Shoshana Zuboff quotes

From Motley Bytes Wiki
Jump to: navigation, search

Shoshana Zuboff. (1951 - ). American social psychologist, philosopher, and information technology expert.

Advent of the Smart Machine

“Should the advent of the smart machine be taken as an invitation to relax the demands upon human comprehension and critical judgment? Does the massive diffusion of computer technology throughout our workplaces necessarily entail an equally dramatic loss of meaningful employment opportunities? Must the new electronic milieu engender a world in which individuals have lost control over their daily work lives?”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 5 (Introduction). ISBN:0465032125.
Keywords: Computer_quotes Comprehension_quotes Judgment_quotes Technology_quotes Workplace_quotes Meaning_quotes Purpose_quotes Employment_quotes Control_quotes Smart_quotes Machine_quotes Advent_quotes Invitation_quotes Relax_quotes Human_quotes Critical_quotes Massive_quotes Diffusion_quotes Dramatic_quotes Loss_quotes Opportunity_quotes Electronic_quotes Milieu_quotes Engender_quotes World_quotes Individual_quotes Lost_quotes Work_quotes Daily_quotes Life_quotes

World Lost or Gained

'“There is a world to be lost and a world to be gained. Choices that appear to be merely technical will redefine our lives together at work. This means more than simply contemplating the implications or consequences of a new technology. It means that a powerful new technology, such as that represented by the computer, fundamentally reorganizes the infrastructure of our material world. It eliminates former alternatives. It creates new possibilities. It necessitates fresh choices.“
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 5 (Introduction). ISBN:0465032125.
Keywords: World_quotes Loss_quotes Gain_quotes Decision_quotes Choice_quotes Technology_quotes Work_quotes Employment_quotes Consequence_quotes Contemplation_quotes Power_quotes Computer_quotes Material_quotes Infrastructure_quotes Alternative_quotes Possibility_quotesEliminate_quotes Reorganize_quotes Fresh_quotes

Information Produced

“Thus, information technology, even when it is applied to automatically reproduce a finite activity, is not mute. It not only imposes information (in the form of programmed instructions) but also produces information.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 9. ISBN:0465032125.
Keywords: Information_quotes Automation_quotes Programming_quotes Conservation_quotes Technology_quotes Reproduce_quotes Finite_quotes Activity_quotes Mute_quotes Impose_quotes Instruction_quotes Produce_quotes

Informate

“The word that I have coined to describe this unique capacity is informate. Activities, events, and objects are translated into and made visible by information when a technology informates as well as automates.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 10. ISBN:0465032125.
Keywords: Informate_quotes Information_quotes Automation_quotes Translation_quotes Transformation_quotes Word_quotes Coin_quotes Describe_quotes Unique_quotes Capacity_quotes Activity_quotes Event_quotes Object_quotes Visible_quotes Technology_quotes

Technology Leadership

“The questions that we face today are finally about leadership. Will there be leaders who are able to recognize the historical moment and the choices it presents? Will they find ways to create the organizational conditions in which new visions, new concepts, and a new language of workplace relations can emerge? Will they be able to create organizational innovations that can exploit the unique capacities of the new technology and thus mobilize their organization's productive potential to meet the heightened rigors of global competition? Will there be leaders who understand the crucial role that human beings from each organizational stratum can play in adding value to the production of goods and services? If not, we will be stranded in a new world with old solutions. We will suffer through the unintended consequences of change, because we have failed to understand this technology and how it differs from what came before.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 12. ISBN:0465032125.
Keywords: Technology_quotes Leadership_quotes History_quotes Choice_quotes Organization_quotes Vision_quotes Innovation_quotes Workplace_quotes Language_quotes Exploitation_quotes Potential_quotes Competition_quotes Global_quotes Human_Resources_quotes Production_quotes Goods_quotes Services_quotes World_quotes Obsolescence_quotes Change_quotes Suffering_quotes Stranded_quotes Consequence_quotes Unintentional_quotes Failure_quotes Understanding_quotes Differences_quotes Question_quotes Today_quotes Present_quotes Find_quotes Create_quotes Condition_quotes Concept_quotes Relation_quotes Emerge_quotes Unique_quotes Capability_quotes New_quotes Mobilize_quotes Height_quotes Rigor_quotes Leader_quotes Crucial_quotes Role_quotes Human_quotes Stratum_quotes Play_quotes Add_quotes Value_quotes Old_quotes Solution_quotes

Natural Attitude

“The most treacherous enemy of such research is what philosophers call ‘the natural attitude,’ our capacity to live daily life in a way that takes for granted the objects and activities that surround us. Even when we encounter new objects in our environment, our tendency is to experience them in terms of categories and qualities with which we are already familiar. The natural attitude allows us to assume and predict a great many things about each other's behavior without first establishing premises at the outset of every interaction. The natural attitude can also stand in the way of awareness, for ordinary experience has to be made extraordinary in order to become accessible to reflection. This occurs when we encounter a problem: when our actions do not yield the expected results, we are caught by surprise and so are motivated to reflect upon our initial assumptions. Awareness requires a rupture with the world we take for granted; then old categories of experience are called into question and revised.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 13. ISBN:0465032125.
Keywords: Enemy_quotes Research_quotes Natural_quotes Attitude_quotes Capacity_quotes Object_quotes Activity_quotes Environment_quotes Experience_quotes Category_quotes Quality_quotes Familiarity_quotes Assumption_quotes Prediction_quotes Behavior_quotes Premise_quotes Interaction_quotes Problem_quotes Awareness_quotes Extraordinary_quotes Accessibility_quotes Reflection_quotes Thinking_quotes Expectation_quotes Result_quotes Surprise_quotes Motivation_quotes World_quotes Rupture_quotes Question_quotes Revision_quotes Treacherous_quotes Philosopher_quotes Call_quotes Live_quotes Daily_quotes Way_quotes Surround_quotes Outset_quotes Stand_quotes Ordinary_quotes Action_quotes Yield_quotes Initial_quotes

