It is Thursday afternoon and there are forty-one items in your queue. Each one has been checked already by something better at checking than you are, and each one carries a small green mark to say so. You approve all forty-one. It takes under two minutes.

Three weeks later somebody has printed out item nineteen.

She wants to understand your reasoning. And here is what you say, because it is true and because there is nothing else to say. It came through flagged as clear. The system had already checked it. You approved what was put in front of you.

There is a name for this

Automation bias. It has been measured since the nineteen nineties, in cockpits, in hospitals, in reading rooms, and the finding is always the same. People check less once a machine has checked first. Not because they are careless. Because that is what checking a checker does to a person.

The research has a second half that almost nobody quotes, and it says the opposite. People also reject machine advice, stubbornly, often after watching it fail a single time. Both findings are real. The sentence that holds them together is the argument of this book. Aversion is what people do when they see the mistake. Bias is what happens when they do not.

What this book is

An account of how approval quietly replaced decision, and of what it costs when the signature is yours and the judgment was not. Twenty-five chapters in five parts, built on the research and on documented cases in which a system acted, a person signed, and the person answered for it.

What this book is not

It is not a warning about the future and it is not a case against the technology. Nothing in it asks you to switch anything off. There are no predictions, no ten-year scenarios and no villains. The subject is a two-second movement you make several times a day without noticing.

Read it if

you have caught yourself saying that the system had it flagged
your name goes on decisions that were settled before they reached you
you are asked to oversee work you could not have done yourself
you want to know the three conditions that turn oversight into a formality

Malcolm Ridge writes about responsibility in systems where the person who answers for a decision is no longer the person who made it.

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