ABSTRACT
In the 1970s environment, there were no computers present in the workplace and, although computing was used in the background, the level of automation and computerised support was low. The changes that have happened can, for instance, be seen by comparing a work setting from the early 1970s with a work setting about 40 years later. Work-As-Imagined comes from the tradition established by Scientific Management Theory of decomposing tasks and activities as a starting point for improving work efficiency. The undeniable accomplishments of this technique provided the theoretical and practical foundation for the notion that Work-As-Imagined was a necessary and sufficient basis for safe and effective work. Adverse outcomes could therefore be understood by considering the preceding events as components, and finding those that had failed. Safety could similarly be improved by carefully planning work in combination with detailed instructions and training.
