Section 10: Four-phase strategy for embedding e-learning innovations
This strategy has been developed in collaboration with William C Miller and incorporates some of his original work.
Key features of the strategy
In this strategy, representatives from different stakeholder groups work together to develop and coordinate processes aimed to maximise the development, implementation and embedding of e-learning innovations.
Key features:
It is a strategy not a model
As a strategy it provides a general framework rather than a detailed prescription. This acknowledges that there is no one way or no one model to embed an e-learning innovation. Adapting the strategy to local needs is encouraged and expected as its purpose is to alert stakeholders to the issues that need to be considered if embedding is to be successful. While phases 1-2 (proposals and development) are well known and well documented processes, phases 3-4 which focus on early and mainstream adoption are less well defined and will require stakeholder groups to provide the details as experience develops. It is hoped that the strategy provides enough substance to guide local planning.
It incorporates key research findings
- It addresses the readiness chasm by aligning what is being proposed with what the adopter groups require and are ready to adopt.
- It recognises the interconnectedness between different stakeholder groups by including them in all phases of the strategy.
- It recognises the key role of champions in driving an innovation forward.
- It gives equal attention to the innovation, the adopters and the organisation.
- Key questions are framed around issues emerging from the research.
- It explicitly plans for different levels of readiness to adopt.
- It can be customised to different contexts.
- It utilises the four innovation styles to ensure different perspectives are considered.
- It utilises the resources generated by VET contributors to this project.
- It utilises useful tools identified in the research.
There are four-phases
- Needs-assessment/selection/funding
- Development of the innovative practices
- Early adoption
- Mainstream adoption.
Each phase focuses on current needs and prepares for the next phase of implementation.
There are three foundation questions
- Is there a portfolio of both incremental and breakthrough innovations - for short term and long-term needs?
- How well does this innovation match the short-term and/or long term needs of the adopter groups?
- To what degree is the organisation ready to implement the innovation?
Process inclusive of all stakeholder groups
Five stakeholder groups have been identified: funders/project managers; developers; early adopter champions; mainstream adopters and IT managers. Each group has responsibilities and tasks throughout the four-phases, though the emphasis will change. IT managers have been targeted as a stakeholder group because of their explicit role in enabling implementation.
It is managed horizontally
The project managers coordinate activities across the five stakeholder groups throughout the four-phases.
It is based on a portfolio approach
A portfolio approach ensures the best mix of incremental and radical innovations to meet present needs and to explore future possibilities. Short-term improvements build momentum for success and longer term investments lay the foundation for the future. A percentage of modifying, experimenting, visioning and exploring initiatives is required to ensure a diverse portfolio that meets a range of needs.
It is time based
A three-year process is suggested based on corporate models and input from VET contributors.
There are tasks and key questions for every phase
The key questions help focus on tasks and processes and ensure a balanced perspective.
Four innovation strategies provide a structure
Adapted from the work of William Miller and used with permission.
Two analysis templates have been developed for use in all four-phases. The templates are designed to capture developer and adopter perspectives on key issues to ensure the best possible outcomes.
Protocols for teamwork are also considered.
Templates for analysis
Use these two templates at each of the four-phases to assist with analysis.
- Template 1: Alignment between proposed innovation and adopter needs and readiness. This checks the match between what is being proposed and what the adopter group requires and is ready to adopt.
- Template 2: Innovations portfolio. This checks there is a sufficient range of innovation strategies being employed in the portfolio of projects to meet the needs for both short-term incremental innovations and long-term breakthrough innovations.
Template 1: Alignment between proposed innovation and adopter needs and readiness
This template assists developers, adopters and organisations to align what is being proposed with what is required and can be adopted. It can be used as a
pre-assessment tool for an innovation proposal and for developing implementation strategies for the four-phases in this embedding process.
