PDF Summary:Diffusion of Innovations, by Everett M. Rogers

How do new ideas spread through cultures and organizations? In his influential work Diffusion of Innovations, Everett M. Rogers explores the patterns by which new ideas move from early adopters to widespread acceptance. He examines the characteristics that influence the pace of adoption and the roles of change agents in promoting innovations.

Rogers reveals the process from identifying a need, to developing and modifying an innovation, to its adoption by individuals or groups. His framework provides powerful insights for anyone seeking to introduce change or understand its underlying drivers—whether in business, technology, agriculture, or beyond.

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Developing a strategy to introduce a new concept in a manner that aligns with established beliefs and past experiences.

Rogers suggests that the rate at which an innovation is adopted is significantly influenced by how well it resonates with established values and past experiences, in addition to its clear definition. He cautions that employing overly complex or specialized language might lead to confusion and could deter a diverse audience. He recommends selecting a term that aligns with cultural relevance and suitability. Rogers explores the challenges faced during the introduction of the Copper-T intrauterine device in Korea, where the product's name clashed with cultural norms due to the absence of the letter "T" in the Korean alphabet. Introducing a new product effectively can increase its appeal and speed up its adoption.

The alignment with pre-existing knowledge frameworks.

Rogers underscores the importance of respecting and understanding established knowledge systems, particularly in the context of the introduction of new technologies to developing countries. These frameworks often provide enlightening viewpoints, acting as channels that bridge conventional techniques and novel ideas. Rogers highlights the erroneous assumption made by change agents who often overlook the existing knowledge and relevant experiences of their clients, an error referred to as the "empty vessels fallacy." Neglecting existing frameworks can lead to confusion, opposition, and unexpected outcomes. The initiation of 'miracle rice' in Bali, as recounted by Rogers, caused disturbances in the irrigation system that was customarily managed by local religious leaders, which in turn led to a decline in harvest output and forced the cultivators to revert to their previous rice strains.

The challenge lies in grasping and applying a novel concept.

Rogers posits that perceiving an innovation as intricate may impede its adoption. Innovations that require significant effort to learn and integrate typically disseminate more gradually. This becomes especially clear when considering a multitude of novel technologies. The widespread adoption of personal computers was initially slowed down by the perception that they were overly complicated for many users. Over time, the complexity barrier has diminished as improvements in ease of use have been complemented by the establishment of supportive networks providing assistance and advice.

The degree to which an innovation may be experimented with on a gradual basis.

Roger's emphasizes that "trialability" significantly influences adoption. Individuals who adopt innovations tend to favor those that can be tested on a smaller scale first, helping to reduce their uncertainties and perceived risks. This trialability can manifest in different ways, including complimentary samples, test initiatives, or showcases. Individuals who embrace new ideas swiftly tend to be more comfortable with uncertainty and have a propensity for adventure, requiring fewer instances to try out innovative concepts compared to those who adopt these ideas at a later stage and are more reliant on their peers' experiences.

Observability concerns how noticeable the results of an innovation are to others.

The spread of innovative concepts is enhanced by the clear visibility of their benefits. The observability of the results of a new idea, such as a popular new style or an evidently successful agricultural method, stimulates increased conversation and examples, which in turn speeds up the rate at which it is embraced. Innovations that encourage consistent engagement in physical activity for the purpose of preserving health often experience a more gradual adoption rate among individuals.

The categorization of individuals according to how they embrace new innovations.

Rogers outlines a system that sorts individuals based on their inclination towards innovation, assembling them into five distinct groups that embrace new ideas following a pattern resembling an 'S' curve. Change agents endeavor to understand the diverse interactions that different community groups have with new ideas, which is essential for tailoring their strategies.

Individuals within a system can be grouped into five categories based on their propensity to adopt new ideas.

Rogers divides the members of the system into five distinct categories, using a numerical approach that segments a typical adoption curve based on the average time of adoption and its standard deviations. Each group exhibits unique characteristics that play a crucial role in predicting and understanding their adoption of new ideas.

A small fraction, specifically 2.5 percent, of the population, recognized for their willingness to take on risk, forms the early minority that adopts the novel idea.

Individuals who are among the first to embrace new concepts are distinguished by their willingness to assume considerable risks and their bold disposition. Rogers describes these individuals as having substantial financial resources and the ability to handle high levels of risk. They often possess links to expansive social networks that go beyond their immediate circle of acquaintances, establishing them as pivotal in disseminating new ideas. Their influence on the local community may wane as they deviate from the traditional social norms.

