In last week's column the subject was about propellerheads -- those in the information technology departments -- and how executives needed to incorporate them into their business strategies.

Soon after the column appeared I was approached by in a bar by a fly who jokingly berated me for being off focus.

"What are you doing writing about propellerheads?,'' he said. "Your column is about gadgets. Technology is about gadgets.'' Technology is about "gadgets'', those things or systems that make the world hum. But its also about humans. One could even go as far to say technology is mainly about humans. To use a mixed metaphor, what cranks my gears is the interface which occurs between technology and society.

The creation of new technology goes on all the time. Compared to getting humans used to the technology, however, that's a breeze.

"One of the greatest pains to human nature is the pain of a new idea,'' Walter Bagehot, the late economist and editor of The Economist magazine, said.

One could add: One of the greatest pains to human nature is the pain of a new technology. The introduction of the computer and other technologies in the workplace has led to all sorts of problems. People either adjust and learn how to use the technology to their advantage, or they don't use it to its full advantage. The backward pretend it's not there. Nervous breakdowns have occurred. People have quit or been fired. Others have simply been left behind in some backwater cubicle shuffling papers around until they retire.

Investment banker and futurist William Knoke, author of "Bold New World: The Essential Road Map to the 21st Century'', believes connector technologies are breaking down hierarchies within organisations.

Technologies, such as e-mail, are a big threat to middle managers, who must now learn how to be more of a team player rather than the boss with all the power. Typically a worker in one department communicates with another department by going through their immediate supervisor, who then transfers the information or request up through the organisation. The information then filters down to the target department and then up and back down through the organisation.

"Traditionally, information flows slowly between departments,'' Mr. Knoke said. "Connector technologies are a threat to bosses. People can bypass the hierarchy. Managers typically don't know how to manage in that environment.'' Connector technologies are also allowing workers to do their jobs outside of the office environment. For many tasks they could be located anywhere they want. "Managers believe if they are not controlling you they are not doing their jobs, and if they can't see you, then you are not doing your job,'' he said.

Mr. Knoke also advises individual workers to take an aggressive tack when new technology gets introduced in their office, or they will get left behind.

As soon as any new gadget or system shows up, you should immediately set about learning how to use it -- even if it does not directly have something to do with your job.

Why? Because perhaps it might in the future. People have funny ways of discovering new uses for technology. The Internet is a good example. It was developed in the 1960s as a loose network without a central control for military and institutional use so any disruption of part of the system, as in the case of a war, could be easily bypassed through another part of the network.

People liked the concept and jumped into the network, creating the network and the various things we can do on it today.

"Individual workers have to learn to use connector technologies,'' Mr. Knoke said. "If your work introduces video conferencing, learn how to use it. Learn to use the fax machine.'' Another key stragegy is knowing which technology is appropriate for the message you want to get across.

"You can't do everything through one technology,'' he said. "It depends on the social environment and how well you know the person whether you chose to use e-mail, a fax, the telephone or meet them face to face. There has to be a feel as to how to use these things.'' It's a comparable situation to the carpenter who doesn't know how to use a hammer. He will be used to cut wood and do other things. But for the big jobs where other skills are needed he'll be left out.

"The big prize will go to those who know how to use the tools of information technology,'' Mr. Knoke said. "Information will be the back bone of wealth.'' Technology is about gadgets. It's also about people.

Tech Tattle is a weekly column which focuses on technological developments and computer industry issues. If you have any ideas for topics or a busienss you would like to discuss, please call Ahmed at 295-5881, ext. 248 or at home, 238-3854.