The Silicon Jungle by David Rothman

The Silicon Jungle, by David H. Rothman, published in 1985, serves as a practical, insightful guide for professionals and business owners navigating the early microcomputer revolution. Drawing on interviews with industry stars, consultants, and ordinary users, Rothman cuts through the technological jargon and sales hype that characterized the burgeoning computer industry. The book provides a detailed analysis of what makes good hardware and software, emphasizes humane management practices in the face of computerization (The Hal Syndrome), and explores future concepts like telecommuting and networking. Rothman’s core argument is that by prioritizing software usefulness, understanding market dynamics, and focusing on how computers relate to one’s job—rather than striving for unnecessary “computer literacy”—individuals can survive and thrive in what he calls the “Silicon Jungle”.

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Who May Benefit from the Book

• Top executives and mid-level managers.
• Small businessmen and professionals.
• New and prospective computer owners navigating sales hype.
• Individuals interested in computer security and workplace ergonomics.
• Managers seeking to implement telecommuting or networking.

Top 3 Key Insights

1. Software is crucial: Programs should be chosen first, prioritizing powerful, job-specific functions over merely easy-to-learn “snack-food programs”.
2. Cut through the hype: The industry is a “jungle,” requiring buyers to be wary of salespeople and focus on value and necessary specifications.
3. Humane systems pay off: Ergonomic equipment and thoughtful job design reduce employee stress, lower error rates, and increase efficiency.

4 More Lessons and Takeaways

1. The “Who-How Solution” must be applied when hiring consultants to ensure they possess the necessary expertise and deliver documented, timely work.
2. Adopting telecommuting and local area networks (LANs) reduces significant costs, such as real estate and energy, and allows access to a wider talent pool.
3. Data security is primarily a “people problem”; physical and electronic backups stored separately are essential to guard against both accidents and crime.
4. Employees must be trained on job-relevant computer skills, avoiding unnecessary technical jargon that can intimidate and sideline valuable workers (the “Mahony Advantage”).

The Book in 1 Sentence

This guide helps businesspeople navigate computer hype, choose powerful software, and implement efficient, humane micro systems.

The Book Summary in 1 Minute

The Silicon Jungle is an indispensable guide for surviving the early microcomputer revolution, focusing on practical application over technical jargon. The book emphasizes the Ten (Micro) Commandments, such as avoiding hype and choosing potent software tailored to one’s job, rather than “snack-food programs”. Rothman examines the fierce market battles between companies like Kaypro and Osborne, highlighting the superior value of machines like the Kaypro II for heavy word processing. Crucially, the text details how to hire consultants (using the Who-How solution), train employees humanely (avoiding “The Hal Syndrome”), and implement future-forward strategies like telecommuting and networking for efficiency and cost savings. Ultimately, the book asserts that success in the silicon age comes from listening, learning, and adopting technology wisely.

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Chapter-wise Book Summary

1 • The Silicon Jungle

“DON’T FALL FOR THE SOFT SELL—OR HARD SELL. THE COMPUTER BUSINESS IS A JUNGLE.”

The inaugural chapter establishes the market as a chaotic “jungle” where consumers must arm themselves with knowledge to avoid being victimized by hype. Rothman outlines his “Ten (Micro) Commandments” for successful computer selection and use, emphasizing that microcomputers, often selling for around $1,000 (with accessories), can perform sophisticated tasks such as word processing, spreadsheet creation, electronic messaging, and record keeping. A key principle is selecting software that relates directly to the user’s job and avoiding “snack-food programs,” which are easy to learn but lack utility for serious work. Furthermore, the chapter stresses the importance of profitability and humanity, recommending ergonomic equipment to prevent employee injury and enhance efficiency. It notes that high-tech gambles are risky, citing the bankruptcy of Osborne Computers.

• Avoid hype; the industry is a “jungle”.
• Choose software based on job function, not instant gratification.
• Ergonomics (humane equipment) improves efficiency and reduces errors.

2 • The Kaypro Phenomenon: How Solana Beach Took on Silicon Valley

“Kaypro had come out with a better machine. I bought one.”

