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640 pages, Hardcover
First published November 14, 2017
The growing body of late-1950s academic research and commercial projects inspired by the behaviorist work of Pressey, Skinner and Crowder had raised awareness of the advantages of teaching machines and programmed instruction, among those being Self-Pacing and Immediate Feedback. Self-Pacing was a given, just as it had been with the earlier pre-computer boxes. The PLATO team took particular interest in the Immediate Feedback concept, imbuing the system with a need for responsiveness right down deep into the core of the hardware. (pg. 64)
Instead of PLATO being the ultimate online teacher at the ultimate online Academy, rivaling that of the Greek figure for whom the system was named, a digital place to come and learn about everything from anthropology to zoology, PLATO had become, for so many young people, a place to come and learn about PLATO. A place to learn about each other. The system itself was the thing. (pg. 309)
CDC had by then [1975] recruited executives to drive the PLATO initiative, who in turn built teams, labs, offices and even had secured a PLATO system of their own quietly running in a Minneapolis suburb. (pg. 405)
[Chuck] Miller says, “The thing that hurt PLATO the most was the way it was rammed down everybody’s throat as ‘Thou shalt take PLATO and make It prosperous,’ as opposed to ‘Here’s an opportunity, we have to change the way we do business.’ CDC just never got over ‘I want to sell a mainframe for $10 million.’ They never got over that. Their motto was If it plugs in the wall, it’s way too small. Got to be a mainframe, and going to a service was just beyond their comprehension.
So, is the reason why we don’t think of the Midwest as a hub of technological innovation the fault of the leaders at CERL and CDC, leaders who failed to embrace microcomputing over mainframes? Partly, but I think the simpler answer can be found in the final chapter, Leaving the Nest. Here Dear profiles the follow-on success some of the students, programmers and administrators of PLATO found later in life. People such as Ray Ozzie, Tim Halvorsen and Len Kawell who would use the elements of collaboration on a connected system to form the core of Lotus Notes. Brand Fortner and Bruce Artwick who created the first flight simulator programs and whose work would go on to live in Microsoft’s Flight Simulator game. Additionally, while Brian Dear doesn’t include himself in this chapter, after encountering the PLATO System in 1979, went on to have a successfully career as a tech writer and businessperson.
The common denominator is that this “new wave” scatter across different parts of the country.
Contrast that to the “Traitorous eight”, William Shockley’s dissatisfied employees at Shockley Semiconductor who left to pave their own path. Instead of scattering across the country they stuck together to form Fairchild Semi just down the road from Shockley in Mountain View. Many of those who left would do it again, with Intel, AMD and several other businesses within the same 10-20 mile radius. In doing so, they helped transform a valley of carrots, almonds, prunes, apricots and cherries into a valley of silicon.
Brian Dear’s book is an impressively research and documented tale about what was and could have been. I would easily consider this work to be among the Top 5 must read books on how our digital world came to be, including some of the pitfalls we face today, on a much larger scale.