Pathfinders for Independent Living: Technology Transfer

Author: Ian C. Langtree - Writer/Editor for Disabled World (DW)
Published: 4 Feb 2009 - Updated: 28 Sep 2026
Publication Type: Informative

Table of Contents:
Synopsis - Definition - Overview - FAQs - Insights, Updates - Related Content

Synopsis

This paper examines how Pathfinders for Independent Living, Inc., a nonprofit founded after the Americans with Disabilities Act, modernized its information technology infrastructure and the organizational changes that followed. It documents the shift from two aging DOS computers and floppy disks to a networked environment with file servers, email, Internet access, and staff training, all funded through federal sources. The account is useful for nonprofit administrators, independent living specialists, and caregivers because it candidly traces both the productivity gains and the staff resistance that accompanied technology transfer, while explaining how assistive technologies such as text telephones, Braille monitors, and assistive software help elderly and disabled consumers carry out daily activities more independently.

At a Glance

• 1 - Resistance faded and acceptance grew as staff moved along the learning curve with ongoing training and practice.
• 2 - Pathfinders built an on-site training center with basic courses and computer books open to anyone wanting to learn.
• 3 - Every new PC was prepared off-site, then standardized on Microsoft applications before being deployed on the office network.
• 4 - Independent living specialists help consumers choose assistive devices such as text telephones, Braille monitors and infrared pointing devices, then apply for funding to buy them.

Topic Definition

Technology Transfer

Technology transfer is the process of bringing new tools, systems, or practices into an organization and putting them to work in a way that produces measurable improvement in how that organization operates. It covers far more than installing equipment - it includes preparing the infrastructure, training the people who will use it, adjusting work processes, and managing the cultural shift that follows when familiar routines change. In disability and independent living services, the term also applies to moving assistive technologies such as text telephones, screen readers, Braille displays, and adaptive software into the hands of the elderly and disabled people who need them. Whether the change happens inside an office or in a consumer's home, successful technology transfer depends as much on patience, support, and learning as it does on the technology itself.

Overview

Pathfinders for Independent Living, Inc., a nonprofit organization, was founded after the passing of the Americans with Disabilities Act (ADA.) Pathfinders provides information and assistance to elderly and disabled individuals and their caregivers on how to live as independently as possible.

Its core value is to Promote Self-Reliance. The culture within Pathfinders is one of friendly support. Pathfinders' IT leadership proposed a project to design and build a network infrastructure that would provide security for sensitive data, data storage, Internet access, email access, updated applications and hardware, and user training. Changing the environment would affect the organizational structure and culture of Pathfinders. This paper discusses the organizational changes that occurred due a change in technology.

Technology Transfer

Technology transfer describes activities that have the aim of establishing measurable process improvement through the adoption of new practices. Assistive technology reduces the gap experienced by disabled and elderly individuals in accomplishing daily activities. Some of these technologies are text telephones, Braille computer monitors, infrared pointing devices, artificial limbs, and assistive software. Introducing and encouraging the use of these technologies and many others to Pathfinders' consumers, is a responsibility of the independent living specialists.

The independent living specialists assist the consumers in identifying the assistive technologies needed, applying for funding to purchase the technologies, and educating the public on the various technologies available. However to provide its services to its consumers, Pathfinders had to adapt to current information technologies.

A Strategy for Technology Transfer

Recognizing the relationship between technology transfer and process improvement is fundamental to Pathfinders' approach to change. Technology cannot be changed without some impact on the process or personnel that use the technology, be it an increase in productivity, a reduction in cost, or a fundamental change in method. A number of key issues had to be addressed for the technology to be successfully transferred. These are divided into several categories; technology issues, process changes, and changes in culture.

Technology Issues

Pathfinders would join the Information Age by installing, new computers, file servers, network printers, a local area network (LAN), and Internet access. The installation process required preparing the PCs before delivering them to Pathfinders, then a visit to the office site to build the network and deploy the equipment. The PCs were standardized on Microsoft applications. Following the installation of the network, etc., training on the use of the software was provided. With the installation of the infrastructure complete, each independent living specialist and the executive director had a personal computer, email, and Internet access.

Designing and building a training center provided the opportunity for anyone to come in and learn more about computers and office application software. Pathfinders provided some basic training courses. Additionally, computer books were available for use with the computers to learn how to use the programs. Access to the Internet was provided. Funding was allocated through federal funds to support the changes in technology.

Process Changes

Before the technology changes, there were only two stand-alone PCs available for use by the staff, these PCs were very old, running DOS applications. Employees were forced to share the PCs or use typewriters to complete correspondence. Data was maintained on floppy disks and hard-copy. Access to the Internet for research was accomplished by going to the local library, which consumed valuable resources of time and personnel. Deploying the new infrastructure significantly changed the way the employees worked. The changes in infrastructure gave real-time access to the Internet, consumer data, and improved data security.