This chapter narrates the competitive origins of the Kaypro microcomputer, developed by Andy Kay’s company, Non-Linear Systems (NLS), far south of Silicon Valley in Solana Beach. Kay, viewing himself as a “solver of problems” rather than an inventor, focused on refining existing technology. The Kaypro II was designed to counter rivals like the Osborne 1 by offering better features, including a superior screen, better keyboard, greater data storage capacity, and the crucial addition of twin disk drives for easier backups and handling large files. The Kaypro quickly earned praise, including the label of “the best dollar-for-dollar value,” due to its bundled software (including WordStar) and sturdy, repairable design. Kay personally mortgaged his home to fund the high-risk venture, driven by confidence in the project’s success.

• Kaypro successfully carved a niche by refining existing tech.
• Better screen, keyboard, and twin disk drives gave Kaypro an edge over Osborne.
• Kay risked personal wealth; confidence guided the venture.

3 • After the War

“Adam Osborne… would later confess to Popular Computing. ‘You’ve got to make those statements [knocking the Kaypro]. It makes good copy, damn it.’”

Chapter 3 focuses on the continuing competitive dynamics following the rise of Kaypro. Adam Osborne, having filed for bankruptcy, attempted a return with Paperback Software International, aiming to sell cheap programs, though this venture initially struggled with funding. The chapter highlights internal issues at Kaypro, including Andy Kay’s “feudal” management style which resisted professional managers and structural changes, contributing to software bugs in newer models. The market was aggressively shifting towards 16-bit machines and new flat-screen portables like the Morrow Pivot and Data General/One, threatening Kaypro’s reliance on 8-bit CP/M technology. The fierce competition underscores the manufacturer’s dilemma of needing innovation versus relying on profitable, older technology.

• Osborne pivoted to selling budget-priced software.
• Kaypro faced challenges due to management rigidity and 8-bit allegiance.
• New portable competitors (Pivot, Data General/One) threatened Kaypro with IBM compatibility and flat screens.

4 • WordStar: The Creators

“WordStar is to micro software what Citizen Kane is to movies: it is old—by computer standards, anyway—but it’s one of the best of its kind.”

This chapter delves into the origins of WordStar, a foundational and widely used word-processing program. Developed by Seymour Rubinstein (who provided the market vision) and Rob Barnaby (the brilliant coder), WordStar was built for the “production typist” requiring both speed and accuracy. Science-fiction author Arthur C. Clarke enthusiastically endorsed it, claiming it “doubled [his] production”. WordStar’s quality rested on rigorous criteria: minimizing bugs, offering speed/power (e.g., global search and replace), flexible use for both beginners and pros (adjustable help menus), and reliable damage limitation (creating electronic carbon copies). Rubinstein ensured the program incorporated features from expensive dedicated word processors while avoiding built-in function keys that slowed typists down.

• WordStar, created by Rubinstein and Barnaby, revolutionized word processing.
• It is praised for speed, power, and ability to handle long documents (disk-based).
• Key criteria for software evaluation are detailed, including support, documentation, and customization.

5 • The Select Word Processor: Martin Dean versus the Command-Driven Restaurants

“She was vehement. She wasn’t going to spend the seventy hours she felt it would take to master WordStar.”

Chapter 5 examines the controversy surrounding “user-friendly” software, focusing on the Select word processor, which prioritized ease of learning over power. Martin Dean, Select’s champion, promoted menu-driven systems, arguing that command-driven software was cumbersome. Although Select boasted a tutorial disk and was reportedly mastered quickly (90 minutes versus 50 hours for WordStar, according to some claims), the author found it “tediously cumbersome” for heavy use. The essential trade-off is highlighted: while novices benefit from guided menus, experienced users who memorize commands are slowed down by strictly menu-driven formats; this is when “user friendliness” becomes “antiuser pushiness”. The choice depends entirely on the user’s needs: power-seekers prefer WordStar-style efficiency, while casual users might prefer Select-style simplicity.

• Select was marketed as easy/menu-driven, contrasting with powerful WordStar.
• Menu-driven systems may slow down regular users accustomed to commands.
• Users must choose software that aligns with their needs (speed vs. ease of learning).

