This is case study about a groupware system adoption that, despite the efforts beyond the technical aspects, did not led to the expected improvements. Through a SSM (Soft System Methodology) process of inquiry, a consistent pattern of social involvement needs emerges. The generalisable lesson deduced from the findings is that a system is more profitable - or at least more difficult to be opposed - when participated and agreed in its parts. Yet, this may not suffice: as change sometimes needs to be imposed, divergent and never stable-for-too-long standpoints always exist, incentive devices are effective in enforce the above and conduct the actor’s actions towards a wanted path
