Earlier generations of machines decreased the complexity of tasks. In contrast, information technologies can increase the intellectual content of work at all levels. Work comes to depend on an ability to understand, respond to, manage, and create value from information.

Every century or so, fundamental changes in the nature of consumption create new demand patterns that existing enterprises can't meet.

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.

My teenage children watched Senator Clinton on the Today Show, mouths agape. They attended our local caucus with me and saw hundreds of our friends and neighbors gathered in the elementary school gym on that Sunday afternoon, despite an ugly Maine snowstorm. They listened to the thoughtful searching debates and saw us cast our votes. How could anyone suggest we didn't know exactly what we were doing? 'What's the point of electing someone who doesn't believe in the American people?' they asked. 'If she wants to ignore us now when she's only a candidate, what will she do as the President?'

Learning has replaced control as the fundamental role of management.

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.

Skilled workers historically have been ambivalent toward automation, knowing that the bodies it would augment or replace were theoccasion for both their pain and their power.