Kind of Innovation |
Most incremental <<<<<<<<<<<<< >>>>>>>>>>>>> Most radical (Evolutionary; tried-and-tested) (Revolutionary; new and unique) |
|||
Innovation Style/Strategy |
Modifying |
Experimenting |
Visioning |
Exploring |
THE INNOVATION Developer: What innovation strategy is proposed? Adopter: What innovative strategy do you need? |
Trusted enhancements: |
Practical and adaptable: |
Distinct, with long-term value: visionary and imaginative. Investment in future, long-term benefits. Justified if investment helps achieve long-term goals |
Radically new and novel: |
THE ADOPTER Developer: What change in practice will be needed? Adopter: What change to practice are you prepared to make? |
Enhancing/optimising existing practice |
Complementing and combining with existing practice |
Challenging existing practice |
New core practice |
THE ORGANISATION Readiness to adopt Developer: What demand does it place on systems to change? Adopter: What demand on systems to change is your organisation ready to make? |
Little demand on systems to change |
Some demand on systems to change |
Major demand on systems to change |
Significant demand on systems to change |
Examples of New Practices in Flexible Learning projects |
ARED rapid development tools AQTF 'mini' games |
Digital storytelling Podcasts |
Web 2.0 tools eg Voice tools, social computing, mobile technology |
Virtual Worlds - Real Learning Complex gaming |
Template 2: Innovations portfolio
An innovations portfolio tests the fit between what is being proposed and what is required by the adopting market. Some will require trusted enhancements and others will be looking for radical change. The percentage of funds allocated to the different degrees of innovation will align the portfolio to market needs and readiness to adopt.
It can also help match the right champion to the type of innovation being developed: an Exploring champion for a radical innovation and a Modifying champion for an incremental innovation. These alignments help ensure organisational systems and structures are put in place to enhance the potential for successful embedding.
Kind of innovation |
POTENTIAL ADOPTER 'I need and am ready to adopt innovations that are .' |
|||||
Incremental Radical |
||||||
Trusted enhancements |
Practical, adaptable |
Unique long term value |
Radically new, novel |
|||
THE INNOVATION 'This innovation is intended to be.' |
Incre-mental Radical |
Trusted enhancement |
Ideal |
Ok |
Fair |
Poor |
Practical, adaptable |
Ok |
Ideal |
ok |
Fair |
||
Unique long-term value |
Fair |
Ok |
Ideal |
Ok |
||
Radically new, novel |
Poor |
Fair |
Ok |
Ideal |
||
Key: IDEAL = a good match between development proposal and adopter needs and readiness.
OK = secondary markets for the innovation.
FAIR and POOR = not a good investment prospect for adoption.
Different configurations of the template can be used at different phases - for example, early adopter, mainstream adopter, organisational readiness, marketing needs, support.
Protocols for working together
As a diverse range of stakeholders will be co-coordinating the development, implementation and embedding process, it is important to capitalise on strengths and work with differences. The following set of questions can help to clarify purpose, identify a set of values and establish working protocols at each phase of the process.
Modifying |
Experimenting |
Visioning |
Exploring |
|
|---|---|---|---|---|
Clarify |
To refine and optimise what has been done before |
To combine different elements to create many options |
To define a clear vision to drive the creative energy |
To go into new territory to see what is possible |
Values |
What values are most important to guide us? |
What personal values do we need to incorporate? |
What are the ultimate values we stand for? |
What would stretch or challenge our values? |
Working together |
What methods can we adopt from past successes? |
What best work practices can we combine? |
What would be the ideal way to work together? |
What would be a revolutionary way to work together? |
Phase 1: Assess e-learning needs and readiness of potential future adopters; select and fund projects; set-up project management
Suggested timeline: 4-6 months
Phase 1 needs-assessment, selection, funding, and set-up includes:
1.1 - Key tasks for stakeholders
1.2 - Alignment between proposed innovation and early adopter needs and readiness
1.3 - Innovations portfolio - champion early adopters
1.4 - Key questions
1.5 - Useful resources.
1.1 Key tasks for stakeholders
Summary of key tasks: Researching trends, identifying priorities, proposing projects, making selections, identifying early adopter champions, overseeing implementation readiness, preparing IT systems for interface and implementation, and developing/implementing an adoption marketing plan.
