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INTELLECTUAL IMPLICATIONS of MULTE*ACCESS COMPUTER NETWORKS

INTELLECTUAL IMPLICATIONS OF MULTI-AOCESS COMPUTER NETWORKS
D. Ce Engelbart, Stanford Research Institute
: A paper for the Froceedings of
The Interdisciplinary Conference
on
Multi-Access Computer Networks
Austin, Texas, April 1970

ORGANISMS AND ORGANIZATIONS

I'll take an Unlikely start and begin with dinosaurs, I have
@ six-year-old son who is tremendously impressed and intrigued
with dinosaurs. We read and re#=read ali of the dinosaur
books, and every time we go to the library we have to bring
home new ones. ,

Consider a dinosaur (with what little we know and much we may
speculate) ag a big, monstrous organism whose specialized
Organs cooperated reasonably well by the then-prevailing
standards of "orgenism design", but whose function was
coordinated by a clumsy, crude nervous system and a pitiful
little brain. My image of this "clumsy nervous system' can be
Characterized py the story I've heard (or perhare this is one
that I've invented for six-yeare~old consumption, and now.
believe) about an embattled dinesaur not.sensing for several
Minutes that it was dead.

But yet apparently this was an organilem marvelously fitted to
its environment. The dinosaurs thrived for over 200 million
years, aS I remember from all those books, much Longer than
our race has heen around, But suddenly -= suddenly in terms
of geological time -= they disappeared,

My learned deduction, derived from firstecrade sectentific
literature, 1s that competition from better=designed nervous
systems did them in: better sensors; better sensory=data
analyzers (perception); pvetter peripheral contingency decision
Making (reflexes); better coordination of the functioning of
cr@ans, muscles, ete.; better rational analyses of events and
history; better accumulation of learned experience; better
projection, visualization and planning, etce, etc.

I Want to fix in your minds an image of a biological organism
that possessed formidable capability within the environment

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into which it evolved, but which couldn't make the gerade
against the competition that a continuing evolution brought
into that environment.

Human organizations can be likened to biological organisms,
ana I find much value in considering the analogy.
Organizations evolve too; their mutations are continually
emerging and being tested for survival value within their
environment. I happen to feel that evolution of their
environment is beginning to threaten today's organizations,
large and small == finding them seriously deficient in their
"nervous-system" design -= and that the degree of
coordination, perception, rational adaptation, etc. which will
appear in the next generation of human organizations will
drive our present organizational forms, with their "clumsy
nervous systems", into extinction.

It is these "nervous-system" functions, within human
organizations, where I find the most significant intellectual
implications stemming from the forthcoming multi-access
computer networks,

AUGMENTATION SYSTEMS

For many years I have been developing a research program at
Stanford Research Institute aimed at Augmenting the Human
Intellect. By intellect I mean the human competence to make,
Send, exchange and apply to decisionemakinge the commodity
Called Knowledge, as applied toward giving human individuals
and organizations more effectiveness at formulating and
pursuing their goals. My basic formulation of such a pursuit
considers a large system of things to be involved in being
intellectual, and being successful at it. <A rough put useful
Categorization of the system's eomponents is as follows:

Biologically Provided Human (BPH) capabilities are the

basic components of this "large system" -- e.ef., memory,

visualization, learning and reasoning, as linked to the

human's internal-<external environment by sensory= perception
_and coordinate=motor 1/0 systems,

Culturally provided (CP) items are also basic to this
"large system": general things such as Janguages,
methodologies, tools, and trainings in specific forms such
as algebra, schools, meetings, books, computers, maps and
filing cabinets. Also, such items as the value structure,
attitudes, motivations, etc. which are so important to the
way ean individual coordinates and directs his BPH

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capabilities, may similarly be said to be “culturally
provided", 3a2

