The Social Ramifications 1
Running Head: The Social Ramifications of IT projects and Decisions: What We Do or Don't
Consider Can Come Back to Help or Haunt Us!
Module 2 – Case Assignment
Course #: ITM524
Fundamentals of Information Technology Management
The Social Ramifications 2
Introduction
All the elements of an organization are connected and it is important that information
technology (IT) managers take this connectivity in mind when making IT decisions. Other than
the connective nature of all aspects of an organization, an IT manager also needs to bear in mind
that an organization is a social structure therefore, all IT decision making are socio-technical in
nature. This paper begins with an overview of the general systems theory, followed by a
discussion on the usefulness of the socio-technical principles and concludes with a discussion on
the impact both changes in equipment and information access may have on organizational power
and politics.
The Organization as a Connected System: System theory is the transdisciplinary study
of the abstract organization of phenomena, independent of their substance, type, or spatial or
temporal scale of existence. It investigates both the principles common to all complex entities,
and the (usually mathematical) models which can be used to describe them (Heylighen and
Joslyn, 1992). Systems theory was proposed in the 1940's by the biologist Ludwig von
Bertalanffy, and furthered by Ross Ashby (Heylighen and Joslyn, 1992). Van Bertalanffy
emphasized that real systems are open to, and interact with, their environments, and that they can
acquire qualitatively new properties through emergence, resulting in continual evolution. Rather
than reducing an entity (e.g. the human body) to the properties of its parts or elements (e.g.
organs or cells), systems theory focuses on the arrangement of and relations between the parts
which connect them into a whole (Heylighen and Joslyn, 1992).
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An organization is an example of the interaction of multiple elements as envisioned by
general system theory (GST). Organizations are comprised of various entities such as customers,
suppliers, stakeholders and even the different sub groups and departments within the
organization itself are all connected. When it comes on to IT decision making the application of
GST should not be ignored by IT managers and decision makers. Even the entities such as
customers, suppliers and stakeholders which are often overlooked, should be considered as a part
of the connective unit when making IT decisions.
For most IT personnel the GST comes naturally when it is applied in the IT department
since the interconnectivity of the information system (IS) and its devices are quite obvious. This
is because an organization’s information system is often comprised of various local area
networks connected to make up the IS. Unfortunately for the IT manager the GST is not confined
within the IS alone but it should be extended throughout the entire organization and applying the
GST to the organization as a whole is not as simple as connecting nodes in a network. An
organization is often comprised of different sub departments each having its own culture which
is made up of different individuals each coming from a different social background. Therefore it
is extremely important for the IT manager to view all units/ elements of an organization as a
connected system. This is important because a single decision made in one sub unit or
department may affect the system as a whole, take for example, a decision made by an IT
department to upgrade a software that includes new features. All the users of such software in the
organization will be affected by this change as well as everyone that has to interact with the
affected staff which may even include customers and suppliers.
The Usefulness of a Select Number of Relevant STS Principles or Considerations:
Many IT projects fail even when the very best technology is implemented. Often after such
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failure, IT managers are disgruntled with the members of the organization who he/she believes
did not put enough effort in learning the system to make it work. Many times however, the IT
manger has no one to blame but him/herself for leaving the users out of the IT project
development process in the first place. Acquiring the best technology is important, however the
social aspect of the information system is of equal importance.
In 1976, Albert Cherns, in what has become a classic paper, elaborated nine principles of
socio-technical systems (STS) design (Cherns, 1979). Since then Cherns’ principles have been
researched, taught, critiqued, and even expanded. This theory however, did not begin with
Cherns, it goes all the way back to the mid 20th century.
In the middle of the 20th century some of the optimistic predictions of the impact of
technology on business efficiency and productivity were being confounded. There were
many examples of the introduction of technology being associated with implementation
problems often linked to resistance by the work force and a failure to achieve the
expected benefits. Researchers, notably at the Tavistock Institute in London, with a
background in the behavioral sciences (Sociology, Psychology, Anthropology) suggested
that what was needed was a fit between the technical sub-system and the social
subsystem which together made up an organization (AIS, n.d).
