"The Cosa Nostra of the Data Processing Industry" by Nathan Esmenger

In "The Cosa Nostra of the Data Processing Industry" by Nathan Esmenger, the increasingly tumultuous relationship between computer programmers and their managers in the dawn of the presence of digital technology is examined in depth. The article, written in 2010, although summarizing events of the mid-twentieth century, definitely points out ethical concerns and bigger issues that are timeless in the digital world.

To begin, it is essential to know the meaning of "cosa nostra," which is the mafia. This is fitting for the manner in which Esmenger portrays the early computer programmers hired by "software" companies looking to enter the digital world to further market competition; software was a loose term in the beginnings of the computer age used to denote any "computer based applications," and those who programmed it were part of an elite, mysterious group that could be compared to the nature of the mafia.  Esmenger often describes other people seeing programmers of this new "software" as having a "a patronizing edge" and "lacking professional standards and loyalties." With all of this in mind, it is only fair to bring up the fact that "the same qualities that had previously been seen as essential indicators of programming ability...now began to be perceived as merely unprofessional." The "brain business" established in the 1960s opened the doors to a new corporate world of those programming software and those managing them who did not possess the same skills (or personality traits for that matter).

The rising cost of developing computer programs was the culprit for tension between those programming said applications and their corporate managers, according to Esmenger. Many managers, under a different work ethic than the programmers, saw their employees as not fit for a professional setting, appearing unkempt and keeping odd work hours. It was also a matter of personality differences. Programmers were callous and introverted yet brilliant in their craft, while their managers were driven by more traditional views of workplace success, and a fear that their jobs were threatened by the very technology being produced by their employees, the programmers. It is here that the debate opens up for discussion.

While Esmenger says studies can claim that interpersonal skills are directly correlated with computer programming ability, I find this point to be moot. The thing is, we will always need people to produce technology for tomorrow, and because many of us don't have the competance to create these requisites for new digital products, there shouldn't be a need for concern. I don't know how to change the oil on my car, but I'm not afraid the mechanic is going to somehow hold dominion over society because he possesses a skill I do not.

I think the major concern of the relationship between programmers and their managers forty to fifty years ago stems from the fact that little was known about the future of digital technologies at the time, and managers may not have been able to comprehend the boundaries of technology that are inherently in place. The human mind is more complex and all-seeing than any piece of technology will ever be, based on the mere fact that the human race is the only species with the power to reason. Had the managers of the time been able to see this, I think their paranoia would have subsided and led to far more peaceful interaction between their employed programmers.