An Effective Individual (EI) has a particular system of

these CP items built atop his BPH capabilities. Our EI is

like a little colony grown around the "rawematerial" human,

where in number and diversity of items this "eeology" of
interdependent dynamics is as subtle and rich as what we

are coming generally to appreciate in the "organic" world

around us, . 3a3

An Effective Organization (EO) is composed of a group of EI
components, plus another particular set of CP items
associated with their working together. Bah

These CP items are all candidates for redesign, toward more
effective individuals and organizations. To provide a new
"augmentation system" for an individual, or especially for a
group, is a very complex challenge. Just suppose, for
instance, that a really new system had been developed, and
consider the proplem of checking out a group of people on
their "new aufmentation system" -=- dt would involve such as;
teaching them new concepts and skills for representing and
Manipulating informations: changing their working and
collaborative methods; having them learn new roles and acquire
associated new attitudes; changing the format and style for
their formulating and communicating, etc. 3b

If the system is to represent a truly significant improvement,
assume that the changes to which the new users must
accommodate will pervade many levels and facets of the "way of
doing their daily work", and that many of these changes will
represent radical departures from their prior "ways". The
pecple being given such a new system will have a rough period
of learning and adaptation. People don't generally appreciate
how many are the "Little ways of doing things" that comprise
our workaday World, that they may be aubtly or radically
changed, and that among them might sppear a very different
distribution of usage and importance, The EI and EO systems
are more complex, but therefore richer, domains for

development than is appreciated even (especially?) among the
technologists in the computer and communication disciplines
Which have so much potential for changing those systems, 3c

My main message about Augmentation systems is that, while
indeed there are very challenging technical problems involved
in supporting tomorrow's Effeetive Individuals and
Organizations, the larger Augmentation system is much more
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complex than the technological "subsystem" upon which it
depends, We technologists aren't equipped to perceive this
Sort of thing, and those who are can't generally distinguish
the Sunday=Supplement extrapolations from those more probable.
It has been my business to struggle with these concepts for
two decades now, and the signs that I read at least tell me
that the changes in our Ways of thinking and working will be
more pervasive and extreme than ANY OF US appreciates <= a
revolution like the development of writing and the printing
press lumped together. The following notions represent some
of the least fuzzy elements that I perceive,

THE INTELLECTUAL WORKSHOP

In the context of this Conference, it is useful to talk about
previding an individual with a "private intellectual work
space" == sort of what his office is sudposed to be for hin.
now.

In using his office, an individual goes in, perhaps shuts his
door, and spreads his current working information over his
working surfaces, He Keeps some local files there, does some
thinking, some formulating and transmitting of messages to the
outside, and receiving returning messages, etc. Some of these
transmitted formulations are requisitions for things to be
bought, made, commented upon, or etc. He sends them out and
results will come back, usually in the form of information --
control feedback, substantive information from colleagues or
Support staff, etce He digests, stores, reformulates,
responds, and occasionally pursues reflective, creative
thought.

The image I'm trying to develop is of.an office peing the
"*ntellectual workshop! in which one does his collaborative
bit within his working environment: one needs Work spaces,
teols to suit a myriad of tasks, places to store working
Materials, aids to hold them for examination and shaping ==
and they all ghould be easy to reach, quick to adjust to the
task, easy to Keep track of, ete. Interactive computer aids
will have very significant effects here.

This is the particular area that my group and I have been
Working on for some six years <- improving the individual's
intellectual workshop -= as the first stage of exploring what
augmentation might be like. By today's standards, we can
demonstrate some impressive features in the workshop
environment which we have created to teat by our daily use
(for doing our daily work). Sut by our own perspective, as

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developed through constant struggle in this domain, we have
but a primitive outpost on an unbelievably rich frontier.
References 1 through 4 describe our work. J invite you to
become acquainted, e.g., With Reference 1. Copies of the
movie (Reference 2) are available; viewing this provides the
best introduction to our “augmented office",

It will take the explorers of this domain decades to even map
4¢s currently visible dimensions. The real rush Kasn't begun!
this Conference is a meeting of suppliers looking at the
prospector trade; we haven't really been giving attention to
the developments that will follow the prospecting,

My research group is now moving into a next stage of work that
we call "team augmentation". Here, instead of just the
individual facilitating his private domain of searching,
studying, thinking and formulating, as hia office place
provides for him, we are exploring what can be done for a team
of "augmented individuals" who have in common a number of
terminals, a set of computer tools, working files, etc. (as we
do) to facilitate their team collaboration.