Diminished Worker

“In diminishing the role of the worker's body in the labor process, industrial technology has also tended to diminish the importance of the worker. In creating jobs that require less human effort, industrial technology has also been used to create jobs that require less human talent.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 22. ISBN:0465032125.
Keywords: Worker_quotes Humanity_quotes Diminish_quotes Labor_quotes Industrial_quotes Technology_quotes Importance_quotes Employment_quotes Work_quotes Job_quotes Effort_quotes Talent_quotes Role_quotes Body_quotes Process_quotes Create_quotes Require_quotes

Animality

“The close relationship between the rejection of animality and the progress of civilization is at the heart of our modern conception of work. Marx expressed this relationship when he argued that mastery of the material world was the basis upon which man humanized himself and developed culture. This in fact is the civilizing process; humanization means tempering animality with rationality, aesthetic grace, and moral choice.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 30. ISBN:0465032125.
Keywords: Relationship_quotes Rejection_quotes Animality_quotes Civilization_quotes Modern_quotes Conception_quotes Work_quotes Material_quotes Humanity_quotes Culture_quotes Rational_quotes Reason_quotes Aesthetics_quotes Morality_quotes Choice_quotes Progress_quotes Heart_quotes Marx(topic)_quotes Express_quotes Argue_quotes Mastery_quotes World_quotes Basis_quotes Develop_quotes Temper_quotes

Skill and Effort

“These twin functions of the body -- as a source of skill and as a source of efforts -- complicated the way in which employers confronted the problems of labor discipline and the speed with which they invested in labor-saving technology, just as they complicated workers' responses to that technology.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 36. ISBN:0465032125.
Keywords: Body_quotes Skill_quotes Effort_quotes Employment_quotes Labor_quotes Technology_quotes Worker_quotes Work_quotes Automation_quotes Twin_quotes Function_quotes Source_quotes Complicated_quotes Way_quotes Problem_quotes Confront_quotes Discipline_quotes Speed_quotes Invest_quotes Response_quotes

Frederick Taylor

“The man who emerged as the chief symbol of the rational approach to management was Frederick Taylor. Though much has been written on Taylor and the philosophy and methods of scientific management, it is worth highlighting a few central themes for three reasons. First, Taylorism explicitly treats the worker's body in its two dimensions -- as a source of effort and as a source of skill. Second, workers' responses to Taylorism reveal the ambivalence that this dual role of the body can create, as it did among the bleach plant operators or the nineteenth-century glassmakers. Third, the logic that motivated the early purveyors and adapters of scientific management has continued to dominate the course of automation in the twentieth-century workplace. As will be argued later, it is a logic that must undergo a fundamental reevaluation as information technology is widely adapted to productive activity.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 41. ISBN:0465032125.
Keywords: Scientific_Management_quotes Effort_quotes Skill_quotes Ambivalence_quotes Automation_quotes Information_Technology_quotes Information_quotes Technology_quotes Workplace_quotes Taylor(topic)_quotes Man_quotes Emerge_quotes Chief_quotes Symbol_quotes Rational_quotes Approach_quotes Management_quotes Philosophy_quotes Method_quotes Central_quotes Theme_quotes Reason_quotes Treat_quotes Worker_quotes Body_quotes Dimension_quotes Source_quotes Response_quotes Reveal_quotes Dual_quotes Role_quotes Create_quotes Bleach_quotes Plant_quotes Operator_quotes Glassmaker_quotes Logic_quotes Motivation_quotes Purveyor_quotes Adapter_quotes Dominate_quotes Course_quotes Fundamental_quotes Reevaluation_quotes Productive_quotes Activity_quotes

Share the Fruits

“Taylor believed it was necessary to share the fruits of such productivity increases and saw the differential piece-rate system, a central tenet of scientific management, as a method of uniting workers and managers in a bond of common interest. But incentive wages are devilishly hard to administer, and all too often, managers attracted to differential wage schemes succumbed to shortcuts that promised fast gains. Managers would frequently change piece rates as workers learned to meet the standards. This led to the complaints of overwork with which unions relentlessly dogged proponents of Taylorism. Scientific management frequently meant not only that individual effort was simplified (either because of labor-saving equipment or new organizational methods that fragmented tasks into their simplest components), but also that the pace of effort was intensified, thus raising the level of fatigue and stress.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 45. ISBN:0465032125.
Keywords: Fruit_quotes Sharing_quotes Productivity_quotes Scientific_Management_quotes Worker_quotes Management_quotes Incentive_quotes Employment_quotes Compensation_quotes Cooperation_quotes Fast_quotes Short_Sighted_quotes Change_quotes Exploitation_quotes Union_quotes Taylorism_quotes Automation_quotes Simplification_quotes Organization_quotes Fatigue_quotes Stress_quotes Taylor(topic)_quotes Increase_quotes Unite_quotes Bond_quotes Common_quotes Interest_quotes Wage_quotes Devilish_quotes Hard_quotes Administer_quotes Attract_quotes Differential_quotes Scheme_quotes Succum_quotes Shortcut_quotes Promise_quotes Gain_quotes Frequent_quotes Piece_quotes Rate_quotes Learn_quotes Standard_quotes Complaint_quotes Overwork_quotes Relentless_quotes Dogged_quotes Proponent_quotes Individual_quotes Effort_quotes Equipment_quotes Method_quotes Fragment_quotes Task_quotes Component_quotes Pace_quotes Intense_quotes Raise_quotes Level_quotes

Divergence of Interests

“Taylor had believed that the transcendent logic of science, together with easier work and better, more fairly determined wages, could integrate the worker into the organization and inspire a zest for production. Instead, the forms of work organization that emerged with scientific management tended to amplify the divergence of interests between management and workers.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 45. ISBN:0465032125.
Keywords: Logic_quotes Science_quotes Taylorism_quotes Work_quotes Automation_quotes Fairness_quotes Compensation_quotes Worker_quotes Organization_quotes Zest_quotes Production_quotes Amplification_quotes Divergence_quotes Interest_quotes Management_quotes Taylor(topic)_quotes Believe_quotes Transcendent_quotes Wage_quotes Integrate_quotes Inspire_quotes Form_quotes Emerge_quotes

