Diffusion Networks

Opinion Leaders

Play an important role in diffusion networks

Two-step flow model - Innovations originate from a source Flow via mass media to opinion leaders Pass the innovation to followers

Networks

Interpersonal diffusion networks are mostly homophilous

This can act as a barrier to rapid flow of innovations

Measuring Opinion Leadership

Critical Mass

The point at which the rate of adoption becomes self-sustaining

Enough individuals have adopted a interactive innovation to make it useful

Interactive innovation like e-mail, cellular telephones, fax machine

Who was the first to adopt the fax machine? What did they get out of it?

Seven roles for the change agent

Develop a need for change (introduce, dramatize, convince) Establish an information-exchange relationship (develop a

rapport – credible, competent, trustworthy) Diagnose problems (why existing alternative don’t meet

needs) Create an intent in the client to change (motivation) Translate an intent to action (work with opinion leaders to

activate near-peer networks) Stabilize adoption and prevent discontinuance (this

happens at the implementation or confirmation stage) Achieve a terminal relationship (promote self-reliance for

clients)

Change Agent’s success factors

Extent of effort in contacting clients A client orientation, rather than a change agency

orientation Compatibility of diffusion program to client’s

needs Change agent’s empathy with clients His or her homophily with clients Credibility in the clients eyes Use of opinion leaders Increasing client’s ability to evaluate innovations

Problems Faced by Change Agent

1. Problems Faced by Change Agent: Self adjustment

Scientists and technical experts have a hard time adjusting to new environments See handout – (640-10-8) Adjust your thinking:

to expect less than perfection from the people with whom you are working

To play a secondary role in the change process To expect little reward or thanks for your work To new culture(s) – don’t fall into “this is the way we did it back

home” To reach all levels of social system To study people as was as things – why do people do the things

they do? To accept that it will take longer to get people accept a change

than to make it yourself

2. Problems Faced by Change Agent: Determining appropriate level of technological skill

Temptation is to use the technological skill level where he or she came from

In a new community the level of technology may be much lower than the one in which the technical expert is accustomed

Change agent fails to study and evaluate the new situation before coming up with recommendations and proposals

Continued

Develop a social compass for the community or institution in which you work (see handout 640-8-4)

In a new change agent, take advantage of the “honeymoon period” to get away with asking all sorts of “dumb” questions

Get involved in your company or organization (clubs, associations, etc.)

Listen, what are people saying or not saying and why? Ask, rather than assume. Interpret the silent

language of your constituents Be technically competent in your own field. But be

ready to reinvent the wheel.

3. Problems Faced by Change Agent: Maximize support and minimize resistance

Introduce the innovation or change in the context of the cultural values and norms

Involve people in change process – proposed change should be their change

Identify facilitating forces and inhibiting forces Introduce change in stages Involve opinion leaders Be flexible, do not antagonize, and take time to

develop understanding Don’t change people, but help them to change

4. Problems Faced by Change Agent: Gaining commitment for change

Answers to the following are important: How will the client system be made aware of

the need for change? How can interest be aroused in this change? Who should be selected to prepare and

present the change plan? How can the people be committed to try the

change?

4. Continued

Get someone in the client system to volunteer to undertake the change

Get the client system to consider the plan for change their idea

Educate client system on all requirements for and consequences of the change

5. Problems Faced by Change Agent: Informing client system of all requirement of change

Develop a communication strategy Allow time for people to understand requirements

of change Demonstrate change on a pilot scale (trialability) Provide support, assistance, and nurturing for

those involved in the change process Inform opinion leaders early in the process so

that the “trickle-down” diffusion will begin

6. Problems Faced by Change Agent: Guiding client system to assure permanent adoption of a change

Provide support continuously over time Start with simple and not complex change Start with a change people want rather than the one you know

that they need Start with the change that will result in immediate benefits Orient the change to be client-centered rather than process-

oriented Field test changes publicly Provide demonstrations in different locations Help establish definite, attainable goals and involve the people

