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1. Selection of the theater of war and the different combinations it offers 2. Determination of decisive points that result from these combinations and the most favorable direction to give to the undertakings 3. Choice and establishment of the fixed base and the zone of operations 4. Determination of the objective point, either offensive or defensive 5. Fronts of operations, the strategic fronts and the line of defense 6. Choice of lines of operations that lead from the base to the objective point or to the strategic front occupied by the army 7. Best strategic line to take for a given operation; the different maneuvers for covering these lines in their different combinations 8. Eventual bases of operations and the strategic reserves 9. Marches of armies considered as maneuvers 10. Depots considered in their relation to the marches of the armies 11. Fortresses foreseen as strategic means, as refuges for an army or as an obstacle to its march; sieges to make and cover 12. Points for entrenched camps, bridgeheads, etc. 13. Diversions and the large detachments that become useful or necessary.

OPTIONS: 1. Change of combination slides for a 7 digit code available. 2. Lock shields. 3. Stay open function; keeps the deadlatch in an unlocked position. 4. Door stop strike plate; deadlatch models only. Case hardened; ideal for double door installation. 5. Extra wide strike plate for metal doors (21/2" 21/2"); case hardened. 6. Heavy duty ANSI electric door opener. 24 VAC. for normally locked units.

We can see how this list by Jomini signals the birth of formal strategic planning. He tells you to plan out the decisive points and the objective point on a map, and then to determine the lines of operations, maneuvers, and marches of armies needed to reach those points. When other disciplines adopted strategic planning from the military, the decisive points and objective points became goals, and the operations, maneuvers, and marches became activities. Note the order. For Jomini, determining goals comes before choosing activities. The ends precede the means. First you decide

How is this different from brainstorming Osborn tells you to pick the problem beforehand Dialogue applies instead to the more common situation where no one agrees on what the problem is In the learning organization, dialogue aims for a common view of the problem In the art of what works, dialogue searches through different problems to find one that the group can see how to solve For that, you have to treat your own view as just one of many, like the rooms off a corridor that James describes for Pragmatism You pick which room to enter not because it s yours, but because the group sees a solution inside it And keep the group small To involve a larger number of people, change some members from week to week or meet in subgroups But in any one session, don t go over 10 Think of the numbers.

Figure 18.50 Installation layout variations. (Preso-Matic Lock Company)

1. Ceilings below an unheated area. 2. "Knee" walls of a finished attic level room. 3. Floor of a crawl attic. 4. The sloping portion of the roof in a finished attic. Leave an airspace between insulation and roof. 5. Exterior walls. 6. Floors above cold crawl spaces. Floors above a porch or an unheated garage. 7. Walls of a heated basement. Fig. 19-2. Where to insulate. rior walls and ceilings, and floors that face unheated areas, due to condensation of water vapor (normal in a house) that passes through those surfaces. To be effective, the vapor barrier must be facing the heated room rather than the cool, unheated area. (See FIG. 19-3.) In addition to the need for insulation of the building shell (exterior walls, ceilings, and floors), all hot-water pipes and heating and cooling ducts that pass through unheated portions of the house (such as a crawl space, garage, or unfinished attic) must be insulated. Most houses usually have no more than 1 or 2 inches of insulation wrapped around ducts in unheated areas. Because of increasing fuel costs, this is considered minimal for most areas, and additional insulation can usually be justified. Check the condition of the insula-

In 1 hour, if 10 people talk for an equal amount of time, each one will be listening for 54 minutes and speaking for only 6 If there are 30 people in the room, each one will be listening for 58 minutes and speaking for only 2 That s a terrible bore Five people at a time is even better, so that everyone listens for 48 minutes and speaks for 12 At least one person must attend all sessions That person should write up the highlights of each session in less than a page and send it out to the wider group That same person also can start each session with a reminder about presence of mind, past achievement, coup d oeil, and resolution From week to week, you ll find that a solution and problem emerge that everyone sees how to work on.

Figure 18.51 Overview of the various lock models. (Preso-Matic Lock Company)