Read the following passage and questions, then choose the right answer from options, the answer should be one of A, B, C, D.

<passage>:
COMPLEXITY AND HUMANITY We have all seen the images. Volunteers pitching in. People working day and night unpredictability makes it unwise to build systems that take too much away from what human beings do best: look, think, innovate, adapt, discuss, learn, and repeat. That is why we have seen many more systems take on a loose, human centric model in the last decade and a half: from structured model put in place by Henry Ford, to the Internet’s radical departure from the AT&amp T system that preceded it, and on to the way (and are still seen so be many). But it is time we acknowledge that systems work best by making work human. Modern Times Modern times were hard enough. Trains and planes, telegraph and and the administrative state. Nowhere was this done more brutally than in the totalitarian states of mid-century. But the impulse to build fully-specified systems, designed by experts, monitored and controlled so as to limit human greed and error and to manage uncertainty, was basic and widespread. It underlay the development of the enormously systems too, we saw in mid-century marvels like the AT&amp T telephone system and the IBM mainframe. For a moment in history, these large scale managed systems were achieving efficiencies that seemed to overwhelm competing models: from the Tennessee Valley Authority to Sputnik, from Watson’s IBM to General Motors. Yet, to list these paragons from today’s but it turned out to be a retrenchment, not an abandonment, of the goal of perfect rationalization of systems design, which assumed much of the human away. What replaced planning and control in these systems was the myth of perfect markets. This was achieved through a hyper-simplification of human nature, wedded to mathematical systems design are becoming cleare Work, Trust and Play Pricing perfectly requires perfect information. And perfect information, while always an illusion, has become an ever receding dream in a world of constant, rapid change and complex global interactions. What we are seeing instead is the rise of human systems that increasingly shy away from either control or perfect pricing. Not that there isn’t control. to coordinating human action will disappear. But these managed systems are becoming increasingly interlaced with looser structures, which invite and enable more engaged human action by drawing on intrinsic and inviting system that lets people learn together and pursue their passion for knowledge, and each other’s company. The set of human systems necessary for action in this complex, unpredictable set of conditions, combining rationalization with human agency, learning and adaptation, is as different from managed systems and perfect markets as the new Toyota is from the old General Motors, or as the Internet now is from AT&amp systems are: (a) location of authority and practical capacity to act at the edges of the system, where potentialities for sensing the environment, identifying opportunities and challenges to action and acting upon them, are located (b) an emphasis on the human: on trust, cooperation, judgment and insight (c) communication over the lifetime where actions and interactions can occur through multiple systems simultaneously, have room to fail, maneuver, and be reoriented to fit changing conditions and new learning, all human and material elements of the production system. The ambition of scientific management was to offer a single, integrated system where all human variance (the source of slothful shirking and inept error) could be isolated and controlled. Fordism took that ambition and embedded the managerial knowledge in the technological platform of the reliance on small teams where each team member can perform all tasks, and who are encouraged to experiment, improve, fail, adapt, but above all communicate. The system is built on trust and a cooperative dynamic. The enterprise functions through a managerial control system, but also through social cooperation mechanisms built around teamwork and trust. However, even Toyota might be bested in this respect by the even more But let us also consider the system in question that has made this work possible, the Internet, and compare it to the design principles of the AT&amp technical innovations required the approval of management and a re-engineering of the entire network. The Internet, on the other hand, was designed to be as general as possible. The network hardware merely delivers packets of data using standardized addressing information. The hard processing work−manipulating a humanly-meaningful communication (a a stream of packets−was to be done by its edge devices, in this case computers owned by users. This system allowed the breathtaking rate of innovation that we have seen, while also creating certain vulnerabilities in online security. the Internet is needed. We see first of all that doubts about trust and security on the Internet arise precisely because the network was originally designed for people who could more-or-less trust each other, and offloaded security from the network to the edges. As the network grew and users diversified, trust (the practical belief that other human security into the technical system, both at its core, in the network elements themselves, and at its periphery, through “trusted computing.” A “trusted computer” will, for example, not run a program or document that its owner wants to run, unless it has received authorization from some other locus: be it the copyright owner, the virus protection effective means of preventing copyright infringement or system failure, and preserving corporate security (these are the main reasons offered for implementing such systems). Trusted computing in this form is the ultimate reversal of the human-centric, loosely-coupled design approach of the Internet. Instead of locating authority and capacity to act at the endpoints, where human beings are located and can make decisions about what is worthwhile, it implements the belief that machines−technical systems−are trustworthy, while their human users are malevolent, incompetent, or both. Reintroducing the Human Taylorism, the Bell system and trusted computing are all efforts to remove human agency from action and replace it with well-designed, tightly-bound systems. That is, the specifications and regularities of the system are such that they control or direct action and learning over time. Human agency, learning, communication and adaptation are minimized in managed systems, if not eliminated, and the knowledge in the system comes from the outside, from the designer, in the initial design over time, and through observation of the system’s performance by someone standing outside its constraints−a manager or systems designer. By contrast, loosely-coupled systems affirmatively eschew this level of control, and build in room for human agency, experimentation, failure, communication, learning and adaptation. Loose-coupling is central to the new systems. It is a feature of system design that leaves room for human agency over time, only imperfectly constraining and enabling any given action by the system itself. By creating such domains of human agency, system designers are accepting the limitations of design and foresight, and building in the possibilities of learning over time through action in the system, by agents acting within To deal with the new complexity of contemporary life we need to re-introduce the human into the design of systems. We must put the soul taught us anything, it is that what makes for human insight is extremely difficult to replicate or systematize. At the center of these new systems, then, sits a human being who has a capacity to make judgments, experiment, learn and adapt. But enabling human agency also provides scope of action for human frailty. Although this idea is most alien to the mainstream of system design in the twentieth century, we must now turn our attention to building systems that support human sociality−our ability to think of others and their needs, and to choose for ourselves goals consistent with a broader social concern than merely our own self-interest. The challenge of the near future is to build systems that will allow us to be largely free to inquire, experiment, learn and communicate, that will encourage us to cooperate, and that will avoid the worst of what human beings are capable of, and elicit what is best. Free software, Wikipedia, Creative Commons and the thousands of emerging human practices of productive social cooperation in the networked information economy give us real existence proofs that human-centric systems can not merely exist, but thrive, as can the human beings and social relations that make them.

<question>:
What is a "trusted computer"?

<options>:
A A computer system that implements the belief that machines are trustworthy, while human users are malevolent and or incompetent.
B A computer system that is well-designed and tightly bound.
C A computer that will not run a program without authorization from some other locus, such as a copyright owner.
D A computer system where human beings are located and can make decisions about what is worthwhile.

<answer>:

C