Work Life Balance

“A machinist gained prominence when he debated Taylor in 1914 and remarked, 'we don't want to work as fast as we are able to. We want to work as fast as we think it's comfortable for us to work. We haven't come into existence for the purpose of seeing how great a task we can perform through a lifetime. We are trying to regulate our work so as to make it auxiliary to our lives.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 46. ISBN:0465032125.
Keywords: Machinist_quotes Prominence_quotes Taylorism_quotes Fast_quotes Work_quotes Comfort_quotes Existence_quotes Life_quotes Purpose_quotes Regulation_quotes Auxiliary_quotes Balance_quotes Gain_quotes Taylor(topic)_quotes Able_quotes Think_quotes Task_quotes Perform_quotes Lifetime_quotes

Know-How

“The agenda for scientific management was to increase productivity by streamlining and rationalizing factory operation from cost accounting and supervision to the dullest job on the shop floor. Efficiency was the mania, and to achieve efficiency, it would be necessary to penetrate the labor process and force it to yield up its secrets. In order that effort be rationalized, the worker's skills had to be made explicit. In many cases, workers' perceptions of their own interests prevented them from articulating their know-how, but there was yet another involuntary barrier. These skills did not easily yield themselves to explication; they were embedded in the ways of the body, in the knacks and know-how of the craftworker.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 42. ISBN:0465032125.
Keywords: Knowledge_quotes Requirements_quotes Agenda_quotes Scientific_Management_quotes Productivity_quotes Reason_quotes Efficiency_quotes Drudgery_quotes Mania_quotes Achievement_quotes Labor_quotes Process_quotes Secret_quotes Rational_quotes Worker_quotes Skill_quotes Explicit_quotes Perception_quotes Interest_quotes Articulation_quotes Involuntary_quotes Barrier_quotes Embedded_quotes Body_quotes Subconscious_quotes Mind_quotes Craft_quotes Taylorism_quotes Science_quotes Management_quotes Increase_quotes Streamline_quotes Factory_quotes Operation_quotes Cost_quotes Accounting_quotes Supervision_quotes Dull_quotes Job_quotes Shop_quotes Floor_quotes Penetrate_quotes Force_quotes Yield_quotes Case_quotes Prevent_quotes Know-how_quotes Explication_quotes Knack_quotes Craftworker_quotes

Time Study Expert

“The time-study expert became the new focus of workers' antagonisms. Informal production quotas persisted and, in many cases, took on an overtly anti-management spirit. The union contract became the most important means for institutionalizing workers' instincts for self-preservation, as rationalization routed out the ordinary graces with which the workday had been laced. Concern over wages and hours, work rules, and working conditions began to replace the craftworker's culturally embedded practices of effort regulation. Overall, the purification of effort meant a heightened standard of labor discipline, and as such it widened the gulf between those who gave of their bodies in the service of production and those who did not.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 46. ISBN:0465032125.
Keywords: Time_quotes Worker_quotes Production_quotes Quota_quotes Management_quotes Union_quotes Contract_quotes Importance_quotes Instinct_quotes Self-Preservation_quotes Reason_quotes Rational_quotes Compensation_quotes Hours_quotes Environment_quotes Condition_quotes Craft_quotes Culture_quotes Regulation_quotes Purification_quotes Effort_quotes Labor_quotes Discipline_quotes Body_quotes Taylorism_quotes Study_quotes Expert_quotes Focus_quotes Antagonism_quotes Informal_quotes Persist_quotes Anti-management_quotes Spirit_quotes Institutionalize_quotes Grace_quotes Workday_quotes Lace_quotes Wage_quotes Rule_quotes Embed_quotes Practice_quotes Height_quotes Standard_quotes Wide_quotes Gulf_quotes Service_quotes

Deskilling

“While it is true that computer-based automation continues to displace the human body and its know-how (a process that has come to be known as deskilling), the informating power of the technology simultaneously creates pressure for a profound reskilling.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 57. ISBN:0465032125.
Keywords: Automation_quotes Body_quotes Knowledge_quotes Deskilling_quotes Informating_quotes Technology_quotes Reskilling_quotes Skill_quotes True_quotes Computer_quotes Base_quotes Displace_quotes Human_quotes Know-how_quotes Process_quotes Power_quotes Pressure_quotes

Education

“The cognitive demands of intellective skill suggest that computerization should be accompanied by a serious educational effort, if the information capacity of the technology is to be exploited.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 217. ISBN:0465032125.
Keywords: Cognition_quotes Intellectualism_quotes Mind_quotes Skill_quotes Automation_quotes Computerization_quotes Education_quotes Effort_quotes Information_quotes Technology_quotes Exploitation_quotes

Informating Innovation

“If the informating process is to be exploited for its competitive opportunities, then widely distributed mastery over the new intellective grounds of knowledge becomes an acute demand. For this to occur, organizational innovation is required.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 217. ISBN:0465032125.
Keywords: Informating_quotes Exploitation_quotes Competition_quotes Opportunity_quotes Intellectualism_quotes Knowledge_quotes Demand_quotes Organization_quotes Information_quotes Innovation_quotes

Knowledge and Power

“Knowledge and power. Power and knowledge. They circle one another like figures on a Greek vase. Now knowledge overtakes and transforms power. Now power gains momentum, engulfing knowledge.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 221. ISBN:0465032125.
Keywords: Knowledge_quotes Power_quotes Circle_quotes Transformation_quotes Momentum_quotes Vase_quotes Oscillation_quotes Cyclic_quotes Greek_quotes Overtake_quotes Transform_quotes Engulf_quotes