Funders/project managers |
New Practices in Flexible Learning developers |
Early adopters (champions and their institutions) |
Mainstream adopters (educators/ institutions) |
IT managers (in potential adopter institutions) |
|---|---|---|---|---|
Research trends for e learning to identify priorities Assess perceived needs for innovative e-learning in the VET sector Solicit proposals based on those needs Create interaction between VET adopters and project funders/managers to 'tune' the proposals to match needs Identify 'implementation champions' to help review/approve proposals and to become part of project supervision team Fund proposals with identified development/diffusion teams. Includes development and implementation support Oversee analysis of 'implementation readiness' of potential adopters Develop marketing strategies to raise awareness of e learning innovations |
Develop proposals based on response to perceived needs for an e-learning innovation Identify and sign up an 'implementation champion' from early adopter group Assess potential for 'implementation readiness' of the champion's organisation Develop plan with champion to enhance 'implementation readiness' to adopt the innovation under development |
Assess population for: (a) perceived needs (b) early/late adoption potential Identify potential 'implementation champions' from mainstream adopter group who will help approve, guide, and eventually implement a specific e-learning initiative Work on 'implementation readiness' issues. |
Assess population for: (a) perceived needs (b) early/late adoption potential (c) 'implementation readiness' |
Determine: (a) interface protocols for (b) IT readiness for possible future e learning projects/ processes Provide input to potential projects re: IT issues faced |
1.2 Alignment between proposed innovation and adopter needs and readiness
Use the analysis template (Template 1) to check alignment between proposed innovation and early adopter needs and organisational readiness to adopt. Develop appropriate interventions based on identified needs.
1.3 Innovations portfolio - champion early adopters
Use the innovations portfolio template (Template 2) to help match the right 'early adopter champion' to the type of innovation being developed, - eg an Exploring champion for a radical innovation. This alignment helps ensure a willingness to beta-test the developing innovation and put in place the organisational systems and structure to enhance the potential for successful embedding.
1.4 Key questions
These key questions will guide the development process, act as conversation starters, ensure a range of innovation strategies are considered and inform an early adoption innovation strategy. Mix and match to suit your context.
Innovation Style/Strategy: |
Modifying |
Experimenting |
Visioning |
Exploring |
|---|---|---|---|---|
Features of innovation/ |
Trusted enhancements: 'new/improved' versions of what is known and trusted. Immediately useful and fits with what is already known and done |
Practical and adaptable: |
Distinct, long-term value: |
Radically new and novel: |
Assessing learner needs for the innovative practice |
||||
Addressing learner needs |
How will this innovation build on what our learners are doing already? |
What different methods could be integrated and synergised to better meet learner needs? |
How will this innovation meet our learners' aspirations? |
How will this innovation offer uniquely new and exciting solutions? |
Assessing early adopter champion needs for the innovative practice |
||||
What to ask early adopter champions |
What e-learning are you currently doing that needs improving? |
What new synergies - of, technologies, pedagogy, etc - would you like to test out? |
What are your long-term visions and aspirations for e learning? |
What totally new e learning possibilities excite and attract you? |
Assessing early adopter readiness to implement |
||||
The degree of organisational readiness |
Are we ready to make small incremental changes? |
Do we see the practical benefits and are ready to make small to medium changes? |
Are we ready to make considerable investment in making major changes? |
Are we ready to make a radical change? |
Clarifying the innovation developer's proposals |
||||
Questions to address for developer proposals |
How will the proposed innovation build on what your clients are already doing? |
How will the proposed innovation give your clients well-tested, credible ideas and solutions? |
How will the proposed innovation meet your client's goals for the future? |
How will the proposed innovation offer your clients something radically new and exciting? |
Demand on the technology infrastructure to support the innovation |
||||
Demand on technology infrastructure |
Little demand on technology infrastructure |
Some demand on technology infrastructure |
Major demand on technology infrastructure |
Significant demand on technology infrastructure |
1.5 Useful resources
Tools
- Innovation attributes heuristic (Adams 2003).
- RIPPLES implementation readiness model or equivalent.
- Top 10 tips for successfully embedding an innovative practice, and organisational enablers (Case Study 1: GippsTAFE).
- Rogers' five innovation attributes template (Case Study 3: Digital Storytelling).
- RIPPLES: VET community synthesis of enablers for fostering innovative e learning.
- Research wiki: Models and strategies for embedding innovation across the VET sector.
- Innovations Styles® Profile 1 <http://www.innovationstyles.com> or equivalent to provide a team innovation profile.
- An innovator's journey (Case Study 2: There's something about Michael).
- Research wiki: strategies for supporting innovators.
Processes
An innovation showcase to select projects
For example, sponsor an 'innovation showcase' attended by potential early or late adopters and project team. Have three sections to attend: ideas being proposed; projects being worked on; projects completed and ready for adoption. The first section is to get input on the most viable project ideas; the second is to get potential early adopters to 'sign up' for using the project when completed; the third is to get potential early or late adopters to take on a ready project immediately. Thus, this idea would apply in Phases 2, 3 and 4 as well.
