It’s often been said that most systems fail because system builders ignore organizational behavior problems. The issue is why does this happen and what can be done about it? Based on what I’ve observed on new system projects in organizations, my initial answer would be because it is often easier to change code than it is to change the behavior of individuals (let alone organizations). Systems are concrete and much more easily modified than the subjective and ever-changing nature of people. Systems don’t have personal agendas, nor do they resist change or take a long time to accept change; you also don’t have to gain their support or commitment. Individuals and organizations, on the other hand, require this and more.
Influencing the ultimate success or failure of a system implementation are such factors as user involvement and influence, management support, level of complexity/risk, and management of the implementation process itself—along with the design, cost, operations, and data of the system itself (Laudon & Laudon, 2006, 552). Of these four main factors, organizational behavior influences three of them. Insufficient user involvement, lack of management support, and poorly managed projects (often due to inexperience or excessive optimism) can be the organizational behaviors that most typically derail the successful implementation of a new system.
Another important element of bridging the IT-user divide is education of both parties. For example, IT needs to understand and embrace the importance of user-centered design (and not dread user input). And users need to understand that while anything is possible with technology, not everything will or should be done. Many users on system design teams seem to struggle with this concept in particular (which furthers IT's frustrations). Instead, IT can help educate users on the trade-offs and realities of system design and development, and work hard to include them in the decision making for what functionality and improvements will and won't be implemented.
And finally, some might argue that as new systems are developed there is no way to determine how the organization will react to it. To the contrary! By involving users throughout the design and development process, you can gain significant insights into how the organization will react to the new system. Involving key stakeholders and decision makers from all the targeted user groups also can help. Furthermore, selecting key members from these user groups (who are supportive of the system and its associated business process changes) to act as champions for the new system will thereby further assist with the change management and system acceptance process. Bottom line, most employees want their company to succeed. If a system can be shown to help the business, that upper management supports, it, and that the business/users were heard in the creation of that system, then the chances for organizational acceptance are much greater.
References:
Laudon, K. & Laudon, J. (2006). Management Information Systems: Managing the Digital Firm. Ninth edition. Pearson/Prentice Hall: Upper Saddle River, NJ.
- Robin
Copyright Robin Donnan 2007. All Rights Reserved.
Performance Associates, Inc.