Our major initial step toward augmenting a team is to
facilitate the collaborative dialogue between its members,
aiming for new kinds and degrees of collaboration that can
thus be achieved,

COLLABORATIVE DIALOGUE

To discuss our "Dialogue Support System", consider a
Shared-file space. This i8 a common enough thing in today's
time-shared environment: but our dialogue-file space comprises
"frozen" contributions from the collaborators == d.e., it
represents the "Journal" of transactional entries that make up
the collaborative dialogue, entries that are part of the
history of things and aren't to be changed.

Assume thet you are a participant in this dialogue, as from a
CRT terminal in your office. You have just contributed sone
Sort of entry into this Journal <= some tentative fornulation
of a plan or design, You expect some of your collaborators to
be interested. You may have installed an "attention" signal
at entry time, aimed at a particular set of people. At their
consoles, they either receive an "annunciator" signal to alert
them, Or may have come across your entry via any number of
Natural pathways in the course of their work,

These other people can very quickly and flexibly survey your

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contribution. At any subsequent time, in any passage of your
contribution, one of them can attach a "comment" to any
specific entity (@ege, Word, atring of words, paragraph,
drawing, line or label in the drawing). A comment can be one
word (@e@., "Congratulations! "), or a reference to 2
contradictory passage, or a lone exhortation about a better
Way to do the whole thing, other people will be attaching
comments at other places, including comments upon other
people's commentse What soon evolves from such activity is a
network of contributions that represents a fullescale
discourse, distributed over time and, if you wisn, over space,

A good "office=support system" will provide powerful aids to
improve the effectiveness with which one can participate in
such a dialogue. For exanple, one needs speed and flexibility
din studying the consequent network of dialogue contributions
and in filtering out that which is relevant -- for instance to
make a successive version of a plan or design. We are
evolving aids for: searching through specified sub=nets and
Selecting upon such attributes as content, previously assigned
descriptive tags, authorship, absolute or relative
"puplishing" time, and citation linkages; assembling passages
from the dislogue, and from one's own notes, with flexiple
disposition of one's screen into "windows" for independently
viewing different materials; easily affixing new links and
tags to arbitrary segments of a given memo; conveniently
copying into one's own working file a categerized compilation
of extracts, eEtce

One recognizes, of course, that the existing system of
professional journals represents a similar mode of dialogue,
distributed as it were over space and time. But the
computer=sided dialogue has certain advantages to offers
interchanges in cycle times of minutes or seconds instead of
Years or monthsj3 accommodating more items, and items of much
Smaller size, without overloading the "clerical system";
accommodating more people making simultaneous accesses and
contributions; providing citation followup to exact itens
(L.e@a, the computer can take you almost instantly to look at
the particular item cited within another "document"),

Within a team that has the Kinds of tools and methods that are
easily foreseeable, these features are really quite
interesting and exciting to consider. We are planning to
experiment with this type of collaboration in support of our
Own system=development activity, within our own shop.

