It’s Interesting how Dunlop spent his life wrestling with a suffocating corporate command and control structure to implement a system to facilitate a suffocating corporate command and control structure, while Engelbart was presenting ways of facilitating the expression of ideas with the machine. Dunlop’s work with IBM is probably best left in the garage, along with IBM.
I don’t think anyone is going to disagree with you that the direction IBM execs were pushing the tech was terrible. I think this is a great example of how ego and narcissism can stifle innovation.
He was an industrial psychologist. He was trying to develope and fit the technology to a specific psyche. He couldn’t get them to learn/use the new technology, so he created an interface for them, that they could/would use.
It also shows how it seems business executives attitudes haven’t changed much, when it comes to ego and narcissism.
