“The major problems facing the development of products that are safer, less prone to error, and easier to use and understand are not technological: they are social and organizational.”

Source: The Invisible Computer (1998), Ch. 10.

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Donald A. Norman29

American academic 1935

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“Computer games are embedded in the cultural framework of technological developments. In the study of technological development and creativity, focusing attention on the failure, the error, the breakdown, the malfunction means opening the black box of technology. Studies have convincingly demonstrated that the widespread inability to understand technological artifacts as fabricated entities, as social and cultural phenomena, derives from the fact that in retrospect only those technologies that prove functional for a culture and can be integrated into everyday life are "left over." However, the perception of what is functional, successful and useful is itself the product of social and cultural--and last but not least--political and economic processes. Selection processes and abandoned products and product forms are usually not discussed. According to Langdon Winner, there is a sense in which all technical activity contains an inherent tendency toward forgetfulness.”

Johannes Grenzfurthner (1975) Austrian artist, writer, curator, and theatre and film director

Interview on Furtherfield http://www.furtherfield.org/interviews/interview-johannes-grenzfurthner-monochrom-part-1

“As both technologies and organizations undergo dramatic changes in form and function, organizational researchers are increasingly turning to concepts of innovation, emergence, and improvisation to help explain the new ways of organizing and using technology evident in practice. With a similar intent, I propose an extension to the structurational perspective on technology that develops a practice lens to examine how people, as they interact with a technology in their ongoing practices, enact structures which shape their emergent and situated use of that technology. Viewing the use of technology as a process of enactment enables a deeper understanding of the constitutive role of social practices in the ongoing use and change of technologies in the workplace. After developing this lens, I offer an example of its use in research, and then suggest some implications for the study of technology in organizations.”

Wanda Orlikowski American computer scientist

Source: "Using technology and constituting structures", 2000, p. 404; Abstract

“Technologists are not noted for learning from the errors of the past. They look forward, not behind, so they repeat the same problems over and over again. […] As each new technology matures, customers are no longer happy with the flashy promises of the technology but instead demand understandable and workable designs. Slowly the manufacturers relearn the same basic principles and apply them to their products. The most egregious failures always come from the developers of the most recent technologies.”

Donald A. Norman book The Design of Everyday Things

Introduction to the 2002 Edition, p. xv.
The Design of Everyday Things (1988, 2002)

“This paper develops a new theoretical model with which to examine the interaction between technology and organizations. Early research studies assumed technology to be an objective, external force that would have deterministic impacts on organizational properties such as structure. Later researchers focused on the human aspect of technology, seeing it as the outcome of strategic choice and social action. This paper suggests that either view is incomplete, and proposes a reconceptualization of technology that takes both perspectives into account. A theoretical model-- the structurational model of technology--is built on the basis of this new conceptualization, and its workings explored through discussion of a field study of information technology. The paper suggests that the reformulation of the technology concept and the structurational model of technology allow a deeper and more dialectical understanding of the interaction between technology and organizations. This understanding provides insight into the limits and opportunities of human choice, technology development and use, and organizational design. Implications for future research of the new concept of technology and structurational model of technology are discussed.”

Wanda Orlikowski American computer scientist

Source: "The duality of technology" 1992, p. 389; Abstract

“The widespread inability to understand technological artifacts as fabricated entities, as social and cultural phenomena, derives from the fact that in retrospect only those technologies that prove functional for a culture and can be integrated into everyday life are 'left over.' However, the perception of what is functional, successful and useful is itself the product of social and cultural--and last but not least--political and economic processes. Selection processes and abandoned products and product forms are usually not discussed.”

Johannes Grenzfurthner (1975) Austrian artist, writer, curator, and theatre and film director

Interview with Furtherfield http://www.furtherfield.org/displayreview.php?review_id=408

“Capitalist production, therefore, develops technology, and the combining together of various processes into a social whole, only by sapping the original sources of all wealth — the soil and the labourer.”

Karl Marx (1818–1883) German philosopher, economist, sociologist, journalist and revolutionary socialist

Vol. I, Ch. 15 (last sentence), pg. 556.
(Buch I) (1867)

“If you think technology can solve your security problems, then you don't understand the problems and you don't understand the technology.”

Bruce Schneier (1963) American computer scientist

preface to 2015 edition of Secrets and Lies
Cryptography
Context: A few years ago I heard a quotation, and I am going to modify it here: If you think technology can solve your security problems, then you don't understand the problems and you don't understand the technology.

“Technological systems are socially produced. Social production is culturally informed. The Internet is no exception.”

Manuel Castells (1942) Spanish sociologist (b.1942)

Source: The Internet Galaxy - Reflections on the Internet, Business, and Society (2001), Chapter 2, The Culture of the Internet, p. 36

“As open systems, organizations faced an environment that might be placid and benevolent, or turbulent and harsh. Economic, social, political, and technological changes could come rapidly or slowly, and some organizational arrangements might be better able to cope with the changing environment than others. Could it be that there was no one way to structure an organization that design was influenced by environmental factors and could vary, depending on technology?
Joan Woodward (1916–1971) took this contingency view, classified organizations by the complexity of the technology used in producing goods, and found that it influenced an organization’s structure. Her classification, ranging from less complex (1) to more advanced (3), consisted of (1) unit and small-batch production systems that produced made-to-order and customized products to meet consumers’ needs; (2) large-batch and mass production, which involved a fairly standardized or uniform product with but few variations in its final appearance; and (3) long-run continuous-process production, which involved a standard product manufactured by moving through a predictable series of steps.”

Daniel A. Wren (1932) American business theorist

Source: The evolution of management thought, 1972, p. 462-3 (in 2009 edition)

“While numerous studies have dealt with the nature of organization-environment relations, the first major attempt to identify the types of organizational structure and managerial practice that are appropriate for different environmental conditions was conducted by Burns and Stalker, who studied twenty manufacturing firms in England and Scotland. Of these, fifteen were in the electronics industry, four were in research and development, and one was a major manufacturer. The particular environmental conditions examined were the rates of change in the scientific technology and the relevant product markets of the firms being studied.”

Arthur G. Bedeian (1946) American business theorist

1984; 190
Organizations: Theory and Analysis, 1984

“The major problems facing the development of products that are safer, less prone to error, and easier to use and understand are not technological: they are social and organizational.”

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Donald A. Norman29

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