Chris Hofstader writes:
Last week, Curtis Chong, the seemingly permanent president of The NFB in Computer Science (NFBCS) published an article in Braille Monitor highly critical of accessibility at Microsoft, especially of the accessibility on its Windows platform. Chong presents a number of indisputable facts with which I agree entirely, there are many things regarding accessibility to people with vision impairment that Microsoft does very poorly. Chong is also correct that accessibility across the Microsoft catalogue is highly inconsistent with some programs providing excellent coverage and others providing none at all. I applaud Curtis for the shedding light on the problems he describes and hope Microsoft will take action to remedy them as quickly as possible.
I also felt that Chong’s article was misleading, that it contained statements that were either inaccurate or unverifiable but, worst of all, it lacks detail in the historical context, an elephant sized hole in the story.
Over the past month or so, I’ve been exploring the concept of leadership in the blindness and technology space. I’ve talked about the changing leadership paradigm in, “Anarchy, Leadership and NVDA,” I’ve discussed leadership in innovation through traditional paths in my CSUN 2015 report and, in my article about Be My Eyes, I discussed another path a team had taken to lead a project of significant value. This article will, in the context of Chong’s piece, explore leadership in technology from NFB and how it, in my opinion, has been a failure for decades.
Hofstadter’s blogs are hit and miss for me, as I imagine they are for many people. Frequently, I disagree with him vehemently. But sometimes, to me at least, he hits the nail squarely on the head. This is one of those times.