Longreads has an excerpt from Nicholas Carr’s book The Glass Cage: Automation and Us

The historian Thomas Hughes, in reviewing the arrival of the electric grid in his book Networks of Power, described how first the engineering culture, then the business culture, and finally the general culture shaped themselves to the new system. “Men and institutions developed characteristics that suited them to the characteristics of the technology,” he wrote. “And the systematic interaction of men, ideas, and institutions, both technical and nontechnical, led to the development of a supersystem—a sociotechnical one—with mass movement and direction.” It was at this point that what Hughes termed “technological momentum” took hold, both for the power industry and for the modes of production and living it supported. “The universal system gathered a conservative momentum. Its growth generally was steady, and change became a diversification of function.” Progress had found its groove.

We’ve reached a similar juncture in the history of automation. Society is adapting to the universal computing infrastructure—more quickly than it adapted to the electric grid—and a new status quo is taking shape. The assumptions underlying industrial operations have already changed. “Business processes that once took place among human beings are now being executed electronically,” explains W. Brian Arthur, an economist and technology theorist at the Santa Fe Institute. “They are taking place in an unseen domain that is strictly digital.” As an example, he points to freight shipping. Not long ago, coordinating a shipment of cargo across national borders required legions of clipboard-wielding functionaries. Now, it’s handled by computers. Commerce of all sorts is increasingly managed through, as Arthur puts it, “a huge conversation conducted entirely among machines.” To be in business is to have networked computers capable of taking part in that conversation. Any sizable company has little choice but to automate and then automate some more. It has to redesign its work flows and its products to allow for ever-greater computer monitoring and control, and it has to restrict the involvement of people in its supply and production processes. People, after all, can’t keep up with computer chatter; they just slow down the conversation.