Diffusion of Innovation Theory in Coaching

This week’s entry is Diffusion of Innovation Theory. I use this framework with senior leadership-level clients preparing for organizational change or encountering challenges while implementing enterprise-wide change.

The Framework

Developed in 1962 by sociologist E.M. Rogers, Diffusion of Innovation Theory (DOI) is a complex framework that explains how an idea gains momentum and spreads (diffuses) throughout a population.

Though focused on diffusion of a new idea, the framework’s utility extends to change and the adoption of new ways of thinking and doing. The theory consists of the following three interrelated frameworks: 1) Adopter Categories, 2) Stages of Adoption, and 3) Factors of Adoption. 

Adopter categories: Researchers discovered that the adoption of new ideas (or change) within a group setting does not happen simultaneously or in the same way; rather people adopt change at five different rates.

• Innovators: These individuals want to be the first to try new ideas; they are risk-takers, adventurous, and interested in new ideas.

• Early adopters: Typically, these are leaders who understand the importance of change, are comfortable adopting new ideas, and require little convincing.

• Early majority: Typically, individuals in this group are not leaders, though they tend to adopt ideas before the average person. They require proof that change works or some evidence of viability (i.e., success stories).

• Late majority: Typically, these individuals are skeptical of change and will only consider change once most others have successfully adopted change. They require more information about how others have adopted change successfully.

• Laggards: Typically, these people are bound to tradition and the status quo. They require all available information about the change and need pressure from individuals in different adopter groups before they will consider adoption.

Stages of Adoption: Researchers identified four stages a person goes through on the way to adoption.

• Awareness: The person recognizes a need for change or adoption. 

• Decision to adopt: The person accepts the change.

• Initial use: The person tests the change to determine viability.

• Continued use: The person fully adopts the change.

Factors: Researchers identified five variables that influence a person’s adoption of change. These factors play a different role depending on the individual’s Adopter Category.

• Relative advantage: the degree to which a person perceives the change as preferable to the status quo.

• Compatibility: how closely aligned the change is with the individual’s values.

• Complexity: how difficult the change is to understand.

• Triability: extent to which a person can test the change.

• Observability: extent to which the change produces tangible, measurable results.

DOI is a useful framework, especially when working with clients undergoing organizational change as well as large groups considering the adoption of new innovations.

DOI has proven useful in many fields, including marketing, social work, public health, and criminal justice. DOI is more complex than presented here. Professionals seeking additional information may consider Rogers’ 1962 book, Diffusion of Innovations.

Sources[i]

How I Use the Framework

Diffusion of Innovation Theory is a framework I use often; within the last three years I have used this framework four times, but in different ways. I will share two examples. One executive-level client was in the planning stages of an enterprise-wide change initiative. I happened to be coaching him on his leadership style when he and his team began developing their change plan. He shared with me how excited he and his team were, they already knew the changes they wanted to implement, when, and how. During our conversation, I asked him to characterize how well prepared his employees were for change. Initially, he professed everyone was onboard. But as I probed a little deeper about how he knew this, he struggled to find an answer, at which point we discussed the consequences of rolling out changes to an organization ill-prepared for change.

Recognizing much of his assessment was dependent on significant assumptions about his workforce, my client decided he needed more information. Using Diffusion of Innovation Theory, we set out to create a survey to gauge his organization’s readiness for change by categorizing each employee’s stage of change adoption. Through this effort, he gained valuable insight into how much of his workforce was ready for change compared to those who required additional time and assistance adopting change. Considering those who might need additional time and effort, he built into his change plan an entire component dedicated to helping those in the late majority and laggard categories. Through this theory, my client learned that knowing what changes to make is the easy part, understanding how to implement change and bring others with you is the challenging part. 

In another example, a senior leader came to me while her organization was well into a major change initiative. She and her company had encountered stiff resistance to change among many in the workforce. We used Diffusion of Innovation Theory as a lens through which to explore change adoption factors among those individuals she believed were resisting change. Through our conversation, she observed that several resisters in the laggard category were some of the most influential employees within the company. Their resistance had a chilling effect that permeated across the workforce.

My client believed if she could convince these influential resisters that the change was in everyone’s best interest, they might tip the scale and encourage others to adopt change. Using Diffusion of Innovation Theory’s Factors of Adoption, she explored the possible variables influencing each person. This insight allowed her to cultivate a thoughtful strategy for how to communicate to each person based on their needs. She knew one of the resisters needed data, proof that the change was a good thing. She gave him access to years of surveys, assessments, and financial statements to show the negative trend the company had been following for five years. She asked him to review the data and share his conclusions and observations. On his own, the employee came to the same conclusion as my client and her team.

For another influential resister, the security and comfort afforded by the status quo was an anchor. My client knew she had to demonstrate how the status quo was far riskier than the proposed change. Using comparable examples of other companies facing similar challenges, my client showed how a failure to adapt to their changing environment led to mass layoffs. By working with her employee, helping her to understand the need for change, my client was able to facilitate a resister’s transition to an adopter.

In both examples, my clients used Diffusion of Innovation Theory as a lens for exploration, a framework for understanding, and a conduit towards meaningful solutions. Clients in both examples had successful outcomes, in part because this theory promotes the idea that one size does not fit all when it comes to our relationship with and to change. Effective leaders need to know when to use broad brush strokes and when to use surgical precision. In the latter, Diffusion of Innovation Theory allows clients the ability to be precise in meaningful and effective ways.

Diffusion of Innovation Theory is one of over 300 frameworks across 26 different categories included in the Infourge Compendium of Models and Theories. Next week, we will explore John Dewey’s Reflective Thinking, a great resource for exploring the presence of bias and challenging what we know to be true. 

[i] Diffusion of Information Theory (DOI)

Diffusion of innovation theory. (n.d.). Retrieved from the Ohio State University: Dept. of Communication: https://www.ou.edu/deptcomm/dodjcc/groups/99A2/theories.htm

Halton, C. (2023, June 16). Diffusion of innovations theory: Definition and examples. Retrieved from Investopedia:https://www.investopedia.com/terms/d/diffusion-of-innovations-theory.asp

Dearing, J. W., & Cox, J. G. (2018, February). Diffusion of innovations theory, principles, and practice. Retrieved from Health Affairs: https://www.healthaffairs.org/doi/10.1377/hlthaff.2017.1104

Diffusion of innovation. (2021, April 24). Retrieved from the Corporate Finance Institute: https://corporatefinanceinstitute.com/resources/knowledge/other/diffusion-of-innovation/