At work, we recently had a fairly significant success. The customer reported that the end result was good, they were pleased.
It took a lot of work to get there, much of it is not repeatable work.
Which brings me to the "kinda like."
Business processes are like gardening. Sometimes you have the small plot and harvest for beans, peppers, cucumbers, tomatoes and the like.
This is fine, and appropriate for the outcome. You won't get grapes this way.
If you want to grow grapes, you need to come at things a little differently. You can't plow over the garden and replant everything the next year.
So, when you are working through your processes, are you trying to reach orchard / vineyard level, or do you need to replot and replant every year?
Thursday, September 26, 2013
Saturday, September 14, 2013
Working out
Quality is business is kinda like an exercise program.
Or maybe even good oral hygiene.
Or perhaps housekeeping.
All have a single thing in common: Discipline.
My daughter wakes up at 4AM. She has a couple tasks to perform: Dress, put her hair up, and eat breakfast. She does these and has time to help make mom's lunch and a few other things. She is out the door at 4:45 AM.
That's in the morning.
My daughter is 9.
What role do I play in this? Am I knocking on her door at 3:30 with the soft wake-up call? Is her mom pounding on the door at 3:50 with the last chance call to action?
No. Generally, we hear her tap on the bedroom door reminding us to get up and drive her to the rink.
She is a figure skater. It is what she loves to do. She also loves to draw, search for fairies, dress up cats and have fashion shows with her puppies. We nearly had a meltdown when she couldn't get on netflix the other day.
That didn't seem to match, did it? A motivated kid shouldn't want to watch movies on netflix all the time. They should be motivated and engaged all the time.
A kid is a kid. We help her, she learns stuff, and she keeps doing things. We encourage things we like, discourage things we don't, and try to level the field.
So, how does this match the business space? Do you know where your policies and procedures are kept? My kid knows where her skates are. Do you know the status of your projects? My kid knows what moves she is working on. Do you have a budget in place and are you tracking it? My kid knows what she is practicing and how much more she needs to do to have her routine ready.
What I am trying to say: If you are continuously fighting fires, you aren't gaining any momentum. It's because you don't have discipline. Stop fighting fires, work deliberately on a plan that establishes / re-establishes a foundation.
Working out 15 minutes on New Years Day is not going to get you ready for a marathon. It isn't even going to prepare you for a full day of yardwork.
Flossing the day after you have your annual cleaning isn't going to help your gums stay healthy and stave off heart disease.
Making the bed just after you wash the sheets isn't going to make the house ready when you have guests over.
Discipline.
Or maybe even good oral hygiene.
Or perhaps housekeeping.
All have a single thing in common: Discipline.
My daughter wakes up at 4AM. She has a couple tasks to perform: Dress, put her hair up, and eat breakfast. She does these and has time to help make mom's lunch and a few other things. She is out the door at 4:45 AM.
That's in the morning.
My daughter is 9.
What role do I play in this? Am I knocking on her door at 3:30 with the soft wake-up call? Is her mom pounding on the door at 3:50 with the last chance call to action?
No. Generally, we hear her tap on the bedroom door reminding us to get up and drive her to the rink.
She is a figure skater. It is what she loves to do. She also loves to draw, search for fairies, dress up cats and have fashion shows with her puppies. We nearly had a meltdown when she couldn't get on netflix the other day.
That didn't seem to match, did it? A motivated kid shouldn't want to watch movies on netflix all the time. They should be motivated and engaged all the time.
A kid is a kid. We help her, she learns stuff, and she keeps doing things. We encourage things we like, discourage things we don't, and try to level the field.
So, how does this match the business space? Do you know where your policies and procedures are kept? My kid knows where her skates are. Do you know the status of your projects? My kid knows what moves she is working on. Do you have a budget in place and are you tracking it? My kid knows what she is practicing and how much more she needs to do to have her routine ready.
What I am trying to say: If you are continuously fighting fires, you aren't gaining any momentum. It's because you don't have discipline. Stop fighting fires, work deliberately on a plan that establishes / re-establishes a foundation.
Working out 15 minutes on New Years Day is not going to get you ready for a marathon. It isn't even going to prepare you for a full day of yardwork.
Flossing the day after you have your annual cleaning isn't going to help your gums stay healthy and stave off heart disease.
Making the bed just after you wash the sheets isn't going to make the house ready when you have guests over.
