 What do Toyota and AT&T have in common?
All we have to rely on are our wits, fortitude, and common humanity Contemporary life is not chaotic, in the colloquial sense we apply to disaster zones. These two features−the global scale of interdependence of human action, and the systematic acceleration of innovation, make contemporary life a bit like a slow motion disaster, in one important respect. Its very unpredictability makes it unwise to build systems that take too much away from what human beings do best: look, think, innovate, adapt, discuss, learn, and repeat. That is why we have seen many more systems take on a loose, human centric model in the last decade and a half: from the radical divergence of Toyota’s production system from the highly structured model put in place by Henry Ford, to the Internet’s radical departure from the AT&T system that preceded it, and on to the way Wikipedia constructs human knowledge on the fly, incrementally, in ways that would have been seen, until recently, as too chaotic ever to work (and are still seen so be many). Trains and planes, telegraph and telephone, all brought many people into the same causal space. During the first two-thirds of the twentieth century, this type of rationalization took the form of ever-more complex managed systems, with crisp specification of roles, lines of authority, communication and control. The idea was to eliminate human error and variability in the face of change by removing thinking to the system, and thus neutralizing the variability of the human beings who worked it.
 They are examples of systems with different levels of control, more useful when contrasted than compared
 They are examples of systems with different levels of control, more useful when contrasted than compared  They both have tried to establish loosely-coupled systems, to varying degrees of success  They are both run in newer, more flexible systems, with authority at edges of the system  They are both fading names in the tech world in contemporary times