As software improves, the people using it become less likely to sharpen their own know-how. Applications that offer lots of prompts and tips are often to blame; simpler, less solicitous programs push people harder to think, act and learn.
Some years ago, information scientists at Utrecht University in the Netherlands had a group of people carry out complicated analytical and planning tasks using either rudimentary software that provided no assistance or sophisticated software that offered a great deal of aid. The researchers found that the people using the simple software developed better strategies, made fewer mistakes and developed a deeper aptitude for the work. The people using the more advanced software, meanwhile, would often “aimlessly click around” when confronted with a tricky problem. The supposedly helpful software actually short-circuited their thinking and learning.
We are amazed by our computers, and we should be. But we shouldn't let our enthusiasm lead us to underestimate our own talents.
Even the smartest software lacks the common sense, ingenuity and verve of the skilled professional. In cockpits, offices or examination rooms, human experts remain indispensable. Their insight, ingenuity and intuition, honed through hard work and seasoned real-world judgment, can’t be replicated by algorithms or robots, explains Nichoas Carr.
In the airline industry, the question is: to what extent does an algorithmic mindset, which overlooks the dynamics and complexity of airline business contributes to the rise in losses, especially those resulting from disruptive changes in planned operations?
Simplifying complexity by focusing on invisible but persistent systemic causes of disruptions is an art, and the innovative role of technology is to ease access to such information by visualizing the results, spotting pain points in need of action, monitoring progress in such a complex context, and acting when needed to ensure that the negative impact of disruptions is minimized.
The current perception of the role of technology focuses on serving individual functions. Here, the technology company doesn’t just sell the product - the software - but a service.
To make the most of technology, experts on both sides need to work together for as long as necessary to ensure that this new integrative process works successfully. This is how complexity becomes manageable.