The subsequent group comprises individuals who make up 13.5 percent of the population and are esteemed by their peers for embracing the innovation.

Early adopters hold central roles within their social circles, unlike innovators who tend to hold marginal positions. They are often seen as discerning and judicious in their adoption of fresh concepts and are generally perceived as individuals wielding significant sway. Their endorsement significantly hastens the adoption of novel concepts, as demonstrated by a pronounced uptick in the frequency of acceptance of these concepts, tracing a path akin to the 'S' curve.

The portion of adopters in question, which constitutes thirty-four percent, embraces the new idea after a phase of careful consideration.

The initial significant segment of a system's population adopts new ideas shortly before the average member does. They are characterized by their deliberate strategy, actively pursuing confirmation and basing their decisions on the knowledge derived from the experiences of the initial adopters of the innovation. Rogers notes that although they adopt new concepts intentionally and with openness, they seldom originate these ideas. The choice to embrace the innovation marks a critical juncture in its dissemination, encompassing a significant portion of the prospective user base.

The following segment, which makes up one-third of the adopters, embraces new innovations with a discerning and judicious mindset.

The late majority, which represents about one-third of the potential adopters, typically accepts an innovation after it has been embraced by the average member of the system. They tend to adopt new concepts with a cautious and deliberate mindset, often swayed by the influential persuasion of their peers or when compelled by financial imperatives. People often look for approval from their peers before embracing a new idea because of their limited resources.

The last segment, which makes up 16 percent, embraces the innovation following the majority and is generally characterized by conventional perspectives.

The group identified as the final adopters of an innovation are termed laggards. Rogers describes this group as having a strong foundation in traditional beliefs and being more aligned with long-standing local traditions than any other group that embraces new ideas. People who do not hold influential positions often find themselves at the edges of social networks. They frequently embrace new ideas after a substantial number of people have embraced them, often due to limited resources and a strong hesitation to adopt new practices.

Context

• Rogers' five key attributes that determine the speed of new concept adoption are: relative advantage, compatibility, complexity, trialability, and observability. These attributes influence how quickly individuals or groups adopt a new idea based on its perceived benefits, alignment with existing values and needs, ease of understanding and use, opportunity for trial runs, and visibility of results.
• In innovation adoption, "comparative benefit" is the perception that a new idea offers more advantages than existing options, motivating individuals to embrace it. This principle considers how the innovation improves upon previous practices in terms of benefits like increased earnings or social status. The comparative benefit influences the decision-making process by highlighting the advantages of adopting the new idea over sticking with familiar practices. It plays a crucial role in shaping individuals' attitudes towards innovation and their willingness to change.
• Trialability in innovation adoption refers to the extent to which an innovation can be experimented with on a limited scale before full adoption. It allows individuals to test the innovation in a smaller, less risky setting, reducing uncertainties. This concept helps potential adopters assess the innovation's suitability and benefits before committing fully. Trialability is a key factor influencing the speed and success of innovation adoption.
• The categorization of individuals based on their propensity to adopt new ideas is a concept introduced by Rogers. He divides people into five groups: innovators, early adopters, early majority, late majority, and laggards, based on their timing of adopting innovations. Each group has distinct characteristics that influence how they embrace and adopt new concepts over time. This categorization helps understand the diffusion of innovations within a population and how different groups play a role in the spread of new ideas.
• The diffusion of innovations theory categorizes individuals into five groups based on their adoption behavior: innovators, early adopters, early majority, late majority, and laggards. Innovators are the first to embrace new ideas, followed by early adopters who are influential in spreading innovations. The early majority and late majority adopt once a concept becomes more established, with laggards being the last to adopt due to various reasons like skepticism or limited resources. These groups form a bell curve of adoption over time, known as the "S" curve.

The pivotal role of change agents and their strategic employment of communicative methods to disseminate innovative ideas.

This section explores how individuals who facilitate change employ communication strategies to steer and shape the diffusion process.

Change Agents are proactive in encouraging and enabling an organization to embrace new concepts.

Change agents are individuals who actively influence the adoption decisions of their clients, commonly employed by organizations promoting innovations, like agricultural extension services or public health agencies.

Creating a link that connects the users with the resource system.

