Whenever individuals encounter unknown situations, they build a hypothesis about how their lives will change as a result.  Peters [1994, p. 74] notes “the less we know for sure, the more complex the webs of meaning (mythology) we spin.”  This leads to one of the foremost problems in implementation.  If the decision makers and users do not understand what the system will do, how it will do it, or how it will be used, they will tend to create scenarios about the system and its use.  The greater the delay between the hint that something about the new system could be undesirable, and the explanation of or discussion about the new system, the worse the scenario is drawn.

The lesson to be learned from this is to keep users and decision makers informed about the progress of development.  This leads them to perceive greater control over the situation and therefore will lead to less resistance to the implementation. 

Further, they are likely to  have suggestions which, if introduced early enough in the process, might lead to a better DSS in the long run.  If, however, they do not have the opportunity to voice an opinion until the system is complete, the suggestion is likely to be too expensive to implement.