affected in establishing those goals Remain in the background yourself. Push people in the client

system forward

7. Problems Faced by Change Agent: Maintaining a balanced rapport with subparts of the client system

Do not play one group or faction against another Keep everything open a above the table – telling

everyone who you are in contact with and why Find common ground that exists among all

groups Place representative of different groups on

advisory or development committees Work with all parts of the client system

8. Problems Faced by Change Agent: Determining the proper financial aid to extend to change project

Client systems often plead for aid for aids sake May find themselves with technology that they can not

support (negative consequences) Use funds to reduce risk, to provide demonstrations, to

provide training Do not use funds as “carrots on a stick” Have the client system commit some of its own resources Extend money in stages Get clients and other funders to use their funds first

9. Problems Faced by Change Agent: Selecting an innovation to be introduced in a given situation

Many change agents fail because the innovations they attempt to introduce cannot be sustained and supported in the existing situation

Ask the following questions: For what new materials and services will a given

innovation create demand? Can these demands be satisfied in the existing client

system? If not, what new systems must be created to fulfill them?

Involve clients in determining the relative benefits and liabilities of innovation

9. Continued

Assess the characteristics of the innovation in terms of: Relative advantage Compatibility Complexity Trailability Flexibility Completeness Readiness

10. Problems Faced by Change Agent: Speeding up change based on administration timeline

Establish a continual two-way program of communication between administration and clients

Work to help administration to comprehend the perceptions held and problems faced by your clients

Work to help clients comprehend administration purpose for change

Comparing the Change Agent and the Scientist-Technician

Change Agent Scientist-Technician

Purpose To influence decisions about adoption

To develop more efficient methods, mechanisms, and technology

Motivation Complex-involves altruism and self-interest (works with people)

Probably materialistic or mechanistic (works with things)

Rewards Subjective, often delayed Objective, relatively immediate

Work Relations

Works with adults on “voluntary” basis

Works with peers

Work Emphasis

Work affecting change done by client system and based on their decisions

Work done by the technician or assistants is based on his/her decisions

Work Variability

High variability with little control Lower level of variability with high level of control

Authority Implied social authority; often required to furnish proof; seldom viewed as an “expert”

Speaks from a position of authority; statements are those on the “expert” and often are accepted as fact

Role Conflict High, often due to varying perceptions of roles or an imprecise job description

Relatively low, often due to general agreement on role or very specific job description

Change Agent versus Scientist-Technician

What adjustments must a technician make when called upon to become a change agent?

Program Strategy for Change Agents

Tailor a program of change to the cultural values and past experiences

Help clients perceive need for an innovation. Work under the conditions of the people – use demonstration

Establish and define a helping relationship with your client

Clarity the problems involved in making a change. Help your clients question and test. Emphasize improving people’s competence in evaluating new ideas rather than simply promoting innovations per se.

Continued:

Concentrate efforts upon opinion leaders in the early stages of the diffusion. But do not disregard others

Anticipate and attempt to prevent, or at least minimize, undesirable social consequences

Work yourself out of a job – terminate your relationship

Seven Strategies for Change

Value Strategy

The adopter is viewed as a professionally oriented entity that can be obligated to adopt through an appeal to his values

Appeals can be made on behalf of “what is best for the children”

Rational strategy

The adopter is viewed as a rational entity who can be convinced, on the basis of hard data and logical argument

Convincing scientific approach

Didactic Strategy

Adopter is viewed as willing but untrained entity, that is having the appropriate values, motivations, and the necessary economic resources, but as not knowing how to perform

Teaching approach

Psychological Strategy

The adopter is viewed as a psychological entity whose needs for acceptance, involvement, and inclusion can be employed to persuade him to adopt.

Persuasion approach

Economic Strategy

The adopter is viewed as an economic entity who can be compensated for agreeing to adopt

Authority Strategy

Adopter is viewed as an entity in a bureaucratic system who can be compelled to adopt by virtue of his relationship to an authority hierarchy