Rogers characterizes certain individuals as pivotal intermediaries who bridge the gap between an informed system and the implementers of new information. They facilitate information exchange, overcome the gap between innovators and potential adopters, and assist in matching innovations to clients' needs. He highlights the challenges faced by change advocates who occupy a distinct social role, balancing the organization's drive for innovation with the needs of the community they serve, often leading to a clash of responsibilities. Individuals acting as catalysts for change frequently find themselves inundated with extensive communication regarding the new idea. Rogers underscores the importance of change agents tailoring their information dissemination to the unique needs of their clients.

The effectiveness of change agents is often evaluated by the speed at which a new innovation is embraced and the extent of client satisfaction with the innovation.

Rogers argues that the assessment of a change agent's effectiveness should transition from solely measuring the speed of innovation adoption to prioritizing the welfare of both individuals and the broader society. Adoption rates illuminate the speed of innovation acceptance, yet they may not fully capture the long-term effects, sustainability, and overall results that arise due to the adoption. Ensuring customer contentment, maintaining consistent use, and reducing adverse effects are crucial for different indicators of success. The case study demonstrating the facilitation of Norplant's debut in Indonesia exemplifies this concept. The initiative initially thrived as it attracted many participants through vigorous marketing and minimal guidance, yet it faced ethical challenges and experienced a drop in participant engagement, threatening its sustainability over time.

Attention is centered on the clients rather than the change agency.

According to Rogers, a client-oriented approach, which emphasizes understanding, meticulous engagement, and addressing client requirements, results in more enduring success than methods that prioritize obedience without considering the satisfaction or outcomes for the client, rather than imposing directives from external entities. Change agents prioritize comprehending their clients' requirements, thus building trust and fostering valuable relationships, which empowers clients to make informed and enduring decisions about adoption.

Change agents are tasked with evaluating client needs and proposing innovative alternatives.

Rogers emphasizes the vital role of change agents in evaluating the needs of their clients and proposing appropriate innovations. He underscores the importance of thorough assessments of needs, valuing indigenous knowledge, and taking into account the factors in the environment that play a role in the uptake and effectiveness of a novel idea. Change agents must find a way to respect their clients' autonomy while also leveraging their knowledge to offer advice that facilitates well-informed choices.

The success of the diffusion process is intimately connected with the change agents' capacity to empathize with and convey the emotions of others.

Rogers underscores the importance of empathy, a crucial characteristic that entails understanding and sharing the feelings of others, especially for those who lead innovation efforts and interact with customers from diverse cultural backgrounds. By grasping their clients' perspectives, change agents can provide advice that is both relevant and welcomed, thereby encouraging lasting adoption. Overcoming the divide created by disparities in social status, specialized jargon, and cultural variation depends greatly on the ability to communicate effectively.

Approaches to disseminating information

Rogers underscores the importance of utilizing communication strategies that are efficient in accelerating the process of diffusion. He advises adopting approaches based on studies that consider the unique characteristics of the target group and leverage the power of interpersonal connections within their circles.

Concentrating on individuals, organizations, or communities that are particularly susceptible to risks.

Rogers underscores the necessity of tailoring initiatives to cater to different groups, particularly in fields like disease prevention and public health, where resources are limited and influencing a significant portion of the wider population is challenging. This targeted approach aims to maximize efficiency, tailor interventions to specific audience needs, and achieve measurable impact within specific groups.

Crafting interventions with meticulous focus improves their effectiveness and economic viability.

Rogers emphasizes a significant misjudgment in diffusion research, which is the assumption that an innovation needs to be adopted and spread throughout the entire social system, that its adoption should occur rapidly, and that there should be no modifications to or outright dismissal of the novel concept. The third chapter. He recommends a more cautious approach that considers the possible results and costs involved in accepting new innovations. When selecting strategies that are both impactful and ethically justifiable, it is essential to thoroughly evaluate their effectiveness and ensure they are cost-effective.

Initiatives to spread awareness and influence opinions about a new concept.

Campaigns that utilize mass media platforms are highly effective in increasing public knowledge and influencing conversations about new innovations. To ensure positive results, campaigns should be carefully crafted, featuring clear objectives, appropriate channels of communication, and messages that are specifically adapted to resonate with the unique tastes and interests of the target audience.