Phase 2: Develop projects, review progress, and sign off on successful initiatives
Suggested timeline: 10-12 months
Phase 2 includes:
2.1 - Key tasks for stakeholders
2.2 - Alignment between proposed innovation and adopter needs and readiness
2.3 - Innovations portfolio - early adopters
2.4 - Key questions
2.5 - Useful resources
2.1 Key tasks for stakeholders
Summary of key tasks: Review progress, oversee coordination between developers and adopters, develop 'turn key' implementation processes and guidelines, begin working on implementation readiness issues, seek early adopter feedback, set up networks, develop marketing strategy.
Funders/project managers |
New Practices in Flexible Learning developers |
Early adopters (champions and their institutions) |
Mainstream adopters (educators/ institutions) |
IT managers (in potential adopter institutions) |
|---|---|---|---|---|
Review progress of projects periodically (standard project management process) Oversee coordination between project teams and implementation champions Oversee 'implementation readiness' work in both early and mainstream adoption candidates Set up and facilitate community of practice for stakeholders and adopters groups Develop marketing strategy for mainstream adopters to build profile of the e learning initiatives |
Develop project with reviews by funders/project management group and early adopter champions and their organisations
Develop 'turnkey'
2 Turnkey is a process in which everything needed to perform a certain type of task is put together and presented as a complete package which is ready for immediate use.
implementation processes and guidelines for early adopter champions to easily test the project output and prepare for implementation Seek early adopter feedback in formative evaluation process Seek feedback and refine implementation guidelines as part of the project deliverables Participate in community of practice and relevant networks |
Begin working on any 'implementation readiness' needs that are important for early adoption Be part of team that reviews progress on chosen project. If possible, be involved as a 'test site' during the project itself Identify and involve mainstream adopters in awareness raising activities Participate in community of practice and relevant networks Target other sources of funding to facilitate implementation |
Begin working on any 'implementation readiness' needs that are important for mainstream adoption. Tailor implementation work to the kind of readiness needed depending on the potential match of early/late adoption and the kind of project(s) likely to be adopted. Identify other possible 'early adopters' for mentors as these projects take shape and near completion Observe/participate in early adopter implementation Explore networks and communities of practice Be a critical friend to the early adopter implementation group |
Interact with project teams and early-adopter champions regarding potential for IT to support the project - or ways the future adoption of the project might be hindered by IT protocols or readiness issues Check RIPPLES or other readiness models for key issues to be addressed Participate in evaluation processes |
2.2 Alignment between proposed innovation and adopter needs and readiness
Use analysis template (Template 1) to check alignment between proposed innovation and early adopter needs and readiness to adopt. Develop appropriate interventions based on identified needs.
2.3 Innovations portfolio - early adopters
Use the innovations portfolio template (Template 2) to test how well the degree of novelty/change of the proposed innovation match the level of readiness of early adopters to support the implementation.
You can also use the template to help match the right 'early adopter' to the type of innovation being developed, eg an Exploring champion for a radical innovation.
2.4 Key questions/considerations
These key questions will guide the process, act as conversation starters and ensure a holistic perspective inclusive of different innovation strategies and thinking styles.
Innovation Style/Strategy: |
Modifying |
Experimenting |
Visioning |
Exploring |
|---|---|---|---|---|
Features of innovation/ innovativeness: |
Trusted enhancements: 'new/improved' versions of what is known and trusted. Immediately useful and fits with what is already known and done |
Practical and adaptable: |
Distinct, long-term value: |
Radically new and novel: |
Clarifying the degree of change required by individuals and organisations to implement the innovation |
||||
The degree of change required for individuals and organisations |
This innovation will require small incremental changes |
This innovation has practical benefits and will require a small to medium change |
This innovation requires a considerable investment in the future and calls for major change |
This innovation has never been seen in VET before and calls for radical change |
Assessing degree of support required for early adopters |
||||
Support to adopt the innovation |
What is one small change that would make the biggest difference in supporting you to implement this innovation? |
What types of support could we mix and match to provide the best combination to meet your needs? |
What would be ideal to support you to implement this innovative practice? |
What totally new way could you be supported? |
2.5 Useful resources
Tools
- Implementation plan - based on Rogers' five phases in the adoption process (Case Study 3: Digital Storytelling PART C).
