were 
> not going to try and save the money,etc that was planned.

	A good part of the problem was that there was very little money to
    be saved.  The $2M/year was intrest earned on money 'borrowed' from 
    employees without paying the employees intrest on the money borrowed.

I submitted a very specific proposal to DELTA entitled "Implementing 
an Improved Decision Making Process" in October 1990.  It is in the 
CAPVAX::DELTA_IDEAS notes conference (with no replies) as note 
number 381.

I'd love to see a few people reply to that note in that conference.

I'm not going to insert it here since I'd like to assume that 
replies in that "official" conference might have a more direct 
and constructive effect.

[Maxine, if you wish to duplicate it here, you have my permission]

	~Mike

    >>is the process working?
    
    
    NO.  
    btw:  I don't know if my answer would be considered flaming, but
    it's not gentle.  Consider yourself warned.
    
    
    
    Example 1:  paycheck frequency.  Whatever your personal preferences
    are on this topic, the process which included a "formal decision"
    memo to be posted on 12 February, and then rescinding of that 
    decision less than a week later indicates that WE COULDN'T DECIDE
    OUR WAY OUT OF A PAPER BAG!  
    
    Example 2:  Transition III--or whatever it's called.  We still
    haven't heard the official story on what the selection criteria
    are supposed to be--apparently legal issues/worries aren't 
    sorted out.  Don't we expect our Personnel/Legal departments
    to LOOK AHEAD on issues that MIGHT affect them?   Some in 
    personnel have said to me, "yes, but we really didn't know if
    the company WOULD go to involuntary severance..."
    
    	Gee--in technologies and products our group is EXPECTED to
    look ahead, and to prepare contingency plans, and be ready if 
    the market shifts...
    
    We're out of control.

    Talk about mixed messages. If the bi-weekly payroll nonsense doesn't
    get to you, here's another one:
    
    Two days ago, we are told to attend "mandatory meeting" with our
    district manager. The purpose of this meeting is to "offer" sales,
    sales support, and software people the "package". Two days later
    these meetings are cancelled. No package will be offered.
    
    IS ANYBODY IN CHARGE HERE? I'm not sure anymore.
    

Re: .14 query

The user in .13 was on node POCUS which is located at site PCO (Princeton,
NJ). This may have little or no bearing on the actual district refered to
in .13.

Lee

    Re:14
    
    New York Area
    
    Re:15  POCUS or HOCUS, those systems support LI, NY and NJ.

    Decisions, decisions, decisions....who needs them?
    
    I don't tend to make decisions.  At some atomic level I suppose I do,
    but on a practical level it is "Keep moving, keep your eyes open." that
    actually drives my decisions.  This may sound like nit-picking, but I
    make the distinction because I spend a lot of time thinking, talking
    and observing about the factors, priorities and methods for selecting
    among alternatives.  Once these are in place (they tend to remain
    stable) then decisions make themselves.  The decision process is really
    just a classification of varibles and matching with appropriate methods
    and direction.  Only when there appears to be a truly unique question
    do I look at it as a DECISION.  Then I look back on my classification
    process or the directions/approaches to find out why I was surprised
    with this particular incident.  I.E. Why didn't my process anticipate
    this one?  Usually I modify one of the elements of my approach ...and
    move on.
    
    If this is the decision making process in question for this note, then
    I would say it is broken. The reason is that the normally  stable
    factors, methods and priorities are no longer so. External versus
    internal; growth vs contraction; openness versus secrecy; authentic vs
    manipulative; cooperation vs self-serving; optimistic (investment) vs
    pessimistic (cost-cutting). 
    I'm sure there are others, but you see the point. All these things we
    labeled with some abstract term like culture, were also rather
    practical and efficient, if un-noticed. Without concensus on these
    values every little question becomes a painful DECISION because the
    values have been called to question.
    
    In short, trust is the most efficient approach to any endeavor where a
    group of people are involved. Said negatively, if you want to destroy
    the efficiency of an adversary, undermine their trust.
    
    "...Nobody asked, ...."
    				Peter Mead
    

    re: last
    
    You must have a real interesting time getting dressed in the morning.

    Re: -1
    
    Why?
    "It" takes care of itself....fifty years of practice.  I'll admit it's
    not interesting/exciting...but it is effective and efficient.
    
    Or have I missed your point?