Discipline.
Thursday, September 12, 2013
Why the we aren't all still vikings
Took me a while to come up with the title. What I was going for: a sense of something that was successful and untamed. Perhaps "the perpetual entrepreneur at rest" or "Shiva's Dance" would have worked as well.
I'm a big fan of the problem solvers of the world. The people that see a problem, wrestle it to the ground, and solve it so it stays fixed. I'm amazing by what this individuals accomplish and how we grow as a society because of what they do.
I've recently gained a hefty appreciation for the "neat and tidy" people too. The ones that identify the problems and make sure the solutions don't get out of hand. The ones that say: crack the eggs before you add them to the cake or pass laws to make people wear helmets.
It is odd that I've only recently come to this appreciation. For years I have preached that music is made because we have the confines of notes, that paintings are wonderful because we've established the Primary and Secondary colors, that the rules help make room for creativity. But I am not sure that I was actually getting it. Hopefully I was able to help others realize what I was saying even if it wasn't fully sinking in for me.
At work, I have a series of processes and steps to follow. When I talk about how things are today and the problems we face, I frequently find out that the problem existed in the past and the way we do things today doesn't include the steps we took in the past to avoid the problem. That's a lot of words to say: we stopped testing it because it wasn't worth the time.
Only, it was worth the time. It was worth the time even when what was being tested was right. Even when nothing was wrong, having someone test it means someone has to know HOW to test it. It means there is a right and a wrong answer. It means there is Good and Bad. Not testing it begins to introduce the whole "Is it good enough?" question.
As a customer, are you okay with "good enough?"
Why would you sell something that was good enough and expect your customer to think it was okay? If you have dehumanized your customer to that state, is there any hope that you can recover and regain their trust? Do you frequently seek out people you don't trust to buy "good enough" stuff?
I don't. And, to go farther, I don't want my kid to have "good enough."
How does this happen?
Okay, back to the title: "Why we aren't all still vikings"
Because vikings didn't have enough structure and gave too much power to the powerful. That's all. I like to think I am one of those that deserves "things" because of the effort I have put in. BUT, I know I don't deserve "things" at the expense of other people. The vikings didn't grasp this concept and were unable to have sufficient discipline to extend their rule.
If you have an entrepreneur as a founder at your company, or a first generation heir that can't (or won't) follow rules because they feel the need to be a continuous "problem solver", you will run into trouble. I've seen it more than once, but I haven't seen where these individuals are massively successful yet. Vikings won battles, fought wars, and explored the world. Just think what they might have accomplished with a little Project Management, Process, and Systems Based Thinking. Oh, and Design of Experiments.
Oh, and Shiva's Dance? Because the destroyer follows in the wake of creation. If what you create isn't healthy and strong, if the solution you use today is just a quick fix, Shiva will pull that into Chaos to fast it will make your head spin. Just sayin'.
I'm a big fan of the problem solvers of the world. The people that see a problem, wrestle it to the ground, and solve it so it stays fixed. I'm amazing by what this individuals accomplish and how we grow as a society because of what they do.
I've recently gained a hefty appreciation for the "neat and tidy" people too. The ones that identify the problems and make sure the solutions don't get out of hand. The ones that say: crack the eggs before you add them to the cake or pass laws to make people wear helmets.
It is odd that I've only recently come to this appreciation. For years I have preached that music is made because we have the confines of notes, that paintings are wonderful because we've established the Primary and Secondary colors, that the rules help make room for creativity. But I am not sure that I was actually getting it. Hopefully I was able to help others realize what I was saying even if it wasn't fully sinking in for me.
At work, I have a series of processes and steps to follow. When I talk about how things are today and the problems we face, I frequently find out that the problem existed in the past and the way we do things today doesn't include the steps we took in the past to avoid the problem. That's a lot of words to say: we stopped testing it because it wasn't worth the time.
Only, it was worth the time. It was worth the time even when what was being tested was right. Even when nothing was wrong, having someone test it means someone has to know HOW to test it. It means there is a right and a wrong answer. It means there is Good and Bad. Not testing it begins to introduce the whole "Is it good enough?" question.
As a customer, are you okay with "good enough?"
Why would you sell something that was good enough and expect your customer to think it was okay? If you have dehumanized your customer to that state, is there any hope that you can recover and regain their trust? Do you frequently seek out people you don't trust to buy "good enough" stuff?
