Champions Fax Archive

THE DIFFUSION OF INNOVATION – PART 1

Volume 3, Number 4

February 23, 1998

Few books have had an impact on Leadership Network as The Diffusion of Innovation. This book, first published in 1962 and now in its fourth edition, is a textbook on communication theory. It is not written for ease of use but for scholarly study. A close reading by a Church Champion will be beneficial for their ministry. It helps the Champion understand how new ideas and practices are applied. The basic thrust of the book is described by the curve.

The diagram, figure 7-2 in the book, describes the idealized categories of adopters for an innovation. The time element moves left to right. These idealized types have the following characteristics:

Innovators are venturesome. "This interest in new ideas leads them out of a local circle of peer networks into more cosmopolite social relationships." These are the leaders who are not just trying ideas found in their own field, they are looking everywhere for what works and what doesn’t. They form networks outside the regular system. They eagerly try the daring and bold. Uncertainty about success is no obstacle and they are willing to invest time, energy and funds in a new, untested idea. The innovator may not be valued by the rest of the group because of these factors but they are important to watch since they are gatekeepers of new ideas. Often, they do not bother to perfect the innovation but rather move on to the next one.

Implication question: Who are the churches that you watch for innovative practices? They may or may not be the largest.

Early adopters are the opinion leaders in the system. This is the category change agents focus on to help diffuse and innovate. These are the role models looked up to by the larger system. They are known for their "discreet use of new ideas". They adopt an idea and then give evaluation to their peers through their relationships.

Implication questions: Who are the key influencers in your system that are watched by the other participants in the system? How are you helping them to diffuse their new ideas?

Early Majority leaders adopt the new ideas just before average members do. They have good networks with peers but are not seen as opinion leaders. They use careful cost/benefit analysis before adopting a new idea. It takes them longer to decide on an idea.

Late Majority persons are skeptical and cautious. They have to see everyone else doing it first. They have the attitude of scarce resources that must be carefully managed. All uncertainty must be removed for them to act.

Laggards have no opinion leadership. Their point of reference is the past. "Decisions are often made based on what has been done previously." They are suspicious of change.

Implication questions: Where are you focusing your time and effort? Are you attempting changes with the wrong group?

The Diffusion of Innovation by Everett Rogers. The Free Press, 1995.