- Innovation attributes heuristic (Adams 2003).
- Top 10 tips for successfully embedding an innovative practice, and organisational enablers (Case Study 1: GippsTAFE).
- Organisational enablers (Case Study 1: GippsTAFE).
- Rogers' five innovation attributes template (Case Study 3: Digital Storytelling PART B).
- RIPPLES: VET community synthesis of enablers for fostering innovative
e-learning. - Research wiki: Models and strategies for embedding innovation across the VET sector.
- Innovations Styles® Profile or equivalent to provide a team innovation profile.
- An innovator's journey (Case Study 2: There's something about Michael).
- Research wiki: strategies for supporting innovators.
Phase 3: Implement projects in early-adopter organisations
Suggested timeline: 8-10 months
Phase 3 includes:
3.1 - Key tasks for stakeholders
3.2 - Alignment between proposed innovation and mainstream adopter needs and readiness
3.3 - Innovations portfolio - mainstream adopters
3.4 - Key questions
3.5 - Useful resources
3.1 Key tasks for stakeholders
Summary of key tasks: Oversee early adoption efforts, review effectiveness of turnkey processes, begin implementation and marketing, evaluate implementation with early adopters, participate in networks, continue working on implementation readiness issues.
Funders/project managers |
New Practices in Flexible Learning developers |
Early adopters (champions and their institutions) |
Mainstream adopters (educators/ institutions) |
IT managers (in potential adopter institutions) |
|---|---|---|---|---|
Fund early adopter initiatives Oversee continuity of 'implementation readiness' work Oversee early adoption efforts Review effectiveness of turnkey processes for adopting each project Facilitate networks for early adopters Facilitate 'spreading the word' as needed |
Work with early adopter champions and other early adopters to modify /revise turnkey process for mainstream adoption With early adopters, develop mainstream adoption strategy in consultation with mainstream adopters to Evaluate implementation with early adopter champions and respond to feedback |
Begin testing/ implementing the innovation. Work with project team to strengthen turnkey adoption process. Begin spreading the word With project team, develop mainstream adoption strategy Participate in networks and take active role in promoting implementation experience |
Continue working on any 'implementation readiness' needs that are important for mainstream adoption Identify and contact potential candidates for mainstream diffusion and start appropriate support strategies Identify early adopter mentors to support the adoption process Join and participate in networks |
Interact with early adopter champions to assist in implementing selected projects Also, find innovative solutions regarding potential barriers to IT implementation |
3.2 Alignment between proposed innovation and mainstream adopter needs and readiness
Use analysis template (Template 1) to check alignment between proposed innovation and mainstream adopter needs and readiness to adopt. Develop appropriate interventions based on identified needs.
3.3 Innovations portfolio - mainstream adopters
Use the innovations portfolio (Template 2). This portfolio focuses on organisational needs and readiness to implement an innovation and a marketing strategy to target the diverse needs of mainstream adopters
3.4 Key questions
These key questions will guide the process, act as conversation starters and ensure a holistic perspective inclusive of different innovation strategies and thinking styles.
Innovation Style/Strategy: |
Modifying |
Experimenting |
Visioning |
Exploring |
|---|---|---|---|---|
Features of innovation/ innovativeness: |
Trusted enhancements: 'new/improved' versions of what is known and trusted. Immediately useful and fits with what is already known and done |
Practical and adaptable: |
Distinct, long-term value: |
Radically new and novel: totally unique and revolutionary. Allows exploration and discovery using 'cutting-edge' knowledge and technology |
Assessing mainstream adopter needs and readiness |
||||
What to ask mainstream adopters |
What are you currently doing that needs improving? |
What new synergies - of, technologies, pedagogy, etc - would you like to test out? |
What are your long-term visions and aspirations? |
What totally new possibility excites and attracts you? |
Marketing to mainstream adopter groups - use a variety of strategies to cover all styles |
||||
Promoting to prospective adopters |
Here is how this innovation builds and improves upon your current practice |
Here is how this innovation can be used to fit a variety of circumstances and increase your choices |
Here is how this innovation provides long-term value and will benefit you in the long run |
Here is how this innovation is leading edge and provides a new and novel approach |
Determining level of readiness of mainstream adopters to embed e-learning innovative practices |
||||
Readiness requirements |
How ready and capable are you for supporting innovations that augment what you are already doing? |
How ready and capable are you for supporting innovations that need to be combined with other approaches and used under various conditions? |
How ready and capable are you for supporting innovations that require long-term investment and vision for vocational and technical education? |
How ready and innovations that require major changes in how technology is used and/or how learning is conducted? |
Assessing degree of support required for mainstream adopters |
||||
Support to adopt the innovation |
What is one small change that would make the biggest difference in supporting you to implement this innovation? |
What types of support could we mix and match to provide the best combination to meet your needs? |
What would be ideal to support you to implement this innovative practice? |
What totally new way could you be supported? |
3.5 Useful resources
Tools
- Innovation implementation plan. This plan is matched to the stages in the adoption process (awareness, interest, evaluation, decision, adoption. (Case Study 3: Digital Storytelling PART C).