I don't. And, to go farther, I don't want my kid to have "good enough."
How does this happen?
Okay, back to the title: "Why we aren't all still vikings"
Because vikings didn't have enough structure and gave too much power to the powerful. That's all. I like to think I am one of those that deserves "things" because of the effort I have put in. BUT, I know I don't deserve "things" at the expense of other people. The vikings didn't grasp this concept and were unable to have sufficient discipline to extend their rule.
If you have an entrepreneur as a founder at your company, or a first generation heir that can't (or won't) follow rules because they feel the need to be a continuous "problem solver", you will run into trouble. I've seen it more than once, but I haven't seen where these individuals are massively successful yet. Vikings won battles, fought wars, and explored the world. Just think what they might have accomplished with a little Project Management, Process, and Systems Based Thinking. Oh, and Design of Experiments.
Oh, and Shiva's Dance? Because the destroyer follows in the wake of creation. If what you create isn't healthy and strong, if the solution you use today is just a quick fix, Shiva will pull that into Chaos to fast it will make your head spin. Just sayin'.
Sunday, August 25, 2013
An oil change
Sometimes, during the normal course of business, things get a little harried. There are fires to extinguish, phone calls to address, and other people's crises to cure.
The Quarterly Report can be like an oil change.
You don't really need an oil change all that frequently. Today's cars can go 5 to 10 thousand miles without an oil change. But some cars still need a 3 thousand mile oil change.
So, what's the connection?
When you get your oil changed, there is more than a simple draining of the old and replacing with the new. That is part of it: draining out the accumulated junk from the past quarter and looking it over. There is also the review of progress and how we did: is there water in the oil, metal shavings in the oil, enough oil. Some people don't even open the hood of their car, so the oil change is a chance to look under there and see what is happening.
Also, not all cars can go 10 thousand miles between changes. If your company has management turnover, or you are in a period of growth or significant change, you will want to increase the frequency of reports. Many monthly, or perhaps even weekly. If you use weekly reports, you will want a quarterly report again to see what changes took place at the weekly level. This is like checking the oil level at each fuel up in case you are leaking oil.
If you don't change the oil, eventually the car will break. The lack of an oil change can cause the car to break in many different ways, but the car will break. This is the same for the quarterly report: the department can function without a periodic realignment of goals and assessment of accomplishments, but it will eventually stop working.
Periodic Reviews are kinda like oil changes.
-gs
The Quarterly Report can be like an oil change.
You don't really need an oil change all that frequently. Today's cars can go 5 to 10 thousand miles without an oil change. But some cars still need a 3 thousand mile oil change.
So, what's the connection?
When you get your oil changed, there is more than a simple draining of the old and replacing with the new. That is part of it: draining out the accumulated junk from the past quarter and looking it over. There is also the review of progress and how we did: is there water in the oil, metal shavings in the oil, enough oil. Some people don't even open the hood of their car, so the oil change is a chance to look under there and see what is happening.
Also, not all cars can go 10 thousand miles between changes. If your company has management turnover, or you are in a period of growth or significant change, you will want to increase the frequency of reports. Many monthly, or perhaps even weekly. If you use weekly reports, you will want a quarterly report again to see what changes took place at the weekly level. This is like checking the oil level at each fuel up in case you are leaking oil.
If you don't change the oil, eventually the car will break. The lack of an oil change can cause the car to break in many different ways, but the car will break. This is the same for the quarterly report: the department can function without a periodic realignment of goals and assessment of accomplishments, but it will eventually stop working.
Periodic Reviews are kinda like oil changes.
-gs
Tuesday, August 20, 2013
Magic, Art and Science
I was having a little difficulty conveying the message of Continuous Improvement, and came up with this. I don't think I am the only person to come up with this idea, it seems very basic.
You can consider most processes to exist in one of three states of Control: Magic, where it just happens, Art, where it can be helped to happen, and Science, where it can happen the same every time.
Beginning with science: If you have a set of inputs, you put them through a process and get a set of outputs. If you adjust the process, the outputs vary in a known way. Math is a fine example. Driving a new car is also an example: you know that putting so much pressure on the gas will result in so much acceleration. Turing the steering wheel a bit will turn the car a bit. You are rely on the outputs to make decisions.