Authority is the Spiritual Dimension of Power

“Authority is the spiritual dimension of power because it depends upon faith in a system of meaning that decrees the necessity of the hierarchical order and so provides for the unity of imperative control. Authority requires collective participation in a system of meaning that extends beyond the immediate context, beyond those who command or obey, and reaches into the domain of transcendent values. Members of a hierarchical order are linked together through allegiance to or faith in a common belief system, and every action that ensures the smooth exercise of imperative control refers back to, and expresses the bonds one has with, some fundamental source of meaning.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 222. ISBN:0465032125.
Keywords: Authority_quotes Spirituality_quotes Power_quotes Faith_quotes Belief_quotes Meaning_quotes System_quotes Hierarchy_quotes Order_quotes Unity_quotes Cooperation_quotes Participation_quotes Allegiance_quotes Tribalism_quotes Transcendent_quotes Values_quotes Bonding_quotes Religion_quotes Dimension_quotes Depend_quotes Necessity_quotes Provide_quotes Imperative_quotes Control_quotes Collective_quotes Immediate_quotes Context_quotes Command_quotes Obey_quotes Reach_quotes Domain_quotes Member_quotes Link_quotes Together_quotes Common_quotes Action_quotes Ensure_quotes Smooth_quotes Exercise_quotes Express_quotes Bond_quotes Fundamental_quotes Source_quotes

Information and Automating

“To the extent that technology is used only to intensify the automaticity of work, it can reduce skill levels and dampen the urge toward more participatory and decentralized forms of management... However, this approach cannot exploit the unique power of an informating technology. In contrast, an approach to technology deployment that emphasizes its informating capacity uses technology to do far more than routinize, fragment, or eliminate jobs. It uses the new technology to increase the intellectual content of work at virtually every organizational level, as the ability to decipher explicit information and make decisions informed by that understanding becomes broadly distributed among organizational members.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 243. ISBN:0465032125.
Keywords: Informating_quotes Information_quotes Technology_quotes Automation_quotes Skill_quotes Deskilling_quotes Participation_quotes Decentralization_quotes Management_quotes Work_quotes Intensity_quotes Exploitation_quotes Elimination_quotes Employment_quotes Deployment_quotes Job_quotes Intellectualism_quotes Organization_quotes Decision_quotes Explicit_quotes Understanding_quotes Comprehension_quotes Distributed_quotes Empowerment_quotes Extent_quotes Intensify_quotes Reduce_quotes Dampen_quotes Urge_quotes Form_quotes Approach_quotes Exploit_quotes Unique_quotes Power_quotes Informate_quotes Emphasizes_quotes Capacity_quotes Far_quotes Routine_quotes Fragment_quotes Eliminate_quotes Increase_quotes Level_quotes Ability_quotes Decipher_quotes Broad_quotes Member_quotes

Automation and Labor

“Perhaps the most compelling reality that drives managers to a narrowly conceived emphasis on automation is the web of economic logic in which they must operate. Frequently, new expenditures for technology can be justified only as a capital substitution for labor. It is often assumed that whatever was provided by the human contributor can be transferred to the automatic functioning of the machine system.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 248. ISBN:0465032125.
Keywords: Management_quotes Automation_quotes Labor_quotes Economics_quotes Logic_quotes Technology_quotes Expenditure_quotes Cost_quotes Justification_quotes Capital_quotes Skill_quotes Knowledge_quotes Compelling_quotes Reality_quotes Drive_quotes Narrow_quotes Conceive_quotes Emphasis_quotes Web_quotes Operate_quotes Frequent_quotes Substitution_quotes Human_quotes Contributor_quotes Transfer_quotes Function_quotes Machine_quotes System_quotes

Manager Panic

“People at every organizational level -- managers, engineers, and operators -- each spent a good deal of time speculating on the sources of this dynamic and its ultimate consequences. One top manager maintained that the core of the problem was the lack of an alternative to the traditional managerial function. ‘The problem is that managers don't have skills and knowledge or a vision of their new role. They are asking, What is going to happen to me? And so they are in a panic.'”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 251. ISBN:0465032125.
Keywords: People_quotes Organization_quotes Hierarchy_quotes Consequence_quotes Tradition_quotes Skill_quotes Knowledge_quotes Vision_quotes Uncertainty_quotes Panic_quotes Level_quotes Manager_quotes Engineer_quotes Operator_quotes Time_quotes Speculate_quotes Source_quotes Dynamic_quotes Ultimate_quotes Top_quotes Maintain_quotes Core_quotes Problem_quotes Lack_quotes Alternative_quotes Function_quotes Role_quotes Happen_quotes

Automation Fantasy

“Some managers experience a sense of relief at the prospect of being freed from this dependency. Their enthusiasm reveals an underlying but potent fantasy, one in which perfect control through total automaticity allows them to avoid the messiness and potential conflict of real human interaction.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 268. ISBN:0465032125.
Keywords: Management_quotes Relief_quotes Dependency_quotes Automation_quotes Fantasy_quotes Conflict_quotes Experience_quotes Sense_quotes Prospect_quotes Free_quotes Enthusiasm_quotes Reveal_quotes Underlying_quotes Potent_quotes Perfect_quotes Control_quotes Total_quotes Allow_quotes Avoid_quotes Messy_quotes Potential_quotes Real_quotes Human_quotes Interaction_quotes

Computers Over People

“When managers express a preference for computers over people, the effects find their way into every corner of the worker's mind.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 268. ISBN:0465032125.
Keywords: Management_quotes Preference_quotes People_quotes Computer_quotes Worker_quotes Mind_quotes Express_quotes Effect_quotes Find_quotes Way_quotes Corner_quotes

Computer Dependency

“As managers use computerization to escape their dependency on workers' unique skills, both managers and workers alike become more dependent upon the computer system.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 269. ISBN:0465032125.
Keywords: Management_quotes Automation_quotes Computerization_quotes Dependency_quotes Worker_quotes Skill_quotes System_quotes Escape_quotes Unique_quotes Computer_quotes