6 • Three Software Stories: Motorcycles, Homes, and the $200,000-a-Year Disk

“The problem is that dBASE II would work fine with my budget summaries for my houses, except they require sixty fields and dBASE II is limited to thirty-two.”

This chapter illustrates software concepts through three business case studies. Ed Boland, an accountant, encountered severe difficulties implementing off-the-shelf accounting software for a complex business structure (holding company and five subsidiaries), demonstrating that such programs often require expensive customization and consulting. Conversely, construction executive Charlie Bowie successfully employed the data-base program dBASE II for loan tracking and the spreadsheet program Multiplan for budgeting, anticipating annual savings of $50,000. Finally, Alan Scharf, a real estate executive, saved his employer $200,000 a year by using the integrated software Lotus 1-2-3 on a 16-bit IBM PC for complex financial calculations (simultaneous equations), proving that powerful, specialized software provides a significant competitive advantage.

• Accounting software often requires consultants or deep technical knowledge.
• Spreadsheets (VisiCalc, Multiplan) justify micro existence by speeding up complex calculations.
• Integrated software (Lotus 1-2-3) maximizes speed and power for demanding users.

7 • Graphics (or How a Mouse Helped Joe Shelton’s Friends Stop Feeling Like Rats)

“A little Macintosh won’t replace your art department, but it might enable you to whip up flashy graphs to impress your customers.”

Chapter 7 focuses on how graphics, increasingly practical on inexpensive micros like the Apple Macintosh (often utilized with a “mouse”), can be used to simplify and prioritize complex business data. Examples include using Mac for architectural drawings, ad mock-ups, and orchard layouts. A crucial business application is using Project Evaluation Review Techniques (PERT) software to graphically chart project dependencies and maintain schedules, preventing critical items (like “The Missing Cafeteria” example) from being overlooked. While current inexpensive systems may not produce professional-quality final ads, they excel at drafts. General graphics tips stress simplification: use clear chart types (line, bar, pie), limit visual clutter like grid lines, and ensure accompanying captions are lively.

• Computer graphics (e.g., on Mac) simplify complicated data and streamline drawings.
• PERT software helps planners visualize project dependencies and set priorities.
• Graphics should be simple, lively, and accompanied by informative captions.

8 • People: The Who-How Solution

“A good consultant… could write or install a new program… in an effective way (the ‘How’), justify his actions (the ‘Why’), and ideally do everything at a reasonable price (the ‘How much’)…”

This chapter introduces the Who-How Solution—a framework using the five Ws and H (Who, What, Why, When, Where, How, How much) to make crucial decisions about hiring consultants and training staff. Stewart Research wasted $40,000 hiring consultants who were “learned in computers” (aircraft carrier systems) but lacked the specific micro data base expertise needed, illustrating the risks of trusting credentials over relevant skill. When selecting, scrutinize the consultant’s references, check for conflicts of interest (e.g., selling hardware), and insist on a clear, written contract. Separately, the chapter explores training woes through the “Mahony Advantage”: veteran news editor Jim Mahony was sidelined due to overwhelming technical jargon and irrelevant training, demonstrating that companies risk losing invaluable institutional knowledge if they fail to computerize humanely.

• Use the Who-How Solution to vet consultants and focus training.
• Consultants must possess expertise relevant to the client’s micro needs; not just mainframe skills.
• Avoid technical jargon and irrelevant training to keep experienced employees productive and reduce stress.

9 • The Hal Syndrome

“The best weapons against Hal are good, common-sense ones, like viewable screens and easy-to-use keyboards, which can cut down on headaches and backaches.”

Named for the hostile computer HAL, this chapter tackles ergonomics—the human-machine interface—to minimize physical and psychological stress. Good ergonomics is achieved through measures such as choosing detachable keyboards (allowing users to adjust their distance from the screen), adjustable chairs, and proper lighting (indirect lighting is optimal for VDT work). The author warns against the stress and high error rates associated with centralized word processing pools, advocating for decentralized systems that integrate secretaries closer to their managers. When procuring equipment, managers should prioritize screen quality (legibility, contrast, size) to avoid eyestrain, noting that even executives benefit from good keyboards for tasks like word processing drafts.