Art is knowledge and wisdom of the outputs of a system and managing to make adjustments to approximate those outputs. Our 2005 KIA Sedona has a couple quirks. The coupling on the steering sticks and the transmission is going out. When we drive, we approximate how much to turn the wheel then make adjustments until the van is heading in the direction we want. We also press on the gas pedal (or release the gas pedal) so the van doesn't gallop as it tries to shift gears. It is no longer science: I wouldn't be able to set just anyone to driving the van, the driver would need to be experienced with the quirks.
Magic is getting the desired outputs. Soon, the van will begin to fail in new and wonderful ways. Then simply getting the van to start will be magic, since I won't know all the things wrong with it. Another example is me in the kitchen. I can try to add a seasoning or two to the meal, but I don't really know how the seasonings will react. With magic, things become wonderful and unpredictable.
Occasionally, Art is a necessary transition. You'll want the craftsmen and artists around you to help identify how things work. However, this should be done with a scientific approach. You want to gain control over the process. You want to know how to utilize the process to get what you want every time.
Magic is seldom of benefit. Fun, or frustrating, but not a repeatable process.
A point of interest, and I quote Arthur C. Clarke here: "Any sufficiently advanced technology is indistinguishable from magic." You can have processes in your workspace that were once complete science. Here's a wordy example, in story form:
Kevin loves to tinker with tech stuff. He's got his i-devices all synced and his video viewing all configured. He's got the power to see what he wants on the internet, local television, movie service, etc. with a single device.
Susan loves to knit. She finds it calming and peaceful. She makes gorgeous afghans, shawls and blankets. Every year she knits both Kevin and herself a sweater. She knits as she and Kevin watch programs together.
Kevin has the operation of the devices down to a science: his one device sends the signal of each of the individual devices to make the video, sound, lighting, etc. all work. Tragedy strikes. Either Kevin is away on business for two weeks, or the device gets damaged, or something. Something happens that necessitates the use of the individual remotes. By Susan.
Susan has watched Kevin with his device, even used it herself. But the individual remotes are typically transferred by Kevin into his main remote and promptly stashed away. Now that Susan has to use these remotes, things start to regress.
First, the lights: The house lights are either on of off, and the wall switch is used.
Then the Surround Sound. It just stays off, the sound on the TV works (once Susan had the neighbor kid turn it off of mute)
Then the movie services.
In a short period of time, Susan is watching local TV and missing all her time with Kevin, growing more and more sad.
This story can happen at the office too. Some wiz kid creates a Business Intelligence reporting structure,... the wiz kid is called away and the Business Intelligence becomes Business Struggling. Some wonderful staff person orchestrates the delivery of mail to everyone in a special system,.... that person leaves and people have to go to the dock to get their packages again. I am sure you have a few examples of your own.
Think on this some, maybe just being able to recognize where magic, art and science life in your life will help you identify where you are setting in place improvements.
You can consider most processes to exist in one of three states of Control: Magic, where it just happens, Art, where it can be helped to happen, and Science, where it can happen the same every time.
Beginning with science: If you have a set of inputs, you put them through a process and get a set of outputs. If you adjust the process, the outputs vary in a known way. Math is a fine example. Driving a new car is also an example: you know that putting so much pressure on the gas will result in so much acceleration. Turing the steering wheel a bit will turn the car a bit. You are rely on the outputs to make decisions.
Art is knowledge and wisdom of the outputs of a system and managing to make adjustments to approximate those outputs. Our 2005 KIA Sedona has a couple quirks. The coupling on the steering sticks and the transmission is going out. When we drive, we approximate how much to turn the wheel then make adjustments until the van is heading in the direction we want. We also press on the gas pedal (or release the gas pedal) so the van doesn't gallop as it tries to shift gears. It is no longer science: I wouldn't be able to set just anyone to driving the van, the driver would need to be experienced with the quirks.
Magic is getting the desired outputs. Soon, the van will begin to fail in new and wonderful ways. Then simply getting the van to start will be magic, since I won't know all the things wrong with it. Another example is me in the kitchen. I can try to add a seasoning or two to the meal, but I don't really know how the seasonings will react. With magic, things become wonderful and unpredictable.
Occasionally, Art is a necessary transition. You'll want the craftsmen and artists around you to help identify how things work. However, this should be done with a scientific approach. You want to gain control over the process. You want to know how to utilize the process to get what you want every time.