OFFICE-SHARING AND DIALOGUE IN THE ARPA NETWORK

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Our Augmentation Research Center, at SRI, is a participating
Site in ARPA's experimental computer network (See References 5
and 6).. My group is hoping that here the "augmented office"
approach can be applied to a fuller advantage == d.e., we hope
to see researchers at other sites beginning to use the Office
for their work, work other than "studying and improving the
Office" (which is what my group does), Using our Office
system from his homeesite CRT terminal, a researcher in
computer languages for instance could do the composing,
modifying and studying associated with developing his research
tools, with setting up and running tests, with integrating the
results into his notes, and with communicating and publishing
‘the results,

His experimental programs and compilations may be run on the.
computer at his home site, or at other Network sites == there
will be means within the office makine it easy to interface to
any Special tools and data through the Network, The office is
the place where special attention is given to facilitating
such supportive intellectual processes as formulating
Specifications for service requested and for how to present
the results and where in the office's records to insert them:
there are general needs in this regard over many activities,
and the access to all of the special tools being developed in
other computer=research areas Will be very much heightened if
they can be used from an "office" where a unified approach was
taken to harnessing these tools. Examples: send your
analytic formulation to MIT's Math Lab for processing; Utah's
graphicemanipulation processes could eonstruct your
Lilustrations; and the ILLIAC IV can do your heavy
computations,

In this network, my group is slated to serve as the Network
Information Center, which role offers new ways to experiment
with collaborative dialogue. AS we ourselves learn how to
deal with it within our “conjoint office space", we expect to
begin offering use of our "Dialogue Support System", through
the Network, to people scattered over the country who want to
do collaborative things in pursuit of NetWork activities. For
instance, two graduate students from different universities
could work closely together on a project, or a professor at
one site could serve as a thesis advisor for a graduate
student at another site,

THE KNOWLEDGE MARKET

Here is a brief extrapolation into the future and its
Augmented Individuals and organizations, looking beyond both

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INTELLECTUAL IMPLICATIONS of MULTI“ACCESS COMPUTER NETWORKS :

the ARPA Network and my little experiments with an Avemented |
office and a Dialogue Support System. Ooviously there will be
ateadily widening distribution of commoneresource
accessibility, and a steadily increasing number of people who
spend a significant amount of their professional time at
terminals. The greater amount and diversity of mutually
accessible resources -~ numan, financial, technological «=

will accelerate growth along a number of dimensions, [n.
particular, there will emerge a new "marketplace",

representing fantastic wealth in commodities of knowledge,
service, information, processing, storage, etc. In the number
and range of transactions, and in the speed and flexibility
with which they are negotiated, this new market will have a
vitality and dynamism as much greater than today's as today's
is greater than the village market. Ta

It seems apparent to me that, following this increased mutual
accessibility between knowledge resources and consumers, Will

pe the development of more "depth" in the range of bothe

Ee@e, just as with the roles of specialty shops and services

4n some of our industries today, there Will be a large number

of individuals and small groups each providing highiy

specialized services. since their clientele will be drawn

from guch a large market, they will find a good business even

where they serve only a small portion of the market and

provide only seldom-needed special services. Th

Let!s look at a specific "for instance". Suppose that one
person becomes extremely proficient in making Small programs
to generate a display or printout to show (particularly well)
the status of a multietask project. He is an independent
agent in this multiwaccess computer network, working at 4 CRT
cansole in his office at home. Perhaps he specializes in
construction projects, and within this perhaps in steelwork
erection. You are a managenent consultant working (from your
home) on a short job helping to set up the production=control
system for a construction project. When you realized that you
mignt benefit from this kind of help, this is the sequence
that takes place: . Te

Your man is easy enough to find because of computer heip in
searching for and evaluating special products and services.
Suppose that you need something he can do for you With about
uS minutes! effort. you expect immediate accessibility for
negotiation == for instance: it takes you one minute to
Locate several candidates, two minutes to examine their
relative credentials, 20 seconds interrogation of public
records to select him as being available right now for your

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Kind of problem, two minutes of personal dialogue to determine
for both of you that his capabilities and your needs match,
and 15 seconds to negotiate and legalize a contract. He does
his job in LO minutes, and spends five more minutes
transferring the results to you (with dialogue).

