 What is something that gives us real proof that human-centric systems can thrive?
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. It is, however, complex and rapidly changing; much more so than life was in the past; even the very near past. And from this scale of practical effects, complexity emerges. 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. But it is time we acknowledge that systems work best by making work human. 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 ambition of these approaches was to specify everything that needed doing in minute detail, to enforce it through monitoring and rewards, and later to build it into the very technology of work−the assembly line. 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.
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