Change and Innovation change can occur through innovation innovations can be an idea, practice, or object that is perceived as new Diffusion of Innovations and hybrid seed corn

The Characteristics of an Innovation Impact the Adoption Rate: relative advantage compatibility complexity trialability observability

Communication Channels are Critical in Diffusion opinion leaders friends and neighbors media Agents

Time is a Critical Element in Diffusion: from knowledge of the innovation to adoption the innovativeness of the individual Recent compression of this process

For Diffusion to be Effective: understand the norms of the group respond to client needs use opinion leaders anticipate consequences

Rodgers -- The Role of the Change Agent help people help themselves, work yourself out of a job two way information exchange is important -- though most diffusion systems are centralized one way communication typifies most efforts

Change agencyAgentClient System Innovation must match client needs adjustments are needed in innovations need for an interface -- social and technical chasm

Social Marginality for Change Agents Role Conflicts -- 2 sets of behaviors -- norms problems with communication Agents must straddle two worlds Information overload -- must know clients needs and sort through and report

The Sequence of Change Agent Roles 1.develop a need for change 2.establish an information exchange relationship 3.diagnose problems (client perspective) 4.create an intent in the client to change 5.translate intent into action 6.to stabilize adoption/prevent discontinuance 7.to achieve a terminal relationship

Rate of Adoption success in adoption related to effort in clientele contact Innovator/Adopter Categories THE “S” CURVE

Adopter Categories

Innovators Innovators are venturesome. They have a keen interest in new ideas; this leads the innovators out of a local circle of peer networks and into more cosmopolite social relationships. Being an innovator has several prerequisites: Innovators are venturesome. They have a keen interest in new ideas; this leads the innovators out of a local circle of peer networks and into more cosmopolite social relationships. Being an innovator has several prerequisites: Control of substantial financial resources is helpful to absorb the possible loss from an unprofitable innovation Control of substantial financial resources is helpful to absorb the possible loss from an unprofitable innovation The ability to understand and apply complex technical knowledge is also needed. The ability to understand and apply complex technical knowledge is also needed. The ability to cope with a high degree of uncertainty about the innovation at the time of adoption. The ability to cope with a high degree of uncertainty about the innovation at the time of adoption. Emotional resilient, willing to accept an occasional setback when a new idea proves unsuccessful. Emotional resilient, willing to accept an occasional setback when a new idea proves unsuccessful. Innovators play an important role in the launching of a new idea in the system often by importing the innovation from outside systems boundaries. (Rodgers 1995: 263) Innovators play an important role in the launching of a new idea in the system often by importing the innovation from outside systems boundaries. (Rodgers 1995: 263)

Early Adopters Early adopters are a more integrated part of the local social system than are innovators. Whereas innovators are cosmopolites, early adopters are localites. Early adopters are a more integrated part of the local social system than are innovators. Whereas innovators are cosmopolites, early adopters are localites. Potential adopters look to early adopters for advice and information about the innovation. The early adopter is considered by many as "the individual to check with" before using a new idea. Potential adopters look to early adopters for advice and information about the innovation. The early adopter is considered by many as "the individual to check with" before using a new idea. The early adopter is respected by their peers and is the embodiment of successful, discrete use of new ideas. The early adopter decreases uncertainty about a new idea by adopting it, then conveying a subjective evaluation of the innovation to near peers through interpersonal networks. The early adopter is respected by their peers and is the embodiment of successful, discrete use of new ideas. The early adopter decreases uncertainty about a new idea by adopting it, then conveying a subjective evaluation of the innovation to near peers through interpersonal networks.

Early Majority The early majority adopt new ideas just before the average person. The early majority adopt new ideas just before the average person. The early majority interact frequently with their peers, but seldom hold positions of opinion leadership. They are an important link in the diffusion process and make up a third of the members in the system. The early majority interact frequently with their peers, but seldom hold positions of opinion leadership. They are an important link in the diffusion process and make up a third of the members in the system. The early majority will deliberate for some time before completely adopting a new idea. They follow with deliberate willingness in adopting innovations, but seldom lead. The early majority will deliberate for some time before completely adopting a new idea. They follow with deliberate willingness in adopting innovations, but seldom lead.

Late Majority The late majority adopt new ideas just after the average number of members in the system and make up one third of the membership. Adoption for the late majority may be both an organizational necessity and the result of increasing peer pressure. The late majority adopt new ideas just after the average number of members in the system and make up one third of the membership. Adoption for the late majority may be both an organizational necessity and the result of increasing peer pressure. Innovations are approached with caution and skepticism and adoption is later rather than sooner. Most of the uncertainty about a new idea must be removed before the late majority feel it is safe to adopt. Innovations are approached with caution and skepticism and adoption is later rather than sooner. Most of the uncertainty about a new idea must be removed before the late majority feel it is safe to adopt.