The significance of preliminary research, setting a clear objective for the endeavor, and accurately identifying the specific group that the initiative aims to reach.

Rogers stresses the value of conducting formative research throughout the campaign design and implementation phases. The research provides crucial insights into the characteristics of the target audience, their communication preferences, and possible barriers that may impede acceptance. He underscores the importance of setting well-defined and achievable objectives for the initiative, tailoring the outreach and dissemination tactics to resonate with the different segments of the intended audience. Rogers highlights the Cincinnati Campaign for the United Nations as an example of the adverse outcomes that can occur when strategies are not underpinned by thorough research and are not customized to suit the specific audience. The approach utilized widespread communication and inappropriate mediums, failing to adequately communicate the message to the less informed demographics it intended to engage.

Fostering dialogue within the group of listeners.

Diffusion is fundamentally based on social exchanges, as underscored by Rogers. He consistently underscored the significance of utilizing interpersonal communication channels to boost the spread of innovative concepts. Campaigns that successfully spark these conversations often achieve this by generating enthusiasm, providing conversation starters, and emphasizing the experiences of the pioneers in embracing the innovation. The success of the oral rehydration therapy campaign in Egypt can be largely attributed to the engaging stories broadcast on television and the impact of esteemed local leaders.

Other Perspectives

• Change agents may not always have the necessary influence or resources to drive adoption, especially in rigid or bureaucratic organizations.
• The concept of a "change agent" can be idealized, and in practice, these individuals may face significant resistance or lack of cooperation from both the informed system and the implementers.
• Evaluating the effectiveness of change agents by the speed of innovation adoption can be misleading, as rapid adoption does not always equate to sustainable or appropriate use of the innovation.
• A focus on client needs is important, but it can sometimes conflict with organizational goals or broader societal needs, which may also need to be considered.
• Change agents proposing innovative alternatives must balance the risk of promoting unproven or inappropriate solutions with the potential benefits of innovation.
• Empathy is crucial, but change agents must also maintain professional boundaries and ensure that their emotional involvement does not cloud their judgment or lead to favoritism.
• Communication strategies that accelerate diffusion may not be suitable for all contexts, especially where there is low literacy or limited access to communication channels.
• Tailoring initiatives to specific groups can be resource-intensive and may not always be the most efficient use of limited funds, especially if the innovation has broad applicability.
• Focusing interventions too narrowly may overlook the potential benefits of wider adoption or fail to address systemic issues that contribute to the problem.
• Spreading awareness and influencing opinions through campaigns can sometimes lead to misinformation or unintended consequences if not managed carefully.
• Preliminary research and clear objectives are important, but they can also be time-consuming and costly, which may not be justifiable for all campaigns.
• Fostering dialogue is important, but it can also lead to the spread of misinformation if not guided by accurate and reliable information.

The diffusion process influences the way innovations are molded and modified within organizational structures.

Successfully managing the consequences associated with novel innovations is crucial for their widespread adoption. This part focuses on understanding the impacts within the context of organizational environments.

Innovations can be categorized based on their outcomes.

The results of adopting new concepts often defy simple explanations. The consequences, whether intentional or accidental, can emerge swiftly or gradually and may influence individuals, organizations, and broader social constructs in beneficial or detrimental ways. Rogers outlines a three-part structure that encapsulates the intricate results, which encompass the aspects of beneficial versus detrimental, overt versus subtle, and foreseen versus unforeseen consequences.

The outcomes can be categorized as either beneficial or detrimental.

Rogers emphasizes the necessity of acknowledging that innovations may lead to a range of consequences, which can be both advantageous and harmful, and it is vital to understand this intricacy rather than simply expecting favorable outcomes. He underscores the importance of assessing the spectrum of values while carefully considering both the positive and negative outcomes. For instance, while hybrid corn led to increased agricultural productivity and income for adopters, it also contributed to unintended consequences for the broader social system, including the decline of small farms and rural communities.

Outcomes may be instantaneous or may emerge over a duration.

Rogers highlights the difference between the initial results of embracing an innovation and the cascading impacts that unfold from that primary acceptance. Understanding the nuances of these unintended outcomes is challenging as they slowly emerge from complex interplays within a network. Snowmobiles initially made their appearance in Lapland, illustrating the concept. The swift acceleration of transportation speeds resulted in unexpected detrimental effects, including the disturbance of traditional reindeer herding customs, economic fluctuations, and societal tension.

