Diffusion of Innovations Theory

Diffusion of innovations theory examines how new ideas, practices, or objects are adopted by individuals and organizations (or other “units of adoption”)—a field of research important to public relations practitioners advocating change.

Beginning in the 1950s, Everett M. Rogers, the leading researcher in the field, developed the most comprehensive model of how innovations are adopted. The robustness of diffusion theory is evident in how its early focus has changed from examining the acceptance of new strains of hybrid seeds among American and developing-country farmers to Rogers's contemporary analyses of the adoption of new communications technologies.

The major tenet of diffusion theory is that people undergo a five-step process that begins with awareness, followed by interest, evaluation, trial, and adoption. These steps are alternatively labeled knowledge, persuasion, decision, implementation, and confirmation (acceptance or rejection). The consequences of adopting a new innovation are alternatively categorized as desirable or undesirable, direct or indirect, or anticipated to unanticipated.

According to Rogers, three sets of variables influence the acceptance of innovations.

Prior conditions provide a context for the consideration of changes by adopters. Examples include previous practices, felt needs or problems, innovativeness as a characteristic of the individual or organization, and norms (expectations) of the social system in which the adoption occurs.

Characteristics of the decision-making unit relate to systemic or inherent characteristics of the adopter, suggesting that certain groups might be more open to change. Characteristics include socioeconomic factors (age, education, status, financial well-being, etc.), personality variables (curiosity, open-mindedness, etc.), and communication behaviors.

Characteristics of the innovation itself also influence acceptance. Rogers suggested that innovations are more likely to gain acceptance if they provide a relative advantage compared to the ideas they replace or to alternative solutions. Acceptance is also more likely when innovations offer compatibility with existing processes or ideas, simplicity (versus complexity), trialability (the ability to experiment on a limited and risk-free basis), and observability (being tangible and readily inspected).

Rogers posits that the adoption rate for innovations follows an S-shaped curve in which adoption begins slowly but rapidly escalates once a critical mass is achieved. Rates of adoption will then taper off after reaching a peak. The relative steepness or shape of the S-curve explains how some innovations are quickly adopted (sharp, steep rise) or [Page 254]require longer times for acceptance (a wider, flatter curve).

Diffusion theory suggests that adopters can be categorized as to their rate or readiness of accepting new ideas or objects. Rogers alternatively defines and describe these groups as follows:

• Innovators—adventuresome, eager to try new ideas; more cosmopolitan than their peers
• Early adopters—respectable localites (less cosmopolitan than innovators), usually with a high degree of opinion leadership within the social system
• Early majority—deliberate, interacting frequently with their peers but seldom holding leadership positions
• Late majority—skeptical, often adopting an innovation because of economic uncertainty or increasing network pressure
• Laggards—traditionals who are localites, including near-isolates and people whose point of reference is the past

Advocates for change, such as public relations practitioners, are designated as change agents in the parlance of diffusion theory. A change agent is usually a professional person who attempts to influence the adoption process in a way deemed desirable.

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