ABSTRACT
This chapter interprets the interview data from two perspectives that, whilst superficially different, are actually related in terms of implementation inputs, processes, and outcomes, and which have thus far received little attention in the literature. It looks at the data to examine in more detail the decisions made, including the adoption decision, how Clinical Information System (CIS) fared in the Colorado region, and the knotty question of blame. The chapter considers contextual issues such as organisational culture and leadership in more detail. It examines some important aspects of the approach to implementing CIS, including pilot sites, work study, teambuilding, and organisational readiness. The chapter explores in more detail the metaphor of CIS implementation as opening a Pandora's Box of informal organisational and clinical routines. It looks at how the implementation team was managed, the time burden imposed on physicians and others, the impact of previous Information Technology (IT) innovations, and the phenomena of resistance and conflict, which CIS incited.