Driver of Learning

“To be a ‘driver of learning’ requires a vastly different talent.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 280. ISBN:0465032125.
Keywords: Driver_quotes Learning_quotes Differences_quotes Talent_quotes Education_quotes Vast_quotes Require_quotes

Abstract Work

“As the work that people do becomes more abstract, the need for positive motivation and internal commitment becomes all the more crucial.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 291. ISBN:0465032125.
Keywords: Work_quotes Abstraction_quotes People_quotes Motivation_quotes Commitment_quotes Do_quotes Need_quotes Positive_quotes Internal_quotes Crucial_quotes

Responsive and Responsible

“As work becomes computer mediated, it is difficult to distinguish responsibility from the work itself. Much of what now constitutes ‘work’ involves the mindfulness and intellective effort necessary for continual responsiveness at the interface. What, finally, is the difference between being responsive and being responsible?”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 296. ISBN:0465032125.
Keywords: Work_quotes Mediation_quotes Responsibility_quotes Responsive_quotes Mindfulness_quotes Intellectualism_quotes Interface_quotes Computer_quotes Difficult_quotes Distinguish_quotes Constitute_quotes Involve_quotes Effort_quotes Continual_quotes Difference_quotes

Life at the Data Interface

“Life at the data interface invites the worker into the abstract precincts of managerial work. It provides access to a broader view of the business as well as a deepened understanding of one's tasks and their role in the wider sphere of organizational functions. When work becomes synonymous with responsiveness to data, it engenders inquiry and dialogue, thus opening the way for workers to envision new possibilities and fresh alternatives to the reigning definitions of process, product, and organization.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 301. ISBN:0465032125.
Keywords: Life_quotes Data_quotes Interface_quotes Work_quotes Organization_quotes Function_quotes Responsive_quotes Inquiry_quotes Dialogue_quotes Possibility_quotes Alternative_quotes Definition_quotes Process_quotes Product_quotes Invite_quotes Worker_quotes Abstract_quotes Precinct_quotes Management_quotes Provide_quotes Access_quotes Broad_quotes View_quotes Business_quotes Deep_quotes Understand_quotes Task_quotes Role_quotes Sphere_quotes Wide_quotes Synonymous_quotes Engender_quotes Open_quotes Way_quotes Envision_quotes Reign_quotes

The Panopticon

“The Panopticon was an architectural innovation developed by the moral philosopher Jeremy Bentham. In Foucault's view, it is both a sign of and metaphor for this new disciplinary society. Bentham extolled the Panopticon as a technological triumph capable of exploiting the productive potential of those who had flouted, thwarted, or otherwise escaped social authority. His initial targets were convicts and paupers, though he did not fail to see the potential usefulness of the Panopticon for students, asylum inmates, and workers. The architectural plan conceived by Bentham was first constructed by his brother Samuel, an engineer, in 1787 for a factory at Critchef in Russia. It was later adapted to the problems of housing convicts and paupers. The structure consisted of a twelve-sided polygon formed in iron and sheathed in glass in order to create the effect of what Bentham called 'universal transparency.' A central tower, pierced with wide windows, opened onto the inner wall of the surrounding polygonal structure, which itself was divided into narrow cells extending across the width of the building. Each cell had a window on both the inner and outer walls, allowing light to cross it and illuminate all the inhabitants to an observer in the central tower, while that observer could not be seen from any one of the cells. Mirrors were fixed around the tower to direct extra light into these apartments.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 320. ISBN:0465032125.
Keywords: Panopticon_quotes Architecture_quotes Metaphor_quotes Innovation_quotes Discipline_quotes Society_quotes Technology_quotes Exploitation_quotes Potential_quotes Authority_quotes Convict_quotes Poverty_quotes Student_quotes Worker_quotes Transparency_quotes Observation_quotes Surveillance_quotes Develop_quotes Philosopher_quotes Bentham(topic)_quotes Foucault(topic)_quotes View_quotes Sign_quotes Extoll_quotes Triumph_quotes Capable_quotes Productive_quotes Flout_quotes Thwart_quotes Escape_quotes Target_quotes Pauper_quotes Fail_quotes See_quotes Potential_quotes Useful_quotes Asylum_quotes Inmate_quotes Plan_quotes Conceive_quotes Construct_quotes Housing_quotes Structure_quotes Consist_quotes Polygon_quotes Form_quotes Iron_quotes Sheath_quotes Glass_quotes Order_quotes Create_quotes Effect_quotes Universal_quotes Central_quotes Tower_quotes Pierce_quotes Wide_quotes Window_quotes Inner_quotes Wall_quotes Surround_quotes Divide_quotes Narrow_quotes Cell_quotes Extend_quotes Width_quotes Building_quotes Outer_quotes Light_quotes Allow_quotes Cross_quotes Illuminate_quotes Inhabitant_quotes Mirror_quotes Direct_quotes Extra_quotes Apartment_quotes

Panopticon Recording

“Information systems that translate, record, and display human behavior can provide the computer age version of universal transparency with a degree of illumination that would have exceeded even Bentham's most outlandish fantasies. Such systems can become information panopticons that, freed from the constraints of space and time, do not depend upon the physical arrangement of buildings or the laborious record keeping of industrial administration. They do not require the mutual presence of objects of observation. They do not even require the presence of an observer. Information systems can automatically and continuously record almost anything their designers want to capture, regardless of the specific intentions brought to the design process or the motives that guide data interpretation and utilization.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 322. ISBN:0465032125.
Keywords: Panopticon_quotes Information_quotes System_quotes Translation_quotes Display_quotes Computer_quotes Surveillance_quotes Universal_quotes Transparency_quotes Illumination_quotes Fantasy_quotes Constraint_quotes Time_quotes Space_quotes Dependency_quotes Physical_quotes Arrangement_quotes Administration_quotes Building_quotes Industrial_quotes Object_quotes Observation_quotes Automation_quotes Record_quotes Design_quotes Capture_quotes Intentional_quotes Process_quotes Motivation_quotes Guidance_quotes Interpretation_quotes Utilization_quotes Human_quotes Behavior_quotes Provide_quotes Age_quotes Version_quotes Free_quotes Laborious_quotes Keep_quotes Require_quotes Presense_quotes Observer_quotes Continuous_quotes Designer_quotes Regardless_quotes Specific_quotes Data_quotes