Expected outcomes contrast with those that are unforeseen.

Rogers emphasizes the contrast between anticipated consequences and those that become apparent only after the event has taken place, noting that while some outcomes can be predicted and planned for, others become clear only with the benefit of hindsight. The unexpected consequences can be particularly problematic because they often challenge the core values of the proponents of transformation and reveal a deficiency in understanding how an innovation interacts with the existing social, cultural, and economic structures.

The outcomes consistently exhibited a similar trend.

Rogers investigates the crucial matter of pinpointing the people or collectives that benefit from adopting innovative concepts. The examination of fairness goes beyond improving society as a whole to a detailed evaluation of how the distribution of advantages and responsibilities affects different community groups.

The dissemination of innovative concepts frequently exacerbates the disparity across various socioeconomic levels.

Rogers observed that the spread of new ideas often exacerbates existing inequalities. Differences in social standing tend to widen as multiple factors tend to benefit individuals who already hold a prominent position within a social structure.

Early adopters of new ideas benefit from improved access to information, which in turn elevates their awareness.

Individuals who are often the first to adopt new innovations, typically possessing greater educational achievements and more prominent social statuses, are usually better equipped to grasp new ideas. Individuals who gain early awareness can take advantage of the opportunities emerging with the onset of innovation dissemination, thus obtaining economic or social advantages before their peers do.

People who embrace new concepts before their peers have enhanced chances to evaluate innovative thoughts through the exchanges they have within their social circles.

Rogers observes that early adopters gain advantages through their extensive and diverse channels of communication, which facilitate a more efficient gathering of insights regarding new innovations. Individuals acquire essential insights from preliminary evaluations, reducing uncertainty and aiding in their choice to embrace new ideas that foster beneficial results.

People who are often the first to embrace new ideas generally possess greater resources.

People who possess greater financial and educational resources are often better equipped to embrace new advancements, especially those that are more expensive, and can more skillfully manage any challenges or risks associated with being early adopters of these innovations. The cycle continues as early adopters gain further benefits by adopting new advancements, while those who lag struggle to keep up.

Efforts aim to diminish the differences across diverse social and economic strata, or at a minimum, to halt the widening of the disparity.

Rogers contends that although innovations frequently result in heightened disparities, such outcomes are not guaranteed. He outlines strategies aimed at fostering more equitable outcomes.

People of lower socioeconomic status who adopt new ideas at a later stage tend to communicate more often.

Rogers recommends that change facilitators should expand their strategies beyond merely targeting individuals who are already receptive and well-resourced. He underscores the significance of directing attention toward individuals who adopt new ideas at a slower pace and those who possess fewer resources. Efforts deeply integrated within the social fabric of the community can facilitate this shift in focus.

Groups are composed of members who face disadvantages.

Rogers emphasizes the importance of empowering those with fewer advantages by collaborating with them to enhance their access to resources and knowledge. When individuals confronting challenges band together to form entities such as cooperatives, they bolster their joint power, enabling them to overcome individual constraints and gain a greater share of the benefits associated with novel innovations.

Developing technologies specifically designed to address the requirements of the underprivileged.

Rogers emphasizes the need to shift the focus of research and development efforts to better tackle the challenges and needs of those who are economically underprivileged. Technologies that are both economical and readily available, while also aligning with Recognizing the significance of specific contextual factors is crucial in narrowing the socioeconomic gap and securing fair results.

The term "digital divide" describes the gap between individuals in terms of their access to the internet, educational resources, and available information.

Rogers recognized the possibility that disparities might widen as a result of disparate chances to make use of information and communication technologies, including the internet. The disparity is evident within countries as well as between those that are industrialized and those that are still developing. Digital inclusion is not just about having the infrastructure and devices; it also involves the proficient application of digital tools and ensuring that online content is pertinent and accessible. He advocates for a holistic approach to bridge this divide, which includes establishing community hubs like public libraries and centers, improving the digital skills of disadvantaged populations, and developing digital content that is culturally pertinent and readily available.

Strategies employed by organizations to embrace novel concepts.

Rogers' research thoroughly investigates how individuals make decisions and dedicates a substantial portion of his work to understanding how organizations adopt new innovations.

Incorporating new ideas within organizations

The assimilation of new concepts in organizations involves complex interactions among various stakeholders, as well as the structure of the organization and the complexities of its decision-making mechanisms. Rogers outlines a framework that delineates five separate stages through which an innovation is adopted.