Magic is seldom of benefit. Fun, or frustrating, but not a repeatable process.
A point of interest, and I quote Arthur C. Clarke here: "Any sufficiently advanced technology is indistinguishable from magic." You can have processes in your workspace that were once complete science. Here's a wordy example, in story form:
Kevin loves to tinker with tech stuff. He's got his i-devices all synced and his video viewing all configured. He's got the power to see what he wants on the internet, local television, movie service, etc. with a single device.
Susan loves to knit. She finds it calming and peaceful. She makes gorgeous afghans, shawls and blankets. Every year she knits both Kevin and herself a sweater. She knits as she and Kevin watch programs together.
Kevin has the operation of the devices down to a science: his one device sends the signal of each of the individual devices to make the video, sound, lighting, etc. all work. Tragedy strikes. Either Kevin is away on business for two weeks, or the device gets damaged, or something. Something happens that necessitates the use of the individual remotes. By Susan.
Susan has watched Kevin with his device, even used it herself. But the individual remotes are typically transferred by Kevin into his main remote and promptly stashed away. Now that Susan has to use these remotes, things start to regress.
First, the lights: The house lights are either on of off, and the wall switch is used.
Then the Surround Sound. It just stays off, the sound on the TV works (once Susan had the neighbor kid turn it off of mute)
Then the movie services.
In a short period of time, Susan is watching local TV and missing all her time with Kevin, growing more and more sad.
This story can happen at the office too. Some wiz kid creates a Business Intelligence reporting structure,... the wiz kid is called away and the Business Intelligence becomes Business Struggling. Some wonderful staff person orchestrates the delivery of mail to everyone in a special system,.... that person leaves and people have to go to the dock to get their packages again. I am sure you have a few examples of your own.
Think on this some, maybe just being able to recognize where magic, art and science life in your life will help you identify where you are setting in place improvements.
Wednesday, August 14, 2013
Infants on a Carpet
It's kinda like infants on a carpet.
If you've had, or seen, an infant in the early stages of mobility, they appear to be naturally drawn to little specs of fluff and other inconsistencies. Trying to keep these nuggets of grossness away from babies can be a real challenge, because we don't always notice the tiny specs in the randomness of the carpet.
For whatever reason, the little bitty people zero in on the things that don't fit in, the things that are different. Even on a deep pile carpet with all it's texture, they can still manage to easily locate the single un-popped kernel of popcorn that has eluded the vacuum for weeks.
Grownups with this tendency tend to take pride in their retention this ability. They will happily, and with great satisfaction, identify the "opportunities for improvement" and move on. Making others clean up messes they didn't know existed. The reluctant "parents" (occasionally management, frequently subordinates or fellow team members) are left to perform all sorts of urgent work.
This is, on the one hand, a good thing. These messes need cleaned.
It isn't good when the person thinks they are "special" or have a knack for identifying the wrong thing and just leave it at that, not assisting in solving the problem. Any baby can point out what is wrong, can identify the anomalies of a situation. It takes maturity to identify what the issue is, how to best address the issue, and how similar problems have been solved both locally and regionally.
The urgency created by these people can actually be harmful to the team.
With the popcorn example: the baby finds the unpopped kernel in the carpet of a friends house. Everyone is over for a social event and the babies are exploring. If the host has to clear the room, bring in the vacuum and address that kernel as well as any other kernel, the party is no longer a party. And, the next party will have fewer attendees. Do this more than once, that is address the urgency at an inappropriate time, and the ability to complete the base activity is taken away.
It is kinda like infants on a carpet, crawling around makes parents nervous and embarrassed, and every so often stinking up the room.
If you've had, or seen, an infant in the early stages of mobility, they appear to be naturally drawn to little specs of fluff and other inconsistencies. Trying to keep these nuggets of grossness away from babies can be a real challenge, because we don't always notice the tiny specs in the randomness of the carpet.
For whatever reason, the little bitty people zero in on the things that don't fit in, the things that are different. Even on a deep pile carpet with all it's texture, they can still manage to easily locate the single un-popped kernel of popcorn that has eluded the vacuum for weeks.
Grownups with this tendency tend to take pride in their retention this ability. They will happily, and with great satisfaction, identify the "opportunities for improvement" and move on. Making others clean up messes they didn't know existed. The reluctant "parents" (occasionally management, frequently subordinates or fellow team members) are left to perform all sorts of urgent work.