He switches back immediately to a task sequence whose contract
arrangement had permitted him such interruptions. In working
on this job, you have been "timeeshared" with several other
jobs having higher priority, and several that were running
"packground". During the forty minutes he was off doing his
thing for you, your highere-priority task sequences took you
off on other pursuits. In fact, when he Was done, you weren!t
ready to get back to him for twenty=three minutes, put the ;
mutual~scheduling algorithn agreed upon in your contract took
care of connecting you and him, when you were poth ready, for
your final dialogue,

Your dialogue, of course, comprised both voice and shared
computer graphics, your mutually viewed display could be
flipped back and forth petween views of what he called forth
on his end to show you, and wnat you provided to show him. As
you were showing him your work domain, he was "catching"
reference links into the specific itens that he might later
need to get at, entering quick notes on some of then.

The whole dialogue Waé recorded, a8 a matter of course and for
either of you to use latere The stored speech was digitized,
and automatically segmented into the alternate passages of
your exchange. During your dialogue, whenever one of you
referred to a displayed item in your speech, your practice was
to make an explicit screen=select action in association with
the spoken reference term (€eGs» with a "that Line" or "poth
of these figures" expression), so that when any given passage
might later be selected for "playback", the computer could
re-create for you the image you were seeing and indicate the
displayed entity being referenceG,. .

Some of the dialogue had stimulating and instructive contents
for you, You Wanted to save these and integrate them into
your personal notes, Gitations to this dialogue are easy to
install in your notes, dneluding citations to a speech passage
w= where, upon later seeing such a citation and “calling for"
the item it refers to, the associated bit string would be
found and the speech passage played beck for you.

Perhaps you consider some of the speech passages to be useful
enough to have then transcribed into text. A quick

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designation of your desire causes these speech strings to be
transmitted to a service you customarily uge for doing your |
transcription. This service harnesses the latest
speech-recognition computer aids, implemented with
special-purpose hardware and software, and includes skilled
clerical staff who supplement the 98% capability of the
machine. Your twoeminute transcription job is scheduled
through their service units quite automatically, and the. text
strings are routed back and inserted in their appropriate
places without your further attention, You have established
the convention with the service agency that unedecipherable or
dubious passages Will be tagged, and if you had wanted to you
could nave designated when you sent the job off that you
wanted to be interrupted to resolve such when the material
returned.

When you and your contractor parted ways, you each might
exercise an optional procedure which helps you record your
impressions of the other. An important part of your value
within this marketplace rests upon your ability to integrate
effectively the skills and knowledge of others, So you pay
careful attention voth to your "“4ntelligence"” base which helps
you Keep track of appropriate people, and to conducting your
negotiations and working relationships with an eye for doing
well by the other guy == because he too probably keeps an
effective intelligence system and it might well be important
to you later that he (or his friends) feels good about working
with you. You also need to assess his potential value to you
for other and different collaboration,

It is recognized rather widely that computer networks raise
significant problems about the privacy of closed information.
The other side of the coin is that computer networks raise
rather remarkable opportunities to penefit from the sharing of
open information. I am quite convinced that there is very
high value to be derived within the Computer=Network Knowledge
Market from a degree of openness with what have heretofore
peen considered as private types of information.

Among the members of a working tean, this could mean keeping
open aS a matter of course all of their scratch notes, trial
designs, etc, to their colleagues, and expecting them to
prowse, comment, etc. Once this is the standard operating
mode, those agpects of a person's vulnerability that depend
mainly upon another's lack of understanding and compassion
pegin to find a compensating dafeguard in the fact that
hurtful actions taken therefrom by another person tend also to
have complete visibility. This visibility, plus long-lasting

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availability of notes and records, would be important to the
processes by which each person evaluates his potential
colleagues == which soon becomes important to those concerned

With personal growth within this market, and moves toward a

lower significance otherwise hurtful actions attempted by -

those without mature concern for their own growth, or without

ability to grow into or stay in a position where their .
comments and actions are trusted or seriously considered, 71

