The document discusses several key points about technological change:
1) Technological change inevitably leads to social change but does not affect all people equally, creating both winners and losers.
2) Technological change extracts costs and may require changes to habits and attitudes.
3) The development and adoption of new technologies is shaped by the distribution of power and can be used to address technical or non-technical problems.
Building the creative/design economy - presentation to Chamber of Commerce wo...Alan Freeman
I gave this presentation to a workshop set up by the Winnipeg Chamber of Commerce for creative and design businesses and not-for-profits, which took place in June 2015.
The Second Machine Age, Sustainability and the Leaders of the XXI CenturyJavier Santoyo
As AI and Automation are rapidly altering approaches to the production of goods and delivery of services, there are many implications for labour markets around the world. These changes are having significant impacts on job availability, type and quality in the global economy—eradicating certain jobs while creating new ones, and demanding new skills from employees worldwide. Just as these forces can be powerful drivers of business opportunities and improved well-being, they can also present a host of risks for people and business.
Building the creative/design economy - presentation to Chamber of Commerce wo...Alan Freeman
I gave this presentation to a workshop set up by the Winnipeg Chamber of Commerce for creative and design businesses and not-for-profits, which took place in June 2015.
The Second Machine Age, Sustainability and the Leaders of the XXI CenturyJavier Santoyo
As AI and Automation are rapidly altering approaches to the production of goods and delivery of services, there are many implications for labour markets around the world. These changes are having significant impacts on job availability, type and quality in the global economy—eradicating certain jobs while creating new ones, and demanding new skills from employees worldwide. Just as these forces can be powerful drivers of business opportunities and improved well-being, they can also present a host of risks for people and business.
TECH 1940 Science & Tech? Science vs. Tech?Paul Cesarini
This slidecast covers content from Unit 1 of TECH 1940: Inquiry in Science & Technology, taught by Dr. Paul Cesarini, at Bowling Green State University.
Innovation technology questions1 Explain how computer-aided de.docxjaggernaoma
Innovation technology questions
1 Explain how computer-aided design and flexible manufacturing technologies help create small niches in the market place. Provide an example to illustrate your answer
Answer: Computer-aided design and flexible manufacturing help create small niches in the marketplace by allowing firms to develop and produce a greater number of versions of their products. This means that companies can now tailor their offerings to small niches in the marketplace. For example, in 2012, Toyota offered 16 different passenger vehicle lines under the Toyota brand (e.g., Camry, Prius, Highlander, and Tundra). Within each of the vehicle lines, Toyota also offered several different models (e.g., Camry L, Camry LE, Camry SE) with different features and at different price points. Students’ answers will vary.
Page: 1
2At a retreat by the Cleveland City Council, community leaders held a discussion on attracting and developing new businesses and increasing employment rates in the city. One leader suggested that the city should consider sponsoring a business incubator. Explain what an incubator is and how this might help the city meet its goals. What other ideas should be considered
Answer: An incubator is an institution designed to nurture the development of new businesses that might otherwise lack access to funding or advice. It allows companies to share costs and resources until they can stand on their own. If an incubator were started in Salisbury, it would help new businesses to grow and prosper. These businesses could then move out to locations of their own and hire local residents as employees. The city would not have to offer tax breaks or compete with other cities for the location of existing companies, but would be growing their own businesses.
Page: 29-31
3 How can the s-curves be used as a prescriptive tool? What would be the limitations of this approach?
Answer: Managers can use the s-curve model as a tool for predicting when a technology will reach its limits and as a prescriptive guide for whether and when the firm should move to a new, more radical technology. Firms can use data on the investment and performance of their own technologies, or data on the overall industry investment in a technology and the average performance achieved by multiple producers. Managers could then use these curves to assess whether a technology appears to be approaching its limits or to identify new technologies that might be emerging on s-curves that will intersect the firm’s technology s-curve. Managers could then switch s-curves by acquiring or developing the new technology.
However, there are many limitations to doing this. First, it is rare that the true limits of a technology are known in advance, and there is often considerable disagreement among firms about what a technology’s limits will be. Second, the shape of a technology’s s-curve is not set in stone. Unexpected changes in the market, component technologies, or complementary techno.
