| Pathfinders for Independent Living, Inc., a nonprofit | | | | in technology. |
| organization, was founded after the passing of the | | | | Process Changes |
| Americans with Disabilities Act (ADA.) Pathfinders | | | | Before the technology changes, there were only two |
| provides information and assistance to elderly and | | | | stand-alone PCs available for use by the staff, these |
| disabled individuals and their caregivers on how to live | | | | PCs were very old, running DOS applications. |
| as independently as possible. Its core value is to | | | | Employees were forced to share the PCs or use |
| Promote Self-Reliance. The culture within Pathfinders is | | | | typewriters to complete correspondence. Data was |
| one of friendly support. Pathfinders' IT leadership | | | | maintained on floppy disks and hardcopy. Access to |
| proposed a project to design and build a network | | | | the Internet for research was accomplished by going |
| infrastructure that would provide security for sensitive | | | | to the local library, which consumed valuable resources |
| data, data storage, Internet access, email access, | | | | of time and personnel. Deploying the new infrastructure |
| updated applications and hardware, and user training. | | | | significantly changed the way the employees worked. |
| Changing the environment would affect the | | | | The changes in infrastructure gave real-time access to |
| organizational structure and culture of Pathfinders. This | | | | the Internet, consumer data, and improved data |
| paper discusses the organizational changes that | | | | security. |
| occurred due a change in technology. | | | | Changes in Culture |
| Technology Transfer | | | | Prior to the deployment of technology, the employees |
| Technology transfer describes activities that have the | | | | were equal in their knowledge of using the available |
| aim of establishing measurable process improvement | | | | tools at Pathfinders. With the delivery of their network, |
| through the adoption of new practices. Assistive | | | | a fundamental change occurred within the employee |
| technology reduces the gap experienced by disabled | | | | dynamics. An atmosphere of resentment developed |
| and elderly individuals in accomplishing daily activities. | | | | due to an imbalance of knowledge and workload. |
| Some of these technologies are text telephones, | | | | Some of the employees went out of their way to |
| Braille computer monitors, infrared pointing devices, | | | | grasp the advancement in technology thereby, |
| artificial limbs, and assistive software. Introducing and | | | | improving themselves and their work processes. They |
| encouraging the use of these technologies and many | | | | pursued the educational opportunities offered to them |
| others to Pathfinders' consumers, is a responsibility of | | | | by Pathfinders and enhanced their knowledge of |
| the independent living specialists. | | | | computer applications. Productivity for these individuals |
| The independent living specialists assist the consumers | | | | increased, causing an increase in satisfaction by |
| in identifying the assistive technologies needed, applying | | | | Pathfinders' consumers. |
| for funding to purchase the technologies, and educating | | | | Conversely, there was a minority of employees, who |
| the public on the various technologies available. | | | | took a stance in not excepting these changes. These |
| However to provide its services to its consumers, | | | | individuals spent much of their time complaining that |
| Pathfinders had to adapt to current information | | | | they could not do the work using the tools provided, or |
| technologies. | | | | repeatedly requested help from the employees that |
| A Strategy for Technology Transfer | | | | understood the technology. Defense mechanisms |
| Recognizing the relationship between technology | | | | were employed to justify their reactions to the new |
| transfer and process improvement is fundamental to | | | | technology. These employees viewed the technology |
| Pathfinders' approach to change. Technology cannot | | | | change as a threat and wanted nothing to do with |
| be changed without some impact on the process or | | | | improving their computing skills or their work |
| personnel that use the technology, be it an increase in | | | | environment. However, as training and practice in using |
| productivity, a reduction in cost, or a fundamental | | | | the improvements to the technology progressed, |
| change in method. A number of key issues had to be | | | | acceptance began to increase and resistance began |
| addressed for the technology to be successfully | | | | to decrease. Change is difficult in all organizations but |
| transferred. These are divided into several categories; | | | | to stay in business Pathfinders was forced to change |
| technology issues, process changes, and changes in | | | | with the times. |
| culture. | | | | Pathfinders operations depend heavily on federal grant |
| Technology Issues | | | | money. Each year Pathfinders must forecast how that |
| Pathfinders would join the Information Age by installing, | | | | money will be spent and report that the goals of the |
| new computers, file servers, network printers, a local | | | | previous year have been met. The Federal reporting |
| area network (LAN), and Internet access. The | | | | system began as a hardcopy report that evolved to |
| installation process required preparing the PCs before | | | | an online reporting system. Without the changes in |
| delivering them to Pathfinders, then a visit to the office | | | | technology, Pathfinders would find it difficult to apply |
| site to build the network and deploy the equipment. | | | | for Federal grant money or report its disbursement. |
| The PCs were standardized on Microsoft applications. | | | | Conclusion |
| Following the installation of the network, etc., training on | | | | Careful consideration was employed to determine if a |
| the use of the software was provided. With the | | | | change in IT infrastructure was warranted within the |
| installation of the infrastructure complete, each | | | | Pathfinders organization. Potential obstacles were |
| independent living specialist and the executive director | | | | identified and anticipated. One of those obstacles was |
| had a personal computer, email, and Internet access. | | | | the affect that a change in technology would have on |
| Designing and building a training center provided the | | | | the organizational culture of Pathfinders verses the |
| opportunity for anyone to come in and learn more | | | | improvement in customer service. Pathfinders identified |
| about computers and office application software. | | | | that resistance to change and fear played a role in the |
| Pathfinders provided some basic training courses. | | | | effectiveness of the change. Additionally, Pathfinders |
| Additionally, computer books were available for use | | | | identified that as the staff moved along the learning |
| with the computers to learn how to use the programs. | | | | curve, acceptance of the technology increased and |
| Access to the Internet was provided. Funding was | | | | fear of the technology decreased. |
| allocated through federal funds to support the changes | | | | |