Abstract: After giving definitions of “technology” and explaining the concept of technological de-terminism this chapter proceeded with debunking some myths about technology, the myth of automatic introduction, and the myth of causality-that of technology being the only factor explaining change. Economic and political factors proved to be factors of influence. Power, vested interests, and organizational structures always are connected to the introduc-tion of new technology. When power structures are clouding decision-making processes, it is mostly the simple soldier who pays the toll. He might end up being equipped with inadequate technology. But power can be put to use in a positive way, in a way that furthers transparency and honest decision making. “Overcoming the Concealment of Power Rela-tionships by Myth of Technology” provided several examples of awareness of the power structures underlying the introduction of new technology and ways of dealing with the new technology. Of course, new technology can be rejected or it can be accepted (in due time). Acceptance of technology does not come around by itself. It is the result of integral man-agement adapting the organization and the people in it (their methods of working) in order to arrive at a symbiosis of new technology and organizational structure. In order to achieve this goal the military elite will need to be “change masters,” men or women who know how to overcome resistance to change.
Publication Year: 2006
Publication Date: 2006-01-01
Language: en
Type: book-chapter
Indexed In: ['crossref']
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Cited By Count: 3
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