s, through a process hidden to the user, inform difficult to quantify and concretize while retaining the essence of the transaction, there may be even more difficulty in making the transition to uniform computerized reporting. HSOs tend to be particularly resistant to change because the human and professional factor is dominant within them and professionals tend to demand autonomy and expect authority in the making of decisions and the formulation a al & Schmid, 1992, pp. 5-6). As such, in many organizations, technological or procedural change may be accompanied by staff resistance, anxiety, and active attempts to maintain the autonomy and discretion of the workers. Whereas proponents of incorporation of technology in HSOs argue that it enhances program effectiveness and accountability, opponents argue that computerization reinforces the worst, most punitive aspects of bureaucracy for workers and clients and trivializes professional practice (Grasso & Epstein, 1993, pp. 373-374). Aside from issues of perceived power (Mandell, 1989), staff resistance in HSOs has also been associated with moral and ethical considerations because the process of computerization involves epistemological and ontological assumptions that reach far beyond their practical attributes (Christensen, 1986; Murphy & Pardeck, 1989). The use of computers involves a technological ethic which ation from the social, moral, and cultural context in which the information naturally provides meaning to both the client and the caseworker
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