Panopticon Coaching

“To be sure, some managers saw the enhanced certainty of their information about subordinates as an opportunity to accelerate learning and improve performance. They found that the data from the Overview System made it possible to survey a wide range of behavior for evidence of irregularities. To the extent that the sources of such irregularities could be discovered, the data could be used to 'coach' subordinates and to help them realign their behavior within acceptable standards... On the other hand, many of Cedar Bluff's managers were more interested in the possibility of obtaining foolproof data than in the opportunity of using such data for coaching. In the context of a conventional technology, managers had to rely on their subordinates for valid information. The quality of the data they received was likely to be a function of the quality of the reciprocal relationship they had established. In contrast, an informating technology could provide valid information under any conditions.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 324. ISBN:0465032125.
Keywords: Panopticon_quotes Management_quotes Certainty_quotes Information_quotes Subordinate_quotes Opportunity_quotes Learning_quotes Improvement_quotes Performance_quotes Data_quotes Surveillance_quotes Behavior_quotes Evidence_quotes Irregularity_quotes Discovery_quotes Coaching_quotes Alignment_quotes Acceptability_quotes Standards_quotes Possibility_quotes Foolproof_quotes Convention_quotes Technology_quotes Reliance_quotes Dependency_quotes Validity_quotes Quality_quotes Reciprocal_quotes Relationship_quotes Condition_quotes Reliability_quotes Enhance_quotes Accelerate_quotes Overview_quotes System_quotes Survey_quotes Wide_quotes Range_quotes Source_quotes Help_quotes Realign_quotes Acceptable_quotes Manager_quotes Interest_quotes Context_quotes Conventional_quotes Rely_quotes Valid_quotes Information_quotes Quality_quotes Receive_quotes Function_quotes Relationship_quotes Establish_quotes Contrast_quotes Informate_quotes

Automated Evaluation

“The system automatically computed efficiency ratings for each worker by comparing the amount of time it took to complete a job had been priced. Such calculations with the amount of time for which it could have been generated only by a computer system, since 'we could never have enough clerks to compute these kinds of ratios.' The ratings were considered management information and were not accessible to the craftworkers. Many foremen cautioned against taking the ratings at face value. The most experienced craftsperson frequently was loaded with the most difficult assignments. That individual might show the worst efficiency rating simply because his or her assignments were the most complex and required more than the assigned time.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 331. ISBN:0465032125.
Keywords: System_quotes Automation_quotes Evaluation_quotes Efficiency_quotes Rating_quotes Time_quotes Calculation_quotes Computer_quotes Management_quotes Information_quotes Accessibility_quotes Transparency_quotes Worker_quotes Craft_quotes Supervision_quotes Surveillance_quotes Experience_quotes Difficulty_quotes Assignment_quotes Individuality_quotes Complexity_quotes Requirements_quotes Computation_quotes Compare_quotes Amount_quotes Job_quotes Price_quotes Clerk_quotes Ratio_quotes Craftworker_quotes Foremen_quotes Face_quotes Value_quotes Frequent_quotes Load_quotes Worse_quotes

Panopticon Surveillance

“At each level of these organizations, people searched for ways to adapt to the intense illumination of the information panopticon. There was less room for interpersonal ploys or negotiated solutions and fewer hidden corners in which to enjoy anonymous repose or indulge in overtly negative behavior. To some, it seemed that only the human heart retained its privacy, out of reach and recalcitrant.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 342. ISBN:0465032125.
Keywords: Panopticon_quotes Surveillance_quotes Search_quotes Adaptation_quotes Illumination_quotes Interpersonal_quotes Ploy_quotes Negotiation_quotes Solution_quotes Hiding_quotes Anonymity_quotes Negativity_quotes Behavior_quotes Humanity_quotes Heart_quotes Privacy_quotes Level_quotes Organization_quotes People_quotes Information_quotes Room_quotes Corner_quotes Repose_quotes Indulge_quotes Overt_quotes Retain_quotes Reach_quotes Recalcitrant_quotes

Anticipatory Conformity

“Anticipatory conformity is a tactic for avoiding the dread associated with the possibility of shame. It accepts visibility and adapts to it by producing behavior that minimizes the risk of unwanted discovery. As the immediate environment is saturated with measurement, the pressure of visibility begins to reorganize behavior at its source, shaping it in conformity with the normative standards of the observer.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 345. ISBN:0465032125.
Keywords: Anticipation_quotes Conformity_quotes Tactic_quotes Avoidance_quotes Dread_quotes Possibility_quotes Shame_quotes Visibility_quotes Adaptation_quotes Behavior_quotes Minimum_quotes Risk_quotes Discovery_quotes Environment_quotes Saturation_quotes Measurement_quotes Pressure_quotes Standards_quotes Observation_quotes Associate_quotes Accept_quotes Produce_quotes Unwanted_quotes Reorganize_quotes Source_quotes Shaping_quotes Conformity_quotes Normative_quotes Observer_quotes