Changes in Culture

Prior to the deployment of technology, the employees were equal in their knowledge of using the available tools at Pathfinders. With the delivery of their network, a fundamental change occurred within the employee dynamics. An atmosphere of resentment developed due to an imbalance of knowledge and workload. Some of the employees went out of their way to grasp the advancement in technology thereby, improving themselves and their work processes. They pursued the educational opportunities offered to them by Pathfinders and enhanced their knowledge of computer applications. Productivity for these individuals increased, causing an increase in satisfaction by Pathfinders' consumers.

Conversely, there was a minority of employees, who took a stance in not excepting these changes. These individuals spent much of their time complaining that they could not do the work using the tools provided, or repeatedly requested help from the employees that understood the technology. Defense mechanisms were employed to justify their reactions to the new technology. These employees viewed the technology change as a threat and wanted nothing to do with improving their computing skills or their work environment. However, as training and practice in using the improvements to the technology progressed, acceptance began to increase and resistance began to decrease. Change is difficult in all organizations but to stay in business Pathfinders was forced to change with the times.

Pathfinders operations depend heavily on federal grant money. Each year Pathfinders must forecast how that money will be spent and report that the goals of the previous year have been met. The Federal reporting system began as a hard-copy report that evolved to an online reporting system. Without the changes in technology, Pathfinders would find it difficult to apply for Federal grant money or report its disbursement.

Conclusion

Careful consideration was employed to determine if a change in IT infrastructure was warranted within the Pathfinders organization. Potential obstacles were identified and anticipated. One of those obstacles was the affect that a change in technology would have on the organizational culture of Pathfinders verses the improvement in customer service. Pathfinders identified that resistance to change and fear played a role in the effectiveness of the change. Additionally, Pathfinders identified that as the staff moved along the learning curve, acceptance of the technology increased and fear of the technology decreased.

Frequently Asked Questions

What services does a Center for Independent Living provide?

Centers for Independent Living offer four federally required core services - information and referral, independent living skills training, peer support, and individual and systems advocacy - along with help moving people from institutions back into the community and supporting youth transitioning to adulthood.

How can people with disabilities get funding for assistive technology?

Funding may come from Medicaid, Medicare, private insurance, state vocational rehabilitation agencies, the Department of Veterans Affairs, state assistive technology programs, low-interest alternative financing loans, and charitable organizations.

What is a state assistive technology program?

Every U.S. state and territory has an assistive technology program funded under the 21st Century Assistive Technology Act that offers device demonstrations, short-term loans, reused equipment, and guidance on finding funding.

Can I try assistive technology before buying it?

Yes. Many state assistive technology programs and independent living centers run lending libraries where people can borrow devices for a trial period to make sure the equipment meets their needs before purchasing.

How can small nonprofits pay for technology upgrades?

Small nonprofits often combine federal and state grants, private foundation funding, corporate donations, and discounted software and hardware programs offered to eligible charities through services such as TechSoup.

Why do employees resist new workplace technology?

Common reasons include fear of looking incompetent, worry about job security, heavier short-term workloads, and too little training, so clear communication, hands-on practice, and patient peer support tend to ease the transition.

Do nonprofit websites and software need to be accessible?

Nonprofits that receive federal funding are covered by Section 504 of the Rehabilitation Act, and many are also subject to the ADA, so their websites, documents, and software should meet accessibility standards such as WCAG so disabled consumers and staff can use them.

What is the difference between assistive technology and information technology?

Assistive technology is any device or software that helps a person with a disability perform tasks they might otherwise find difficult, while information technology refers to the computers, networks, and systems an organization uses to store, share, and manage data.

Insights, Analysis, and Developments

Editorial Note: What makes this account worth reading is its honesty about the human side of technology transfer - the productivity gains were real, but so was the resentment, fear, and uneven workload that surfaced as some staff raced ahead and others dug in. For any small organization weighing a major IT change, the lesson here is that the hardware and network are often the easy part, and that patience with the learning curve and attention to culture matter just as much as the equipment itself.

Author Credentials: Ian is the founder and Editor-in-Chief of Disabled World, a leading resource for news and information on disability issues. With a global perspective shaped by years of travel and lived experience, Ian is a committed proponent of the Social Model of Disability, a transformative framework developed by disabled activists in the 1970s that emphasizes dismantling societal barriers rather than focusing solely on individual impairments. His work reflects a deep commitment to disability rights, accessibility, and social inclusion. To learn more about Ian's background, expertise, and accomplishments, visit his full biography.