Awareness requires a rupture with the world we take for granted; then old categories of experience are called into question and revised.

Learning has replaced control as the fundamental role of management.

Labor came to humanity with the fall from grace and was at best a penitential sacrifice enabling purity through humiliation. Laborwas toil, distress, trouble, fatigue--an exertion both painful and compulsory. Labor was our animal condition, struggling to survive in dirt and darkness.

The history of work has been, in part, the history of the worker's body. Production depended on what the body could accomplish with strength and skill. Techniques that improve output have been driven by a general desire to decrease the pain of labor as well as by employers' intentions to escape dependency upon that knowledge which only the sentient laboring body could provide.

Technological change defines the horizon of our material world as it shapes the limiting conditions of what is possible and what is barely imaginable. It erodesassumptions about the nature of our reality, the "pattern" in which we dwell, and lays open new choices.

If the technology cannot shoulder the entire burden of strategic change, it nevertheless can set into motion a series of dynamicsthat present an important challenge to imperative control and the industrial division of labor. The more blurred the distinction between what workers know and what managers know, the more fragile and pointless any traditional relationships of domination and subordination between them will become.

We know how to punish retailers and manufacturers that don't provide quality and value. But we're lousy at fighting effectively for what we really need - reliable insurance policies; affordable health care; safe, healthy food.