ABSTRACT
The implementation of new technology in the workplace is a highly problematic process. New computer systems are often associated with adverse changes in the quality of working life: raised stress levels, impaired job satisfaction, increased routinization, and so on. This article reports a comparative analysis of two projects involving the computerization of control-room operations in two ambulance services: London and Manchester. The two outcomes were strikingly different. In the London case, severe operational problems led to the abandonment of the project. In contrast, the article reports a psycho-physiological evaluation of the Manchester project which showed that the new system led to both superior service levels and to reduced levels of stress. In particular, it was shown that control staff responded to high levels of workload with lower systolic blood pressure and subjective anxiety.
The contrasting outcomes of the two projects are attributed to two main sets of factors: managerial and technical. The technical design philosophy at Manchester was “user centred”; it embraced what may be called a “tool paradigm”, where the aim of technological innovation is to support and augment the role of the human operator. In contrast, the London project was highly Tayloristic, with the accent on replacing unreliable human labour by an automated system. The way the implementation process was managed at Manchester (strong leadership, user involvement) was also notably different from the London experience (weak project management, poor industrial relations). These findings suggest that human-centred principles can provide a highly effective foundation for design, but careful management of the implementation process is also required if IT projects are to be brought to successful fruition.