This is, on the one hand, a good thing. These messes need cleaned.
It isn't good when the person thinks they are "special" or have a knack for identifying the wrong thing and just leave it at that, not assisting in solving the problem. Any baby can point out what is wrong, can identify the anomalies of a situation. It takes maturity to identify what the issue is, how to best address the issue, and how similar problems have been solved both locally and regionally.
The urgency created by these people can actually be harmful to the team.
With the popcorn example: the baby finds the unpopped kernel in the carpet of a friends house. Everyone is over for a social event and the babies are exploring. If the host has to clear the room, bring in the vacuum and address that kernel as well as any other kernel, the party is no longer a party. And, the next party will have fewer attendees. Do this more than once, that is address the urgency at an inappropriate time, and the ability to complete the base activity is taken away.
It is kinda like infants on a carpet, crawling around makes parents nervous and embarrassed, and every so often stinking up the room.
Friday, August 9, 2013
A Stop Sign in a Field
Quick update on Decisive: they touch on some analogy concepts discussed by, I think Dunbar and Blanchette. The information is helpful, and an okay read. I thought I would mention it in case you are reading this to gain more Kinda Likes for your own use.
Possibly the most important aspects to keep in mind is the local, regional, and distant analogy concept. Most of the analogies and comparisons I outline here, as well as in my every day life, are Distant. I am comparing something very remote to a very general case. I imagine earlyday psychotherapists did this, writers of fiction do this, and parents can be the johnny on the spot when it comes to these. Its kinda like turning the radio dial and listening in to the music for a few minutes. First- how often do you still turn a radio dial? and second, why would you listen for a few minutes? But, it took your brain to a different place for a moment.
My intention, generally, is to pull people out of their scope and focus. I have people telling me that the pantone chip color is critical, but they don't have the information anyplace that anyone could access it. That document control is essential and password protecting a document so it can't be opened and share file protecting the storage location of the electronic copy - and having people mark up the printed copy with a pencil. I bring in Kinda Likes to help bring a general state that most people are familiar with to a more specific instance.
The other day I used the example of a stop sign. The sign is in the middle of a country road, vacant fields on either side. The nearest house is about 3 miles away. But, you still have to stop for the stop sign. Because there will come a day that Not Stopping can cause serious issues. That was the analogy for checking the correct materials were being supplied from the prior process. The process has nothing to do with driving, cars, fields, the color red, none of it. There is a slight association of the "ticket" concept, where the worker can be awarded a penalty if they process bad materials (run the stop sign with a cop watching) and are caught. But the gist was: Pay Attention. It worked for a couple days and they remember the words. Which is another part of the study - people tend to be able to remember those things.
more later
-gs
Possibly the most important aspects to keep in mind is the local, regional, and distant analogy concept. Most of the analogies and comparisons I outline here, as well as in my every day life, are Distant. I am comparing something very remote to a very general case. I imagine earlyday psychotherapists did this, writers of fiction do this, and parents can be the johnny on the spot when it comes to these. Its kinda like turning the radio dial and listening in to the music for a few minutes. First- how often do you still turn a radio dial? and second, why would you listen for a few minutes? But, it took your brain to a different place for a moment.
My intention, generally, is to pull people out of their scope and focus. I have people telling me that the pantone chip color is critical, but they don't have the information anyplace that anyone could access it. That document control is essential and password protecting a document so it can't be opened and share file protecting the storage location of the electronic copy - and having people mark up the printed copy with a pencil. I bring in Kinda Likes to help bring a general state that most people are familiar with to a more specific instance.
The other day I used the example of a stop sign. The sign is in the middle of a country road, vacant fields on either side. The nearest house is about 3 miles away. But, you still have to stop for the stop sign. Because there will come a day that Not Stopping can cause serious issues. That was the analogy for checking the correct materials were being supplied from the prior process. The process has nothing to do with driving, cars, fields, the color red, none of it. There is a slight association of the "ticket" concept, where the worker can be awarded a penalty if they process bad materials (run the stop sign with a cop watching) and are caught. But the gist was: Pay Attention. It worked for a couple days and they remember the words. Which is another part of the study - people tend to be able to remember those things.
more later
-gs
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