Most studies of DSS failure involve survey research, based on factor models. This paper takes an alternative approach and reports on the intensive investigation of a single DSS project in a manufacturing company. The theoretical model informing the research is Keen’s adaptive design approach that conceptualizes DSS development as a series of adaptive loops between the system, the client, and the analyst. The case study analysis identifies a series of factors or processes that can interfere with Keen’s adaptive loops; we call these factors evolutionary disruptors. Knowledge of these disruptors may alert DSS developers to the likelihood of project failure earlier than would otherwise be the case.
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