• Ergonomics is crucial: use detachable keyboards, adjustable chairs, and indirect lighting.
• Centralized word processing pools reduce morale and efficiency.
• Prioritize screen legibility (size, dot matrix, contrast) to avoid eyestrain.

10 • Jewels that Blip

“A store can only sell you a computer, not common sense.”

Chapter 10 discusses the critical need for data security, stressing that accidental loss (like fire or spills) is often a greater threat than sophisticated criminal hacking. The “major precept” of security is religiously creating backups and storing copies in a separate location. The chapter reviews common computer crimes, including data diddling (fiddling data during entry), Trojan horse tricks, and the Salami trick (stealing small fractions of money). Since security is fundamentally a “people problem,” companies must implement sensible hiring policies, conduct surprise audits, enforce mandatory vacations (to reveal ongoing fraud), and rotate duties. For hardware, using 16-bit or 32-bit systems allows for more elaborate codes, and implementing user-privilege levels ensures only authorized staff can access sensitive data.

• Data loss often results from accidents (fire, spills) or sloppiness, making backups mandatory.
• Computer crime is usually opportunistic (data diddling, salami tricks), requiring vigilance and internal audits.
• Security is a “people problem”; enforce good policies, privacy, and control access.

11 • Wired to Work

“It seems foolish for me to get in a car to go to an office… if I can go to that office by phone.”

This chapter champions telecommuting (or “electronic cottages”) as a trend that is both productive and humane, arguing that companies are not yet tapping its full potential. John Fuller, a Navy consultant, successfully became a “do-it-yourself” telecommuter by using his personal micro and modem, gaining productivity by eliminating his rush-hour commute. Economically, telecommuting is advantageous: calculations show a home office scenario can save up to $8,200 per employee over five years compared to a downtown office, mainly due to real estate savings. Successful telecommuting requires self-discipline and is best suited for jobs like writing or sales that require low public/coworker contact. However, the shift must be managed carefully to avoid a “Mae West employment profile,” where fewer mid-level supervisors are needed, potentially limiting clerical promotion paths.

• Telecommuting increases productivity and saves significant costs (real estate, energy).
• Success requires self-discipline and a job that minimizes face-to-face interaction.
• The shift to remote work can lead to a “Mae West employment profile” (fewer mid-level supervisors).

12 • How I Found “God” on MCI (and a Few Other Odds and Ends About Electronic Mail)

“You can ask people questions and say things without confronting them directly.”

Electronic Mail (E-Mail) networks, such as MCI Mail, are presented as a speedy alternative to conventional communication, mitigating “telephone tag” and aiding travelers. E-Mail capabilities range from acting as a simple answering box to an intelligent communications device. Services like MCI allow connectivity to Telex and offer access to information utilities like the Dow Jones News/Retrieval Service for low-cost, timely business information. For small businesses, E-Mail and commercial data banks (like Dialog) allow for professional networking and rapid retrieval of specific facts. The lack of visual cues in E-Mail means users must be mindful of tone and may choose to type “Chuckle” to indicate sarcasm.

• E-Mail provides rapid communication, eliminating “telephone tag” and aiding travelers.
• Networks (MCI Mail, CompuServe) facilitate professional networking and low-cost information retrieval (Dow Jones).
• Users must be aware of privacy issues and technical glitches (e.g., lack of standard codes for formatting).

13 • Net Gain$

“Don’t be expensively trendy. You have just three other people in the office, and the paperwork isn’t piled that high? Then you might be much better off trading floppies.”

This chapter details Local Area Networks (LANs), which allow computers within the same office to share programs, peripherals, and data, offering significant cost savings (e.g., Carsonville saved $1,000 per staffer annually). Networking is recommended when multiple users must constantly access the same data base (like inventory). The selection process must consider the necessary topology (Bus, Star, Ring), speed, and file-sharing capabilities. Crucially, the sources warn that successful networking requires employee discipline and teamwork, as carelessness can destroy shared files. Network management must be structured to ensure proper maintenance (the “network janitor”) and security through passwords and user-privilege levels.

