Technological innovation is frequently a means for reducing uncertainty in organizational activities. At the same time, uncertainty also arises about the potential consequences of introducing the innovation. Innovation involving complex new information systems (IS) often carries uncertainty about consequences, particularly when goals or expectations are unclear. Previous research has reinforced the significance of the problem whereby anticipated consequences have less impact, no impact or the opposite impact to that anticipated. Unanticipated consequences, particularly when also undesirable, emerge to frustrate organizations’ innovation efforts. A process research framework is proposed for examining the linkages between uncertainty and consequences. The contribution of this paper is an explanation of theory and method for developing a model linking the management of uncertainty to knowledge of consequences. A case study in an Australian healthcare organization and the case methodology are described. The research is work in progress in the organization, tracking through nine months of implementation period and three months of routine use.