Laggards Laggards are the last in the social system to adopt an innovation. They are the most localite in their outlook of all adopter categories. Laggards are the last in the social system to adopt an innovation. They are the most localite in their outlook of all adopter categories. Their decisions are often based on what has been done previously, and these individuals often interact with others who had relatively traditional values. Laggards tend to be suspicious of innovations and change agents. Their decisions are often based on what has been done previously, and these individuals often interact with others who had relatively traditional values. Laggards tend to be suspicious of innovations and change agents. Their decision making process is often lengthy, as they need to be certain that a new idea will be successful before they adopt. Having said that consideration must be given to why laggards resist adoption and issues they identify should be explored. Their decision making process is often lengthy, as they need to be certain that a new idea will be successful before they adopt. Having said that consideration must be given to why laggards resist adoption and issues they identify should be explored. It is worth noting that some individuals may be laggards in one area and innovators or early adopters in others. It is worth noting that some individuals may be laggards in one area and innovators or early adopters in others.

change agent success is positively related to a client orientation change agent success in securing adoption is positively related to meeting client needs felt needs -- should not relinquish role in shaping needs -- goal optimizing well- being change agent success in securing adoption is positively related to empathy with clients

Communication Campaigns hard to do effectively -- self selecting -- people listen if they already know Can be successful if: 1. Utilize formative evaluation 2. Set specific reasonable goals 3. Audience segmentation 4. Trigger interpersonal network communications

change agents have more contact with those with higher SES change agent work with those more socially active change agents work more with the better educated change agent success related to a cosmopolitan clientele adoption positively related to homogeneity between agent/client

Paraprofessional assistants cheaper per contact closer to clientele audience (EFNEP,FNP) lower status greater social expertness -- less technical professionals have social distance form assistants competence and safety credibility

Paraprofessional assistants change agent success is related to credibility in clients eyes Inauthentic professionalization take on manners, dress, or identify marks of professional destroys link with clientele threat to credibility

Opinion Leadership change agent success is positively related to the extent the agent works with opinion leaders adoption diffusion process opinion leaders may not be innovators innovators are not persuasive -- don’t want an opinion leader to be perceived as an innovator

Demonstrations Observability increases adoption experimental demonstration -- effectiveness of innovation in the field -- don’t want observability -- evaluation is the goal exemplary demonstration -- increase diffusion by observability

Demonstrations don’t mix or confuse these types -- cant do both exemplary demonstrations need to be conducted with high visibility, optimistic assurance, and if possible with the help of an opinion leader

Clients’ evaluability change agents are more successful if they can increase clients’ ability to evaluate innovation should emphasize self-reliance-- work yourself out of a job

Lippitt Forces of Change in Human Society new opportunities to modify the environment -- specialization -- need for change agents need to adjust to today’s environment-- specialization -- need for change agents competition -- comparison to others

Change and resistance forces resolution is important part of program dissatisfaction or pain -- relief discrepancy between what is and should be external forces--norms and rules internal forces -- productivity or rationalization

Resistance forces clinging to old satisfactions suspicion and doubt of change agent change is deemed undesirable disappointment with change agent Resistance provides information about clientele -- motivations and difficulties Interference is different -- external to change agent/clientele--competing goals

Assessment of the client system’s motivation and capacity to change include resistance, change forces, and interference Assessment of the change agent’s motivations and resources need to be motivated to help others -- not controlling need to be able to explain your motivations to clientele -- must be believable

Must decide if your skills are adequate for the problem professional ethics -- are you doing the right things are you choosing the right people to work with? What is you criteria appropriate objectives -- client based

Choosing the appropriate helping role 1) mediation and stimulating new connections within the system develop capacity within the system to act-- interstitial groupings (handout on models) 2) Presenting expert knowledge on procedures 3)providing strength from within(conflict) TVA co-optation

Choosing the appropriate helping role 4) creating special environments -- places where people can learn and be safe -- 4-H, Girls and Boys Clubs 5)giving support during the process of change making them believe change is possible reinforce positive behavior keep clients’ expectations realistic

Establishment and maintenance of the relationship with the client system need for adequate sanctions(rewards) based on voluntary participation “bait” does not work well -- get what they want and leave commitment to change is needed understanding of community power structure -- community work is difficult

Establishment and maintenance of the relationship with the client system clarifying expectations about change relationship -- commitment and work level, procedures regulating intensity and quality of helping relationship -- debate -- objective outsider vs. empathetic insider -- avoid excessive dependence

Recognizing and Guiding the phases of planned change emotional themes of helping relationships hostility/distrust admiration/affection business like interesting in achieving goals