[originaltext] (29) Barry Devins is the information technology manager for a

(29) Barry Devins is the information technology manager for a major nonprofit research foundation.
    Soon after taking the job, he purchased an upgrade for the foundation’s e-mail program. He assumed there would be some small problems, but they far exceeded anything he had imagined. (30) It took six months to get the upgrade working properly, and even then people continued to complain about messages they had lost during the phase-in period.
    A year later, the foundation was awarded a large contract, and the president decided to purchase an advanced data system for the entire organization. She asked Barry to take charge of buying the system and training the staff in its use.
    When Barry outlined his plans at a weekly staff meeting, he had low initial credibility. Everyone remembered the e-mail program, and they were reluctant to go through the same problem again. But Barry realized this and was prepared.
    He began by reminding everyone that the president had authorized him to (31) purchase a state-of-the-art system that would make their lives easier and improve office communication.
    He then acknowledged that he had told them the same thing about the e-mail upgrade—an admission that drew a laugh and helped everyone relax Finally, he explained that he had checked with several other organizations that had installed the same data system he was purchasing, and they all had told him it worked flawlessly.
    Throughout his presentation, Barry’s approach was "I know the e-mail upgrade was a disaster, and I’ve worked hard to make sure it doesn’t happen again. "(32) By the time he finished, most staff members were eager to have the data system up and running. Barry had achieved high terminal credibility.
29．What is Barry Devins?
30.What do we learn about the e-mail upgrade program purchased by Barry?
31.What benefit can the data system bring to the foundation?
32.How was Barry’s presentation going on?