Much of the material in this book comes from what I've learned as
I've traveled around the country conducting seminars about working
profitably in the automated office. During the first few months of
those seminars, there was a question I was asked more often than
any other single question. I wa~ asked the question so often that I
gave it a nickname. I called it my "What The Devil" question. Often
in different words, usually at the morning break in the seminar,
and almost always with an effort not to offend or embarrass, I was
asked, "What the devil is a psychologist doing conducting seminars
about computer systems?" I'm not asked "What the Devil" questions
much anymore. Those familiar with office automation have come to
realize that human factors chiefly determine whether a computer
system will be a success or an expensive failure. So many computer
systems have not gained acceptance by is employees because the
planners didn't use good psychological sense. That especially true
as the computers move from the Engineering Department into the
executive suites and the role of computers changes from just
producing paper into also assisting in managerial decision making.
One human factor I've learned is that people would much rather skip
around in a book than read it from front cover to back cover
directly. It's true whether the book is a user manual for office
equipment or a volume on computer systems for decision makers.
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