Review of a multiyear computerization project at a government agency reveals the ways in which technological changes both empower and vitiate the people and processes they are designed to improve. Although the transformation of this agency’s data-processing operations resulted in increased knowledge, productivity, and staff skills, the implementation of the changes affected different kinds of staff in distinct ways, particularly those who controlled the technology, those who used the technology to construct database tracking systems, and those who “consumed” the information provided in those data-bases. In particular, the technological changes engendered a greater visibility of work processes, thus sharply challenging the existing organizational hierarchy, which, in turn, undermined much of the potential of the changes.
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