Panoptic Power

“This rendering of panoptic power reflects an important evolution of the original concept. It rests on a new collectivism in which ‘the many' view themselves and each views ‘the other.' Horizontal visibility is created even as vertical visibility is intensified. The model is less one of Big Brother than of a workplace in which each member is explicitly empowered as his or her fellow worker's keeper. Instead of a single omniscient overseer, this panopticon relies upon shared custodianship of data that reflect mutually enacted behavior. This new collectivism is an important antidote to the unilateral use of panoptic power, but it is not a trouble-free ideal. Horizontal transparency breeds new human dilemmas as well.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 351. ISBN:0465032125.
Keywords: Panopticon_quotes Power_quotes Importance_quotes Evolution_quotes Originality_quotes Conception_quotes Collectivism_quotes Other_quotes Tribalism_quotes Visibility_quotes Horizontal_quotes Vertical_quotes Model_quotes Surveillance_quotes Workplace_quotes Empowerment_quotes Omniscience_quotes Informant_quotes Supervision_quotes Custodian_quotes Data_quotes Behavior_quotes Antidote_quotes Unilateral_quotes Whistle_Blower_quotes Trouble_quotes Transparency_quotes Humanity_quotes Dilemma_quotes Render_quotes Reflect_quotes Many_quotes View_quotes Create_quotes Intensify_quotes Big_quotes Brother_quotes Member_quotes Explicit_quotes Keeper_quotes Overseer_quotes Rely_quotes Share_quotes Mutual_quotes Enact_quotes Collective_quotes Free_quotes

Universal Transparency

“Techniques of universal transparency, even when their goal is to elicit anticipatory conformity, do not benignly serve the interests of authority. Because rationality has no guile, it can also work to limit authority.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 356. ISBN:0465032125.
Keywords: Technique_quotes Universal_quotes Transparency_quotes Goal_quotes Anticipation_quotes Conformity_quotes Benign_quotes Interest_quotes Authority_quotes Rational_quotes Reason_quotes Guile_quotes Limitation_quotes Elicit_quotes Serve_quotes

Technological Innovations

“History reveals the power of certain technological innovations to transform the mental life of an era -- the feelings, sensibilities, perceptions, expectations, assumptions, and, above all, possibilities that define a community. From the social influence of the medieval castle,' to the coming of the printed book, to the social and physical upheaval associated with the rise of the automobile -- each specific example serves to drive home a similar message. An important technological innovation is not usefully thought of as a unitary cause eliciting a series of discrete effects. Instead, it can be seen as an alteration of the material horizon of our world, with transformative implications for both the contours and the interior texture of our lives. Technology makes the world a new place...”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 388. ISBN:0465032125.
Keywords: History_quotes Power_quotes Technology_quotes Innovation_quotes Transformation_quotes Feeling_quotes Sensibility_quotes Perception_quotes Expectation_quotes Assumption_quotes Possibility_quotes Community_quotes Society_quotes Influence_quotes Castle_quotes Medieval_quotes Printing_quotes Book_quotes Physical_quotes Upheaval_quotes Automobile_quotes Thinking_quotes Causality_quotes Effect_quotes Alteration_quotes Material_quotes Life_quotes World_quotes Change_quotes Mental_quotes Life_quotes Message_quotes Unitary_quotes Elicit_quotes Series_quotes Discrete_quotes Horizon_quotes Transform_quotes Implication_quotes Contour_quotes Interior_quotes Texture_quotes New_quotes Place_quotes

Technology Management

“Even where control or deskilling has been the intent of managerial choices with respect to new information technology, managers themselves are also captive to a wide range of impulses and pressures. Only rarely is there a grand design concocted by an elite group ruthlessly grinding its way toward the fulfillment of some special and secret plan. Instead, there is a concentration of forces and consequences, which in turn develop their own momentum. Sometimes these lines of force run in predictably straight paths. At other times, they twist and spiral, turn corners, and flow to their opposite. Activities that seem to represent choices are often inert reproductions of accepted practice.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 389. ISBN:0465032125.
Keywords: Control_quotes Deskilling_quotes Skill_quotes Management_quotes Choice_quotes Information_quotes Technology_quotes Impulse_quotes Pressure_quotes Design_quotes Elite_quotes Ruthlessness_quotes Secret_quotes Plan_quotes Concentration_quotes Force_quotes Consequence_quotes Momentum_quotes Prediction_quotes Activity_quotes Reproduction_quotes Practice_quotes Inert_quotes Intent_quotes Concoct_quotes Group_quotes Grind_quotes Special_quotes Straight_quotes Path_quotes Twist_quotes Spiral_quotes Corner_quotes Turn_quotes Flow_quotes Opposite_quotes Represent_quotes Accept_quotes

Technology Change

“To fully grasp the way in which a major new technology can change the world... it is necessary to consider both the manner in which it creates intrinsically new qualities of experience and the way in which new possibilities are engaged by the often-conflicting demands of social, political, and economic interests in order to produce a 'choice.' To concentrate only on intrinsic change and the texture of an emergent mentality is to ignore the real weight of history and the diversity of interests that pervade collective behavior. However, to narrow all discussion of technological change to the play of these interests overlooks the essential power of technology to reorder the rules of the game and thus our experience as players. Moreover, these two dimensions of technological change, the intrinsic and the contingent, need to be understood, not separately, but in relation to one another. The same innovation that abstracts work and increases its intellectual content, thus enhancing the learning of lower level employees... can also, within the context of the choices by which it is adapted, be experienced as a new source of divisiveness and control.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 389. ISBN:0465032125.
Keywords: Technology_quotes Change_quotes World_quotes Consideration_quotes Intrinsic_quotes Quality_quotes Experience_quotes Possibility_quotes Conflict_quotes Demand_quotes Society_quotes Political_quotes Economics_quotes Interest_quotes Choice_quotes Concentration_quotes Emergence_quotes Thinking_quotes Mental_quotes History_quotes Diversity_quotes Collectivism_quotes Behavior_quotes Discussion_quotes Power_quotes Rule_quotes Game_quotes Play_quotes Contingent_quotes Understanding_quotes Relationship_quotes Innovation_quotes Abstraction_quotes Work_quotes Intellectualism_quotes Learning_quotes Employee_quotes Divisiveness_quotes Control_quotes Grasp_quotes Way_quotes Major_quotes New_quotes Manner_quotes Create_quotes Engage_quotes Texture_quotes Real_quotes Weight_quotes Pervade_quotes Narrow_quotes Overlook_quotes Reorder_quotes Player_quotes Dimension_quotes Increase_quotes Enhance_quotes Lower_quotes Level_quotes Context_quotes Adapt_quotes Source_quotes

