This paper has emanated from an increasing concern over the lack of association of new technology with the behavioural aspects of individuals in organisations. A foundation is presented, from which we argue against the redundancy of the individual in relation to technological change. Johns (1970) argues that change is a constant feature in organisations and, as such, organisational success depends on treating technological change as a human relations problem as well as a technical problem, which negates the idea that change processes appear as isolated phenomena. Our purpose is to get away from the concept that new technology initiates the change processes, and to develop an understanding to see how change is managed by the integration of individuals and the new technology in organisations. We set out the basis for this work and identify an area for future research in systems science.