Accelerating acceptance.
Innovations are either accepted or rejected in large part because of their implementation--sometimes without regard to improvements over existing techniques. By understanding the dynamics of how innovations are adopted and by whom, physician executives will have insight into influencing others. All adopters are not created equal. They fall into five categories, beginning with those who embrace innovation, even seek it out. In any given organization, or the population in general, there are: (1) innovators (2.5 percent); (2) early adopters (13.5 percent); (3) early majority (34 percent); (4) late majority (34 percent); and (5) laggards (16 percent). As these categories imply, each group has specific personalities related to adopting innovations that can be identified and used to implement new policies and procedures. By identifying and encouraging innovators and early adopters to think outside the box and then gaining critical mass through the early majority, who also act as opinion leaders, organizations can accelerate the pace of adopting innovations. New processes are adopted when opinion leaders initiate new practices, whose results can be tangibly discerned by the majority of adopters.
DeCherney
G S
GS
Christiana Care Health System, Delaware, USA. sdecherney@christianacare.org
D001519:Behavior; D004059:Diffusion of Innovation; D006801:Humans; D007400:Interprofessional Relations; D009042:Motivation; D009936:Organizational Innovation; D011216:Practice Management, Medical / Q000458:organization & administration; D012922:Social Change