Highly Informated Database

“In the highly informated organization, the data base takes on a life of its own.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 393. ISBN:0465032125.
Keywords: Informating_quotes Organization_quotes Database_quotes Data_quotes Life_quotes Control_quotes

Management Circles Around Data

“As the intellective skill base becomes the organization's most precious resource, managerial roles must function to enhance its quality. Members can be thought of as being arrayed in concentric circles around a central core, which is the electronic data base.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 396. ISBN:0465032125.
Keywords: Intellectualism_quotes Skill_quotes Circle_quotes Organization_quotes Resource_quotes Management_quotes Quality_quotes Database_quotes Data_quotes Base_quotes Precious_quotes Role_quotes Function_quotes Enhance_quotes Member_quotes Concentric_quotes Central_quotes Core_quotes Electronic_quotes

Information Panopticon Isolation

“In the information panopticon, managers... frequently tried to simplify their managerial tasks by displacing face-to-face engagement with techniques of surveillance and control. As a consequence, they became isolated from the realities of their organizations as they were increasingly insulated by an electronic text that in turn was even more vulnerable to workers' antagonisms.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 400. ISBN:0465032125.
Keywords: Information_quotes Panopticon_quotes Management_quotes Simplification_quotes Engagement_quotes Technique_quotes Surveillance_quotes Control_quotes Consequence_quotes Isolation_quotes Reality_quotes Organization_quotes Insulation_quotes Text_quotes Vulnerability_quotes Worker_quotes Antagonism_quotes Frequent_quotes Try_quotes Displace_quotes Face_quotes Electronic_quotes Turn_quotes

Learning Environment

“The demands of a learning environment can reduce the psychological distance between the self and the organization because active engagement in the social processes associated with interpretation requires more extensive participation of the human personality. In a traditional approach to work organization, employees could be treated as objectively measurable bodies, and in return, they could give of their labor without giving of their selves. The human being as wage earner and the human being as subjective actor could remain separate.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 401. ISBN:0465032125.
Keywords: Demand_quotes Learning_quotes Environment_quotes Psychology_quotes Self_quotes Organization_quotes Activity_quotes Engagement_quotes Society_quotes Process_quotes Interpretation_quotes Requirements_quotes Participation_quotes Humanity_quotes Personality_quotes Tradition_quotes Work_quotes Employee_quotes Treatment_quotes Object_quotes Measurement_quotes Labor_quotes Body_quotes Compensation_quotes Wage_quotes Subject_quotes Actor_quotes Separation_quotes Reduce_quotes Distance_quotes Associate_quotes Approach_quotes

Breed of American Worker

“There is a breed of American worker who cherishes the autonomy and sense of self-control afforded by his or her skills and protected by the union contract. When these workers contemplate the prospect of the socially integrated high-technology workplace, they feel despair. They anticipate a loss of their unique identities, of freedom and autonomy, and of well-defined rights and responsibilities. They fear that without the traditional sources of protection provided by their job descriptions and their contract, they will become prey to every capricious whim of their superiors. They understand that the managers' world requires the body as a political instrument for self-presentation and influence, but they know that these are talents they have not developed and toward which they feel more than a little distaste.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 404. ISBN:0465032125.
Keywords: America_quotes Worker_quotes Autonomy_quotes Self_quotes Control_quotes Skill_quotes Protection_quotes Union_quotes Society_quotes Integration_quotes Technology_quotes Workplace_quotes Despair_quotes Anticipation_quotes Loss_quotes Uniqueness_quotes Identity_quotes Freedom_quotes Rights_quotes Responsibility_quotes Fear_quotes Tradition_quotes Job_quotes Description_quotes Contract_quotes Prey_quotes Supervision_quotes Management_quotes World_quotes Requirements_quotes Body_quotes Political_quotes Instrument_quotes Preservation_quotes Influence_quotes Talent_quotes Development_quotes Disgust_quotes Breed_quotes Capricious_quotes Whim_quotes Superior_quotes Distaste_quotes

Pay and Promotion

“As operators' skills improved, so did their dissatisfaction with the pay and promotion system.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 412. ISBN:0465032125.
Keywords: Operator_quotes Skill_quotes Satisfaction_quotes Pay_quotes Promotion_quotes Compensation_quotes System_quotes Improve_quotes Dissatisfaction_quotes

Informating Strategy

“There are several lessons to be learned here. First, the requirements of an informating strategy support existing work-improvement efforts, such as the high commitment approach to work force management, with its emphasis on self-managing teams, participation, and decentralization.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 413. ISBN:0465032125.
Keywords: Informating_quotes Strategy_quotes Lesson_quotes Learning_quotes Requirements_quotes Work_quotes Improvement_quotes Effort_quotes Commitment_quotes Force_quotes Management_quotes Self_quotes Participation_quotes Decentralization_quotes Human_Resources_quotes Team_quotes

Fundamental Scientific Management Reevaluation

“The logic that motivated the early purveyors and adapters of scientific management has continued to dominate the course of automation... It is a logic that must undergo a fundamental reevaluation as information technology is widely adapted to productive activity.”
  • Source: Zuboff, S. (1988). In The Age Of The Smart Machine: The Future Of Work And Power. New York, NY: Basic Books, p. 42. ISBN:0465032125.
Keywords: Logic_quotes Motivation_quotes Adapter_quotes Scientific_Management_quotes Domination_quotes Automation_quotes Fundamental_quotes Evaluation_quotes Information_Technology_quotes Adaptation_quotes Productivity_quotes Activity_quotes Early_quotes Purveyor_quotes Science_quotes Management_quotes Undergo_quotes Reevaluation_quotes Information_quotes Technology_quotes
Retrieved from "https://motleybytes.com/wiki/index.php?title=Shoshana_Zuboff_quotes&oldid=9512"