A local social services organization with a long history of success and a solid reputation in the community employs five full-time employees and adds part-timers during its busy periods. Every employee has a title, yet job descriptions mean little - everyone pitches in with tasks as needed. All in all, the office is running relatively smoothly.

The organization depends on federal and other funding for support. Funders have brought up issues related to the cost of part-time workers, lack of procedures and the chaotic state of financial records. One funding partner strongly recommended implementing a nonprofit management automation software widely used in the field. Employees' comfort level with technology varies broadly, from the 30-year veteran development director who keeps computer use to a minimum to the young office coordinator that manages the organization's social media presence. Older employees have expressed feelings that the new system will be unreliable and bring new risks. A couple even asked the executive director if they should be looking for new jobs.

After a meeting with the funding partner, the executive director discussed with the team her decision to purchase the software and hire consultants for the implementation. Based on our discussion of organizational change, what do you believe are the issues, the reasons behind them, and the best strategies the director can implement for success? Briefly discuss employees' emotions and motivation as well.