The previous chapters pointed out that technological innovation can come from many sources and take many forms. Different types of technological innovations offer different opportunities for organizations and society, and they pose different demands upon producers, users, and regulators. While there is no single agreed-upon taxonomy to describe different kinds of technological innovations, in this chapter we will review several dimensions that are often used to categorize technologies. These dimensions are useful for understanding some key ways that one innovation may differ from another. The path a technology follows through time is termed its technology trajectory. Technology trajectories are most often used to represent the technology’s rate of performance improvement or its rate of adoption in the marketplace. Though many factors can influence these technology trajectories (as discussed in both this chapter and the following chapters), some patterns have been consistently identified in technology trajectories across many industry contexts and over many periods. Understanding these patterns of technological innovation provides a useful foundation that we will build upon in the later chapters on formulating technology strategy. The chapter begins by reviewing the dimensions used to distinguish types of innovations. It then describes the s-curve patterns so often observed in both the rate of technology improvement and the rate of technology diffusion to the market. In the last section, the chapter describes research suggesting that technological innovation follows a cyclical pattern composed of distinct and reliably occurring phases.
.
Technology change & the rise of new industriesJeffrey Funk
Using an analysis of many existing and emerging industries, this book (to be published by Stanford University Press) shows how one can analyze the timing of new industry formation. It does this by analyzing the improvements in cost and performance that have enabled new technologies to become economically feasible.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxdomenicacullison
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxlorainedeserre
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo ...
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
TECH 1940 Science & Tech? Science vs. Tech?Paul Cesarini
This slidecast covers content from Unit 1 of TECH 1940: Inquiry in Science & Technology, taught by Dr. Paul Cesarini, at Bowling Green State University.
Innovation technology questions1 Explain how computer-aided de.docxjaggernaoma
Innovation technology questions
1 Explain how computer-aided design and flexible manufacturing technologies help create small niches in the market place. Provide an example to illustrate your answer
Answer: Computer-aided design and flexible manufacturing help create small niches in the marketplace by allowing firms to develop and produce a greater number of versions of their products. This means that companies can now tailor their offerings to small niches in the marketplace. For example, in 2012, Toyota offered 16 different passenger vehicle lines under the Toyota brand (e.g., Camry, Prius, Highlander, and Tundra). Within each of the vehicle lines, Toyota also offered several different models (e.g., Camry L, Camry LE, Camry SE) with different features and at different price points. Students’ answers will vary.
Page: 1
2At a retreat by the Cleveland City Council, community leaders held a discussion on attracting and developing new businesses and increasing employment rates in the city. One leader suggested that the city should consider sponsoring a business incubator. Explain what an incubator is and how this might help the city meet its goals. What other ideas should be considered
Answer: An incubator is an institution designed to nurture the development of new businesses that might otherwise lack access to funding or advice. It allows companies to share costs and resources until they can stand on their own. If an incubator were started in Salisbury, it would help new businesses to grow and prosper. These businesses could then move out to locations of their own and hire local residents as employees. The city would not have to offer tax breaks or compete with other cities for the location of existing companies, but would be growing their own businesses.
Page: 29-31
3 How can the s-curves be used as a prescriptive tool? What would be the limitations of this approach?
Answer: Managers can use the s-curve model as a tool for predicting when a technology will reach its limits and as a prescriptive guide for whether and when the firm should move to a new, more radical technology. Firms can use data on the investment and performance of their own technologies, or data on the overall industry investment in a technology and the average performance achieved by multiple producers. Managers could then use these curves to assess whether a technology appears to be approaching its limits or to identify new technologies that might be emerging on s-curves that will intersect the firm’s technology s-curve. Managers could then switch s-curves by acquiring or developing the new technology.
However, there are many limitations to doing this. First, it is rare that the true limits of a technology are known in advance, and there is often considerable disagreement among firms about what a technology’s limits will be. Second, the shape of a technology’s s-curve is not set in stone. Unexpected changes in the market, component technologies, or complementary techno.
The previous chapters pointed out that technological innovation can come from many sources and take many forms. Different types of technological innovations offer different opportunities for organizations and society, and they pose different demands upon producers, users, and regulators. While there is no single agreed-upon taxonomy to describe different kinds of technological innovations, in this chapter we will review several dimensions that are often used to categorize technologies. These dimensions are useful for understanding some key ways that one innovation may differ from another. The path a technology follows through time is termed its technology trajectory. Technology trajectories are most often used to represent the technology’s rate of performance improvement or its rate of adoption in the marketplace. Though many factors can influence these technology trajectories (as discussed in both this chapter and the following chapters), some patterns have been consistently identified in technology trajectories across many industry contexts and over many periods. Understanding these patterns of technological innovation provides a useful foundation that we will build upon in the later chapters on formulating technology strategy. The chapter begins by reviewing the dimensions used to distinguish types of innovations. It then describes the s-curve patterns so often observed in both the rate of technology improvement and the rate of technology diffusion to the market. In the last section, the chapter describes research suggesting that technological innovation follows a cyclical pattern composed of distinct and reliably occurring phases.
