diffusion networks. opinion leaders zplay an important role in diffusion networks ztwo-step flow...
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Diffusion Networks
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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
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Networks
Interpersonal diffusion networks are mostly homophilous
This can act as a barrier to rapid flow of innovations
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Measuring Opinion Leadership
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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?
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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)
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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
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Problems Faced by Change Agent
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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
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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
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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.
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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
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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?
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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
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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
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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
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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
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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
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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
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9. Continued
Assess the characteristics of the innovation in terms of: Relative advantage Compatibility Complexity Trailability Flexibility Completeness Readiness
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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
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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
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Change Agent versus Scientist-Technician
What adjustments must a technician make when called upon to become a change agent?
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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.
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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
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Seven Strategies for Change
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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”
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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
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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
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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
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Economic Strategy
The adopter is viewed as an economic entity who can be compensated for agreeing to adopt
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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