deborah boisvert director, batec center for it university of ma boston
TRANSCRIPT
Research ContributionsChris Dede, Timothy E. Wirth Professor in
Learning Technologies, Harvard Graduate School of Education; http://www.gse.harvard.edu/~dedech/
Jim Dearing, Senior Scientist, Kaiser Permanente, Institute for Health Research; http://kpco-ihr.org/jamesdearing/publications/2010dearing.htm
Synergy Collaboratory for Research, Practice and Transformation; http://sites.google.com/site/synergy2010group/
http://www.microsoft.com/education/demos/scale
effectiveness of innovation under ideal conditions
Questions
• From what sources of leverage does the innovation get its power?• What are its conditions for success?• How can the innovation be modified to enhance depth?
Check List
1. Conduct research and evaluation2. Work through a Logic Model3. Use iterative design
DEPTH
Trap: Perfection
SUSTAINABILITYchanges in practice maintained over substantial periods of time
• To survive in inhospitable conditions, how will I modify the innovation?• What are the minimum conditions of success for this innovation
to retain reasonable effectiveness?• What target settings / populations have at least these minimum conditions?
1. Develop ruggedized hybrids2. Use technology to automate ongoing processes (so that
continuity is easy)
Questions
Check List
Trap: Mutation
SPREADlarge numbers of users embrace the innovation
• How do I reduce costs while retaining power (light version)?• How do I simplify training?• With a light version – what are the trade-offs?• How do I ensure success early on so that users gain confidence?
1. Reduce costs2. Reduce barriers to initial usage3. Create new efficiencies
Questions
Check List
Trap: Optomality
SHIFTmany users deepen and sustain the innovationvia adaptation
• How can I move beyond “brand” to support users as co-evaluators, co-designers, and co-scalers?
• How can I help users to go beyond what I already developed?• How can I train users to be co-evaluators, co-designers, and co-scalers?
1. Train for co-design2. Empower others to think in terms of co-design3. Increase collaboration and communication
Questions
Check List
Trap: Origination
EVOLUTIONrevisions reshape the thinking of original designers
• How can I get motivated to start the innovation process again?• How can I re-conceptualize the innovation?• How can I facilitate a “community of reflective redesign” with
other innovators?
1. Determine how to re-motivate2. Determine how to innovate with new eyes3. Use technology to track changes
Questions
Check List
Trap: Unlearning
Traditional criteria1. Is it consistent with our mission (or the RFP)?
2. Do we have the team?
3. Do we have the know-how?
4. Can we afford it?
5. If we build it, will they come?
Evidence-Based Spread Selection CriteriaCompatibilityCostSimplicityAdaptabilityEffectivenessObservabilityTrialability
James W. Dearing, Kaiser Permanente
Compatibility… is the extent to which an innovation fits with
preexisting routines, beliefs, and norms
Cost… is the extent to which an innovation is less costly
relative to alternatives
Simplicity… the extent to which an innovation is easy to
understand
Adaptability…the extent to which an innovation can be
customized by an adopter without decreasing effectiveness
Effectiveness…the extent to which an innovation is better
than an alternative
Observability…the extent to which the results of using an
innovation are visible
Trialability…the extent to which an innovation can be tried with
low or no risk
Which Attributes are Especially Powerful?1. Compatibility
2. Cost
3. Simplicity
4. Adaptability
5. Effectiveness
6. Observability
7. Trialability
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Attribute Rating ToolsThe innovation matrix
Attributes by team perception, team portrayal, potential adopter perception (7x3)
Diagnosing communication barriers via the matrix
The innovation profile
Composite of attributes (1x3)
The Potential for Adoption Rating score
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You Can Use Attributes toAssess how team members perceive an innovation
Assess how team members talk about an innovation
Assess how potential adopters perceive an innovation
Rate websites and other information portrayals about an innovation
Compare innovations to decide the readiness of each for scale
Using Attributes Can Help Answer Questions Such As…Which faculty development strategy can most rapidly
spread to other institutions/cities/regions?
Have we described our new curricula in ways that will interest faculty at other institutions?
Which approach(es) will be best received?
How can we improve how we present our project?
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Using Social Networks as Influence Networks
A social network is the patterned set of relationships among the members of a social system
Adopters, implementers, leaders, and champions are the “nodes”
Relations of different types comprise the “links” between nodes
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In General, Intervention with Informal Opinion Leaders Speeds the Adoption of Worthy Practices, Processes, and PoliciesWhen…
They perceive the innovation positivelyThey are approached with a normative appealThey are not asked to do too much
Influencing through Opinion Leaders
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In Summary:Scale has five dimensions that must be considered in
realizing success – depth, sustainability, spread, shift and evolution. Accentuate the power of the dimensionMinimize the traps of the dimension
There are seven attributes that must be considered when trying to identify adopters – compatibility, cost, simplicity, adaptability, effectiveness, observability and trialabilityThe more that can be associated with your project, the
more likely you are to have it adopted
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In Summary:Influence networks (target populations) embed
different roles of opinion leaders, bridges, and innovators
Innovators function as information sources for opinion leaders
Opinion Leaders influence others within the group; bridges spread information about innovations across groups
Change Agents are successful to the extent that they correctly identify who leads the opinions of others (who provides advice), and spend their time with those persons
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