Diffusion of Innovations Theory

My interest in crisis communications and strategic communications is driven by my work in risk management. I have worked in the spirit industry (that’s cheerleading not alcohol or the occult!) for over 10 years. Currently I develop training manuals and facilitate instruction for cheer coaches in safety and risk management. Much of what I do is directly connected to crisis communication as we work to prevent injuries and improve program management. Knowing how to reduce risk is essential in any job, but it is also important to know how to manage a crisis if the worst occurs.

This blog will peruse areas in strategic communications and emerging media topics related to leadership in communication strategies. I plan to post weekly as my schedule allows. I learn much from the coaches I work with, and I believe that this blog will encourage more of the same from my readers. I want to hear your opinions and concerns—just be polite in your objections or disagreement!

In the digital age leaders in any industry must understand the importance of staying current with new technologies and of knowing which technologies will enhance their communication methods. Leaders must also keep in mind that “new” often means “change.” Change often takes time and getting people to accept and adopt change is the heart of diffusion of innovations theory. Everett Rogers¹ discussion of the mechanics of diffusion defines the steps we all use to adopt new products, technology, etc. Basically we become aware of the product, we form opinions, research and explore the benefits or drawbacks, purchase or adapt the product, and evaluate our decision. We also depend on opinion leaders to help us determine our choices. I used this process to purchase a tablet—reading reviews, asking questions of tablet owners, and enjoying the value of my decision. Understanding this process enables any industry to develop communication methods to persuade the public to adopt their products or technology.

Change can be scary; change means we move from what we know to uncertainty. Our willingness or unwillingness to change depends on our personalities and our previous experiences with change. The group of people most likely to adopt new technology immediately is innovators. These people are the first to buy the newest version of a smart phone, the newest tablet. They will camp out overnight and stand in long lines to get the latest and greatest product. Some of you reading this will nod in agreement; this is you! Savvy advertisers know you; they know how to market their product to appeal to your need for the latest updated product. Early adopters will read reviews by the innovators and listen to their opinions; they, too, like to have the latest and greatest. The early majority now has two user groups to rely on for information and confirmation the technology is for them. The late majority do not take risks, so they wait until they are very comfortable with their decision to change to the new technology. The last group are the laggards—those who are the last to change. They drag their feet and wait as long as possible to change.

I generally fit in the early majority group for most technology. I am, as Marc Prensky² describes, a digital immigrant. I was not born into the digital age; those people are call digital natives. I enthusiastically immigrated into the digital age and thoroughly embrace technology. There was a point when I wanted the newest advances in phones and computers, but I now wait just a bit for the bugs to be worked out. As a member of the early majority, I take the opportunity to research before I adopt. I have friends and acquaintances in each of Rogers’ groups, and these descriptions certainly align with their feelings about technology.

It is important to know how these groups work and think in order to communicate successfully to direct their purchasing habits or adopting/adapting behavior to change. Obviously the opinion leaders are important in this process. Looking through the groups again we see that most rely on what reviewers say and what trusted friends say about the technology. We are all opinion leaders to someone in our group. As communication professionals, our knowledge and use of Rogers’ diffusion theory will enhance our efforts to successfully effect change in our respective fields.

¹ Rogers, E. (1995). Diffusion of innovations. Reviewed by G. Orr (March 2003, 18          2003). Retrieved from http://www.stanford.edu/class/symbsys205/diffusion%20of%20Innovations.htm

² Prensky, M. (2005). Listen to the natives. Educational Leadership, 63(4), 8-13.            Retrieved from http://web.ebscohost.com.libproxy.troy.edu/ehost/detail?sid=20f30339-b3f3-48e1-a88b-da93f825af37%40sessionmgr4&vid=1&hid=12&bdata=Jmxhbmc9ZGUmc2l0ZT1laG9zdC1saXZl#db=voh&AN=19270008