The circumstances surrounding this case study took place while the researcher was a product development department staff member with a large, mid western, window and door manufacturer. For purposes of anonymity and privacy, all names are fictitious throughout the work. The purpose of this thesis is to help gain a better understanding of organizational change during times of new technology implementation. It is intended to shed light on what things are helpful and what things are not, during times of major organizational change, through advancing the utility of Symbolic convergence theory. Today, changes in technology are occurring all around us, at an ever-increasing rate. If organizations intend to remain viable and effectively compete in a global market place they will need to better understand how the implementation of new technical advancements can effect the organization at large. This research is intended to help gain a better understanding of how an organization might better adapt when new technologies need to be introduced. It analyzes how and why a symbolic convergence evolved during the implementation of a new business computer system, and what positive and negative effect attempts to control the situation may have had on the host organization. This work is based on events that occurred in a manufacturing business environment, in an organization that employed over one thousand people, which had branch facilities in the eastern, southern and north-central regions of the United States. The XYZ Corporation was growing rapidly and experiencing ownership and management changes on a three to four year basis. As the end of the 1990s approached, top managers needed to prepare the organization for continued expansion and growth in the new millennium. Publicly traded, east coast based ownership was striving to align different divisions and sister companies to maximize efficiency and profitability. A task of this magnitude would increase the importance of a strong and well-understood vision for the future. It would be important for a sense of unity to be in place that organization members could understand and follow. Instead of a strong rhetorical vision for the future taking hold and becoming a focus for support, unforeseen circumstances led to the evolution of a symbolic convergence. This resulted in a new business computer system being assigned a persona that no one anticipated or could control. The persona that emerged could be identified through the utterance of one word, and that word was Bubba. Initially a name used in playful jest, it became a focus for unexpected shared meaning throughout an entire organization. This study will be of interest and useful to organizations wishing to avoid pitfalls while attempting to mold group perceptions. It will be a topic of interest to managers because it involves a quest to gain greater understanding of what can and cannot be controlled during times of major organizational change. In this case, time and resources became focused on attempts to control a business computer system's name, rather than on an understanding of why certain group perceptions and shared meanings were forming about the system. These efforts hindered the implementation of important business goals. Attempts to manipulate the situation may have actually contributed to the growth and strengthening of the Bubba symbolic convergence. Years after these events have taken place, the same connotations come to mind among those who were present. This situation evolved, even when various group members may have had little contact with one another except through the shared experience, stories and frustrations of working toward implementing a new computer system.