.
Technology change & the rise of new industriesJeffrey Funk
Using an analysis of many existing and emerging industries, this book (to be published by Stanford University Press) shows how one can analyze the timing of new industry formation. It does this by analyzing the improvements in cost and performance that have enabled new technologies to become economically feasible.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxdomenicacullison
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo.
305C h a p t e r19 Technology Roadmap Benefits, Eleme.docxlorainedeserre
305
C h a p t e r
19 Technology Roadmap: Benefits, Elements, and Practical Steps1
If you don’t know where you are going, any road will get you there.
Lewis Carroll (1865)
The preceding quote applies rather well to technology roadmaps. In the past, companies have followed a number of different technology paths that have not always led to the “promised land” despite conscientious effort. There are
many reasons for this. First, the target evolves, which means that development of a
technology roadmap should be an ongoing process. To continue the analogy, we are
forever “traveling” but never “arriving.” Second, technology has many different
masters. Vendors, trade associations, standards-setting boards, alliance and/or trade
partners, mergers and acquisitions, growth and expansion, strategic directional change,
new technological development, and economic shifts (e.g., price performance, adoption
patterns, and obsolescence) are all continuously influencing where companies want
to go with technology. Third, unexpected roadblocks occur (e.g., the company that
produces the application platform that runs your business declares bankruptcy). If
building and evolving a technology roadmap were easy, it would always be done well.
Why do we need a technology roadmap? IT managers believe that without the
guidance of a roadmap, their companies run the risk of making suboptimal decisions—
technology choices that make sense today but position the company poorly for the
future. There is also a strong sense that the exercise of developing a technology roadmap
is valuable even if the actual roadmap that is developed is subject to change. Another
adage that applies is, “Plans are nothing; planning is everything.” It is through the artic-
ulation of a technology roadmap that you learn what you did well, where you failed,
and how to improve the process. Finally, a technology roadmap limits the range of
technology options and reduces the decision-making effort compared to facing one-off
1 This chapter is based on the authors’ previously published article, McKeen, J. D., and H. A. Smith, “Creating
and Evolving a Technology Roadmap.” Communication of the Association for Information Systems 20, no. 21
(September 2006): 451–63. Reproduced by permission of the Association for Information Systems.
M19_MCKE0260_03_GE_C19.indd 305 12/3/14 8:54 PM
306 Section IV • IT Portfolio Development and Management
decisions repeatedly over time. Because a roadmap has cast the evolution of technology
on a defined path, it means that an organization can simply accept this decision and not
revisit it continuously. Thus, a technology roadmap reduces the organization’s cogni-
tive workload.
This chapter begins with a general discussion of technology roadmaps and
presents a model to explain various input factors. It then describes each of the compo-
nents of a technology roadmap and offers advice derived from the shared experiences
of the fo ...
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Disruptive Innovations are based frequently on technology but they actually mean a new business model.
This brief presentation aims to summarize a set of studies about disruptive innovation done at 2013.
This slidecast covers the seven stages in the life cycle of a technology, based on concepts and ideas from noted futurist and technologist Raymond Kurzweil.
Technological change-to-social change example: highways & automobiles. Other examples? Good / evil examples: nuclear reactor technology can be used to generate electricity to light entire cities or power submarines, but can also be used to create nuclear warheads that can be launched from submarines to destroy cities.
