In this case study, the dynamics of change management and organizational effectiveness are explored and the experiences of a government agency with oversight authority in implementing a major technology initiative are discussed. The introduction of change is frequently met with resistance, especially if that change involves a re-engineering of basic work processes. Research suggests that employee motivation and morale in the face of major change initiatives can be impacted by leadership style. The normative decision model outlines how situational variables such as communication patterns, timing, and perceived need for change alter the level of participative decision making required for employee acceptance. Organizational change management strategies that include clear communication plans and training will meet with higher levels of employee satisfaction and acceptance. Traditional organizational structures should be adapted to accommodate the needs of increasingly virtual, technology-based work processes and structures. The man-machine interface poses challenges in both systems design and application. A fully integrated sociotechnical system may be impossible. Most often, the technology is the driver and the human elements of relationship management are under-evaluated in terms of system design. Managing stakeholder expectations in the face of this type of technology initiative are explored as interface points in the system. Systems engineering heuristics provide excellent guidance for the development of this type of sociotechnical system. Lessons learned offer guidance for increased effectiveness and risk reduction for technological change management.
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