Identifying and prioritizing the obstacles an organization encounters may reveal the need for an innovative approach.

Establishing priorities in an organization involves recognizing the need for change. This often stems from a scenario in which the actual outcomes do not meet the expected results, leading to a search for new solutions. Rogers highlights cases in which an organization recognizes an innovation, sparking a demand for its application, and subsequently searches for an issue that the innovation can resolve.

Tailoring a solution to address a specific requirement.

The method entails pinpointing a bespoke innovation designed to satisfy the organization's unique requirements. Rogers underscores the necessity of tailoring an innovation to suit the unique requirements of an organization when assessing its likelihood of sustained adoption. During this phase, the new idea undergoes meticulous scrutiny, its feasibility is assessed, and methods are formulated to facilitate its acceptance.

To ensure the innovation fits within the organizational framework, it's essential to make appropriate changes to the organization's structure.

During the implementation phase, alterations are often made to the innovation as well as to the adopting entity. The organization tailors the innovation to suit its unique environment and alters its structure to accommodate the new idea. The introduction of a new computer system might necessitate changes in how work is conducted, modifications to the responsibilities of staff members, and the establishment of educational programs.

The broader embrace of an innovative concept by a collective.

The company expands the utilization of the innovative concept and improves its implementation. During this phase, it is typical to face unforeseen challenges, provide support to new users, and fine-tune the innovation to better suit the unique requirements and traits of the organization.

The innovation becomes so integrated into the organization's routines that it no longer appears as a separate entity.

The process of innovation reaches its conclusion when the novel concept is assimilated into the organization's routine operations, losing its initial distinctiveness in the process. The incorporation of new methods or ideas is finalized at this stage, becoming an integral part of the organizational structure and its functions. An innovation's effectiveness and sustainability are demonstrated when it remains in use even after the initial support and resources are no longer provided. The chances of an innovation being adopted on an ongoing basis are enhanced when it is developed with input from organizational members, customized to meet the specific requirements of the organization, and championed by a committed supporter from within the organization.

Advocates for change within an organization are individuals who champion new ideas and assist the institution in overcoming its hesitation to embrace these novel approaches.

Rogers characterizes certain individuals as enthusiastic advocates for innovation, playing a pivotal role in driving transformation within their organizations. These charismatic and persuasive individuals advocate for the adoption of new ideas, overcome resistance, and lead the charge in implementing them. Rogers also underscores the importance of middle managers and lower-level employees, whose social skills and knowledge are essential in promoting the adoption of innovative ideas. He observes that organizational champions function similarly to community leaders, skillfully navigating complex social dynamics to secure acceptance of the new concepts.

Context

• Rogers' three-part structure categorizes outcomes of innovations based on whether they are beneficial or detrimental, overt or subtle, and foreseen or unforeseen. This framework helps in understanding the complex consequences that innovations can bring to individuals, organizations, and society as a whole. By considering these dimensions, one can assess the full spectrum of impacts that innovations may have, beyond just the immediate and intended effects.
• In Lapland, the introduction of snowmobiles led to unintended consequences such as disrupting traditional reindeer herding customs, causing economic fluctuations, and creating societal tension. The swift acceleration in transportation speeds brought about by snowmobiles had far-reaching impacts on the local community and environment. This example illustrates how the initial adoption of an innovation can have complex and unforeseen effects that extend beyond the immediate benefits. Snowmobiles in Lapland serve as a case study highlighting the intricate interplay between technological advancements and traditional practices in a specific cultural context.
• The "digital divide" is the gap between individuals in terms of their access to the internet, educational resources, and available information. It highlights disparities in digital access and skills, affecting both developed and developing countries. Bridging this gap involves not only providing infrastructure and devices but also ensuring relevant digital content and improving digital literacy. Efforts to address the digital divide aim to create equal opportunities for all individuals to benefit from digital technologies.
• Rogers' framework on innovation adoption in organizations consists of five stages:

1. Knowledge: Organizations identify and understand the innovation.
2. Persuasion: Organizations decide whether to adopt the innovation.
3. Decision: Organizations commit to the innovation's implementation.
4. Implementation: Organizations integrate the innovation into their operations.
5. Confirmation: Organizations assess the outcomes and continue or adjust the innovation's use.