• Networks (LANs) save money by allowing shared resources (e.g., hard disks, printers).
• Successful networking demands employee teamwork and disciplined file maintenance.
• Key factors in choice include topology (Bus, Ring, Star), speed, and security features.

14 • As The Jungle Thickens (AKA the Great Modeming)

“I am happy to greet the geniuses who made me a born-again writer. Having announced my retirement in 1978, I now have six books in the works and two portables—all through WordStar.”

This chapter, framed by the author’s challenging attempt to establish a modem link with Arthur C. Clarke in Sri Lanka, examines the future (c. 2001) of microcomputing. The connection faced compatibility issues (software mismatch) and unreliable phone service, highlighting the vital need for standardized global systems. Clarke predicts that technology will not replace physical books but supplement them (e.g., encyclopedias and directories). He also forecasts a future where the “office will be in the micro,” contained within an attaché case, accessible via universal networks. The director of 2010, Peter Hyams, successfully used E-Mail to consult with Clarke, proving that text-based communication could build rapport over vast distances. The chapter concludes that by using persistence and making smart, humane choices, the computer world becomes not just survivable, but friendly.

• Communication struggles highlight the critical need for standardized systems and universal networks.
• Clarke predicts the “office will be in the micro” via portable computers and networks.
• Technology will supplement but not replace physical books.

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Notable Quotes from the Book

1. “David Rothman’s SILICON JUNGLE is an aphrodisiac for anyone interested in the computer revolution. There is a real sense of self-liberation for the reader, in whose mind the dawn lights up the incredible, awful, wonderful reach of the little computer chip.” (William F. Buckley, Jr.)
2. “The only thing you worry about with computers is ‘Should I wait until something better comes along?’”
3. “I, too, was sorry he’d failed. Osborne’s was the first company to produce a bargain-priced business computer with good, free software thrown in.”
4. “You can use a calculator without being—as one man put it—‘calculator literate.’ Why must you be ‘computer literate’?”
5. “The only way you’re going to learn—is sit down and not be afraid of it.” (Esther King)
6. “The worst thing… is when things come by me with wrong spelling, wrong information… But that’s not how they judge me. It’s by the number of keystrokes.”
7. “Hacking is more an addiction to be tamed.”
8. “You’ll find time. You can do it in just a minute or so. You can even use a scratch disk to be safe.” (Michael Canyes, regarding backups)
9. “You can’t have a mom-and-pop steel mill. You can have a mom-and-pop information factory.” (David Snyder)
10. “If you’re a businessman shopping for a word-processing computer, a good salesman can tell you how many double-spaced pages each of your floppy disks will be able to hold.”

About the Author

David H. Rothman is the author of The Silicon Jungle, which provides a comprehensive, practical guide to microcomputing published in 1985. He wrote the book based on his personal experience as a user, utilizing a Kaypro II computer and his preferred software, WordStar. Rothman corresponded with various public figures for the book, including William F. Buckley, Jr., and science-fiction legend Arthur C. Clarke. Rothman’s editor, David Fay Smith, is also the author of A Computer Dictionary for Kids and Other Beginners. Rothman previously worked as a reporter in Lorain, Ohio, and his writing style emphasizes guiding readers through complex technical matters in “plain English”. He lives in the Washington, D.C., area, maintaining his status as a “computer communications junky” through his continued use of modems.

How to Get the Most from the Books

Focus on the business concepts and warning signs presented, recognizing that specific software and hardware are constantly evolving. Use the comprehensive backup chapters for detailed buying advice and technical tips.

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Conclusion

The Silicon Jungle provides enduring principles for navigating technological change, moving beyond mere product reviews to offer fundamental strategies for successful integration of microcomputers in business life. Rothman’s “Ten (Micro) Commandments” guide the reader past sales hype toward systems that offer tangible value and power, exemplified by the detailed case studies on software use and the market battle between Kaypro and Osborne. The book emphasizes that technical competence must be paired with human factors: managers must adopt ergonomic practices to combat “The Hal Syndrome” and train employees humanely to retain invaluable talent. Ultimately, Rothman encourages businesspeople to show persistence and sense, leveraging innovative technologies like networking and telecommuting to ensure the competitive survival of their organizations in the increasingly connected—yet chaotic—digital age.