Organizational Culture and Communication
One of the greatest challenges to the success of the computerization initiative was the transition from the status quo to a whole new way of thinking and operating. Initially, some staff members found that the new systems made the jobs more complicated and returned to doing simple tasks the old way rather than take the time to learn the software. Most, however, had the patience to familiarize themselves with the new systems and eventually reached a level of comfort that made them wonder how they had ever lived without computers.

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Experience shows that it is relatively easy to physically link computers together to form a simple office network and train staff to use the technology. However, it can be extremely difficult to realize the full collaboration and communication benefits of a computer network. It is important to realize that all office computer networks will function within a particular organizational and cultural context, some of which may militate against democratic communication. Not all people in an organization will welcome change, no matter how small. Some may resist the more open sharing of information that computerization facilitates while others may fear that their skills will become redundant and that their jobs will be at risk. Such was the case at NFPB.

It is important to note that computer applications are only tools or means for achieving more important ends. The technologies alone cannot achieve desired outcomes. To provide durable and fundamental benefits, the new technologies were coupled with changes in the values, attitudes, behaviors, skills, and knowledge that comprise organizational structure and culture.