This may seem unduly naive, I know. put then consider an
Afehanistanian villager, whose entire worldly experience is
with a primitive every=man-for-hinself market! what might it
sound Like to him to hear a peer suggest that the marketplace
would benefit hugely by operating upon the basis of trusting
the other man's word. "I say that I will pay you next week
for a gozen buns, and I walk away without counting how many
puns you put into the pags" Unreal fantasy ~~ talk of credit
accounts, checking accounts, credit ratings, credit cards,
etc, What does this have to do with getting the best price
for my goat, to deal with abstractions such as accounts,
promises to honor, reputation, etce in a formalized, recorded
fashion? Ludricous restrictions and dangerous vulnerability
for a system to expect both me and my neighbor (advergary) to
reveal our positions, stand pehindg the things we say and the
marks we make, and depend upon the other to do 80, Tm

It seens clear that today's western=world econony couldn't be

as strong as it is if such open vulnerability didn't prevaile

I only wish that I knew the evolutionary dynamics that

produced the attitudes and customs necessary to meke the

“honest openness" work #* obviously its practice in the
Afghanistanian village would lead to disaster, and yet Lt

Likely Was from just such a market environment that ours

evolved. 71

It seems not unreasonable to assume that survival value in our
cultural evolution will favor dinetitutions Which support the

most efficient Knowledge Markets (organisms which support the

most efficient nervous syatens). Then certainly the Knowledge

Market Will gomeday operate with more open: trust in its

Knowledge interchange, to release for constructive ends a

great deal of otherwise entrapped human energy. Those who

grow up within such an environment Will look back with pity

upon the primitive fears and protective practices prevailing

in 1970, 7o

SUMMARY 8

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I think that tomorrow's institutions can be (must be) far
better adapted to their environment, much better at providine
for a full life style for everyone, These changes require a
very Significant increase in the institutions! ability to
develop, support, and integrate the intellectual power of
their individuals and organizations. And, as I see it, this
ability will be directly dependent upon advanced application
of interactive computers and multi-access computer networks,
But the following condition is very strong in this
“4mplications" picture: to harness this technology toward
these ends will require intense concurrent development of our
very complex and sophisticated system of concepts,
conventions, methods, skills, organizational forms, attitudes,
and values. It is time, and the means are at hand, to develop
a@ much improved nervous system for our "social organisms", ,

REFERENCES

(1) D. O. Engelbart and We Ke. English, "A Research Center for
Augmenting Human Intellect," in AFIPS Proceedings, Vol. 33,
Part One, 1966 Fall Joint Computer Conference, pe. 395<)10.
Thompson Book Co., Washington, DeC., 1966.

(2) D. CG. Engelbart and Staff of the Augmented Human
Intellect Research Center, "Augmentation Systema and
Information Science", SKI Project 5890, sound xilm of
presentation at ASIS Annual Meeting, October 1, 1969, 3
reels, 1 hour and 3h min.

(3) De CGC. Engelbart and Staff of Augmentation Research
Center, "Computer=Augnented Management-Syatem Hesgearch and
Development of Augmentation Facility", RADGeTR-70"82, April
1970, Final Report of Contract F3I0602-66-C=0286, SRI Project
7101, Stanferd Research Institute, Menlo Park, California.

(4) De. C. Enfelbart and Staff of Augmentation Research
Center, “Advanced Intellect~Augmentation Techniaues", Final
Report NASA Contract NAS1=76897, July 1970, SRI Project 7079,
Stanford Research Institute, Menlo Park, California,

(5) L. G. Roberts and B. D. Wessler, "Computer Network
Development to Achieve Resource Sharing", in AFIPS
Proceedings, Vole 36, 1970, SJCC, AFIPS Press, Montvale, New
Jersey, 1970, PPe Su3-Sh9.

(6) Le Ge Roberts, "Economic Applications of Multi-Aeccess
Computer Networks", paper presented at the Interdisciplinary

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Conference on Multiple-Access Computer Networks, Austin,
Texas, April 20-22, 1970.

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