Although the term STS was not coined until decades later, the importance of harmoniously
studying both technical and social sub-systems were vital to all organizations, therefore, IT
managers should apply STS principles when implementing information systems.
Organizational culture, norms and values influence individuals and group behavioral
choices (Myers and Lamb, 2007). Overlooking culture, norms and values when developing
information systems is the equivalent to ignoring individuals’ choice and this eventually causes
resistance from system users. It is therefore important for IT managers to understand these social
issues when making IT decisions. Some of the information that may help the IT manager
understand the social aspect of the organization may be seen in the organizations written
statements such as the mission and vision statements, however the majority may not be clearly
The Social Ramifications 5
seen. The IT manager should also take care to 'ask around' to better understand the underlying
informal social side (Myers and Lamb, 2007).
With IT initiatives, communication is truly the 'breakfast of champions’ (Myers and
Lamb, 2007). No IT manager knows it all especially if he/she is new to the organization,
therefore it is important to talk to as many people as possible to learn their needs as well as what
they will feel more comfortable working with. When IT managers communicate with
prospective system users they feel more involved as though they are a part of the development
team and hence they feel like owners of the system. This also helps to avoid resistance. While
not everyone needs to know everything about a particular IT initiative, 360 degree
communication CAN sometimes turn up just that critical information and cooperation needed to
ensure success (Myers and Lamb, 2007).
Another STS principle that IT managers should not overlook is the 'law of
minimum critical specification (Myers and Lamb, 2007).' Too much specification may inhibit
creativity or adaptation to circumstances (Hyer et al., 1999). Also specifying too much in a
continently changing environment places a ceiling on an organization’s IS. In an organization
change is constant. Technology is always evolving and organization's social side is routinely in
flux (Myers and Lamb, 2007). An incomplete IT project is not an IT manager’s short coming,
but it’s a means of making provision for future changes.
The Impact both Changes in Equipment and Information Access may have for
Potential 'have-nots.' Information and its control have long been a source of organizational
power and politics (Myers and Lamb, 2007). An IT manager often sees his/her project as
changing the organization for the better and over looks the ox his/her new or upgraded system is
crushing. Implementing new, or altering existing information flow and processes, will likely
The Social Ramifications 6
change who is able to wield some form of organizational control, thus an individual or group's
current political power (Myers and Lamb, 2007). Take for example a new college online student
record, access and registration system. For the students this system will make things more
convenient but on the other hand it is taking away the control that administrators have over
students’ information and thus destroying their political powers as administrators. When
considering any alteration to the status quo (particularly major projects), the IT manager must
include sensing shifts in power and politics simultaneously with any technology assessment
(Myers and Lamb, 2007).
Conclusion
Every entity of an organization is connected, therefore, a decision made in one entity
regardless of how small it may be will affect the system as a whole. It is therefore important for
IT managers to take a GST approach when making IT decisions. The social aspect of an
information system is as important as the technical aspect. It is therefore important to apply the
most appropriate STS principles when developing IS. Implementing new, or altering existing
information flow and processes, will likely change who is able to wield some form of
organizational control. Information technology managers should be sensitive to the impact their
new system may have on individual control and political powers. It is therefore important to
apply the 360 degree communication rule.
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References
Berniker, E. (1992). Some principles of sociotechnical systems analysis and design. Retrieved
October 6, 2009 from http://www.plu.edu/~bernike/SocioTech.htm
Cherns, A. (1976). The principles oif sociotechnical design. Human Relations, 29, 783-792.
Heylighen, F., Joslyn, C. (1992). What is systems theory? Principia Cybernetica Web. Retrieved
October 6, 2009 from http://pespmc1.vub.ac.be/SYSTHEOR.html
Hyer, N. L., Brown, K. A., & Zimmerman, S. (1999). A socio-technical systems approach to cell
design: Case study and analysis. Journal of Operations Management, 17, 179-203.
Myers, K., Lamb, R., (2007). For an IT manager, getting technical often means going social!
Retrieved October 25, 2009, from
http://cdad.tuiu.edu/CourseHomeModule.aspx?
course=781&term=82&module=2&page=custom1