These examples could also be used in the “winners / losers” bullet, from previous slide Technology does not yield its benefits without exacting a cost: Constant retraining [relevance by version numbers] NYC Taxi drivers / GPS (credit cards) WGA strike of 2008 Dockworker / longshoreman stand-off over PDAs
NYC Taxi Technology Enhancement Changes required before January 2008 13,000 taxis 44,000 drivers Credit card reader G.P.S./Passenger information monitor NYC Taxi Technology, cont. “ The new technology includes G.P.S. devices that track each vehicle’s location, automating the trip sheets that drivers have long kept by hand. The technology also allows for the city to send text messages to drivers, alerting them, for example, to property left in cabs and to traffic disruptions.” NYC Taxi Technology, cont. Convenience for passengers/drivers Credit card fees ≈ 5% loss New York Taxi Workers Alliance Fighting changes for 3 years Strike Sept. 5 and 6 About 8000 drivers Will this group make an impact? Show “Divided over tax tech” NYT video
Longshoremen, average pay: $106k Used clipboards for years PDA w/barcode scanners introduced, for efficiency Longshoreman balked, concerns over job loss Economy stalled for weeks Saturday, Oct. 05, 2002 A dockworker's job has long been dirty and dangerous, as memorialized in the Marlon Brando movie On the Waterfront. Workers have struggled against shipping magnates and corrupt union bosses alike to improve working conditions and push full-time wages up to an average of $106,000 a year. But in the proud history of the longshoremen, this is surely the first time ports have been shut down to preserve the right of a few hundred unionized shipping clerks to keep using pencils and clipboards instead of computers and electronic scanners. That, at least, is the view of the shipping companies and operatorsthat locked out their 10,500 dockworkers on the West Coast after accusing them of staging a slowdown to resist the introduction of much-needed new technologies. Within days, the $300 billion in cargo that each year surges through the 29 Pacific ports had come to a standstill. Some 160 ships loaded with everything from bananas to Nissan 350Zs began stacking up around the harbors of San Diego, Los Angeles, Oakland, Calif., Portland, Ore., and Seattle while idling truck drivers were loaded down with wine, apples and cotton#151;the perishable exports of U.S. farmers and companies needing to sell their goods around the world. While the International Longshore and Warehouse Union and port employers resumed contract talks with the help of a federal mediator, little progress was evident. The impasse was costing businesses an estimated $2 billion a day, and threatened an already slumping U.S. economy that depends more than ever on a just-in-time supply chain. The West Coast docks support an estimated 4 million jobs across the U.S. In Fremont, Calif., an auto assembly plant owned jointly by GM and Toyota had to stop production for lack of engines and transmissions, idling 5,100 workers. Such retailers as the Gap, Target and Wal-Mart, which expect to do 40% of their annual business during the holiday season, would suffer a blow to their profits from any long disruption in supplies of toys, apparel and appliances from the Far East. "Everything is backing up like plumbing," says Robin Lanier, executive director of the West Coast Waterfront Coalition, which represents retailers and manufacturers that depend on the ports. The coalition has called on President George W. Bush to use his authority under the Taft-Hartley Act to impose an 80-day cooling-off period. But as long as a mediator is meeting with both sides, Bush is unlikely to intervene. Though they serve as a gateway to the U.S. tech economy, some corners of the West Coast ports still operate as if they're stuck in the early 1900s, costing an estimated $1 billion in inefficiencies each year. Many clerks carry clipboards, tracking transactions with grease pencil and paper. When they use computers, they usually insist on re-entering all data themselves, even though it could easily be transmitted electronically from other ports. Modern ports in Rotterdam, Hong Kong and Singapore move three times as many trucks through their terminals every hour as their West Coast counterparts do. With West Coast cargo volume expected to double in the next decade, shipping companies and port operators want to deploy everything from bar-code scanners and smart cards to remote cameras and sophisticated tracking software. Truckers would no longer have to fill out long forms about what they're picking up or dropping off; they could instead slide an electronic card through a reader or use a radio-frequency-controlled fast pass and be immediately dispatched to the right location. More than the technology itself, the real issue, as with so many labor-management face-offs, is control. Management has promised to find new jobs at the same wages for 300 to 400 clerks who would be displaced by the new automated systems, but the union wants assurances that any newly created jobs will fall under its jurisdiction instead of being outsourced. "If the work changes," says union spokesman Steve Stallone, "we just want to ensure that we're the ones still doing the work." In today's hard times, though, the rest of the country mainly just wants to ensure that the work gets done.
Dockworker standoff, cont. “ Within days, the $300 billion in cargo that each year surges through the 29 Pacific ports had come to a standstill. Some 160 ships loaded with everything from bananas to Nissan 350Zs began stacking up around the harbors of San Diego, Los Angeles, Oakland, Calif., Portland, Ore., and Seattle.” Standstill cost est. $2 billion / day Good example of how technological Change takes place, or doesn’t, based on power of particular group, at particular time.
“ If the work changes,” says union spokesman Steve Stallone, “we just want to ensure that we're the ones still doing the work.”
The dockworker strike of 2002 was: A courageous struggle for longshoremen to hold onto their jobs A selfish attempt for overpaid workers to keep technological change at bay. Neither, or somewhere in between
Show “Why We Fight” & SNL videos
The WGA strike of 2007 was: A courageous struggle for writers to receive fair compensation A selfish attempt for writers to keep technological change at bay. Neither, or somewhere in between
What are some additional examples of a technological fix? (glasses, coats, cars, oven mitts, phones, etc.)