The computerized medication administration record (MAR) was a chart of all of the medications administered to a patient by a hospital. Denise, a programmer/analyst in the Management Information Systems department, led a team to computerize the MAR. The team had been working on the pilot project for a year and hoped for a smooth execution. Communication flowed freely between the team and two of the ultimate end usersthe pharmacy and the billing department. However, not much information seemed to pass between the team and other end users of the MAR such as nursing.

The director of nursing did not support the change to the MAR system. She preferred doing work the traditional way and rarely accepted change without resistance. She felt that the nurses had only limited information about the MAR project and that its benefits were unclear. Furthermore, an undercurrent of antagonism surfaced between because of the nurses' frustration over the MAR project. Also, top-managers were not leading the change. The computerized MAR was launched and immediately failed. By 9:00 a.m., floor nurses and staff pharmacists complained that the system did not work and was too complicated. After hearing nurses' complaints, physicians expressed concern about patient safety. At 2:30 p.m., the computer system crashed, and the MAR project was suspended. Denise assembled the project team to study the project failure. Kate will make a presentation to Central Hospital's management group on the MAR project failure.

Question

Why this case would have implications for organizational development in terms of the change