Sieglind Chies conveys that the introduction of new IT technologies should be regarded as change projects depending on the number of altered work or process steps, as they often bring about resistance within the workforce. To address this, it is sensible to implement not only technological but also work psychology measures. After discussing the phases that precede the introduction of a new ERP system, the author explains a simple work psychology model that illustrates how employees can be prepared for the upcoming change. Using concrete examples from the IT context, she demonstrates how this model can be applied in the context of an ERP implementation. Additionally, the author briefly and concisely presents further psychological fundamentals.