This research report describes events and decision processes which encourage or inhibit the installation of an innovation in an educational agency--specifically, the installation of a coordinated information network in the New York State Education Department. To document the installation, personnel involved in the consideration of the innovation were interviewed, and a chronological narrative of events was constructed. In addition a questionnaire was developed and mailed to 31 cooperating institutions which had Educational Resources Information Center (ERIC) microfiche collections. Concepts from the change process were used to analyze the data. The Havelock linker model served as a frame of reference for discussing the roles of the information center in the state education department and cooperating institutions. Despite four drafts of the proposal to the Commissioner of Education, a coordinated information network was not fully implemented during the 31 months of this study, which illustrates the difficulty of installing a complex innovation in a bureaucratic organization. However, the decision to implement the network has been made. Several principles of innovation installation were supported by evidence in the study. (Author/SB)