The University of SydneyPage 42Technology Enabled InterventionSilent Messages - Technology enabled organizational interventions Implications for security New communication patterns between key stakeholder with technology emerging as a ‘master’ rather than a ‘slave’. Such ill thought through interventions curtail development of a shared vision. There is usually lack of consensus of shared patterns of behaviour leading to communication breakdown. Employees may be unhappy at work and show resentment to the changes, which is a security issue. IT based solutions are introduced without much regard to the user preferences. Once the systems are developed, use of systems is mandatory and integral to the job function. Resistance and resentment gets monitored with possibility of wrong doers getting punished. This suggests a clear mismatch between organizational objectives and professional codes of conduct. This leads to conflicts in objectives of various stakeholders. A lack of shared vision ensues thus inhibiting development of a security culture. Increased reporting capabilities are generally a consequence of new IT systems. This typically results in generating more reports than necessary. Certain aspects of the business which were previously loosely structured/coordinated become formalized. At the level of subsistence, a system should address the basic physical needs. Over formalization leads to incoherent objectives of different groups leading to alienation. Business processes may not support overall vision. With new systems, data collection and processing becomes centralized. Ownership of data and systems changes. Such changes usually do not give due consideration to authority and responsibility issues. Clarification and proper design of authority and responsibility is an important consideration in ensuring proper access to systems.