- Innovation heuristics (Adams, 2003).
- Implementation plan adapted as formative evaluation tool (Case Study 3: Digital Storytelling PART C).
- Develop mainstream adoption strategy (Geoghegan, 1994).
- Develop mentoring program for mainstream adoption.
- Use networks to collaboratively co-design a support strategy.
- An innovator's journey (Case Study 2: There's something about Michael).
- Research wiki: strategies for supporting innovators.
Phase 4: Implement projects in mainstream-adopter organisations
Suggested timeline: 8-10 months
Phase 4 includes:
4.1 - Key tasks for stakeholders
4.2 - Alignment between proposed innovation and mainstream adopter needs and readiness
4.3 - Innovations portfolio -mainstream adopters
4.4 - Key questions
4.5 - Useful resources
4.1 Key tasks for stakeholders
Summary of key tasks: Implement mainstream adoption strategy, embed projects within organisations, oversee continuing work on 'implementation readiness', promote larger scale adoption of projects in education environments.
Funders/project managers |
New Practices in Flexible Learning developers |
Early adopters (champions and their institutions) |
Mainstream adopters (educators/ institutions) |
IT managers (in potential adopter institutions) |
|---|---|---|---|---|
Oversee implementation of mainstream adoption strategy Oversee continuing work on 'Implementation readiness' |
Continue to monitor/revise turnkey process Consult with organisations that need further assistance to implement the project |
Embed the project within the organisation Evaluate the process Spread the word with the outcomes of early adoption |
Begin working with mainstream candidates to adopt projects Continue working on any 'implementation readiness' needs that are important for mainstream adoption Participate in network and communities of practice |
Interact with mainstream adopters to assist in implementing selected projects Also, find innovative solutions regarding potential barriers to IT implementation |
4.2 Alignment between proposed innovation and mainstream adopter needs and readiness
Use analysis template (Template 1) to check alignment between proposed innovation and mainstream adopter needs and readiness to adopt. Develop appropriate interventions based on identified needs.
4.3 Innovations portfolio - mainstream adopters
Use innovations portfolio (Template 2) to help match the kind of innovation with the needs/preference of innovation of educators who are potential mainstream/majority-adopters.
Use this template to help assess organisational readiness of potential mainstream adopters to implement an innovation.
4.4 Key questions
These key questions will guide the process, act as conversation starters and ensure a holistic perspective inclusive of different innovation strategies and thinking styles.
Innovation Style/Strategy: |
Modifying |
Experimenting |
Visioning |
Exploring |
|---|---|---|---|---|
Features of innovation/ innovativeness: |
Trusted enhancements: 'new/improved' versions of what is known and trusted. Immediately useful and fits with what is already known and done |
Practical and adaptable: |
Distinct, long-term value: |
Radically new and novel: |
Assessing mainstream adopter needs and readiness |
||||
What to ask mainstream adopters |
What are you currently doing that needs improving? |
What new synergies - of, technologies, pedagogy, etc - would you like to test out? |
What are your long-term visions and aspirations? |
What totally new possibility excites and attracts you? |
Marketing early adopter achievements to mainstream adopter groups |
||||
Promoting early adopters achievements |
Here is how this innovation has improved current practice |
Here is how this innovation fits a variety of circumstances and increased choice |
Here is how this innovation will provide benefits in the long run |
Here is how this innovation provided a new and novel approach |
Mentoring mainstream adopters |
||||
Identifying starting points |
What small change could you make to your existing practice? |
What practical benefits could this innovation bring? |
What innovation would be an ideal for you? |
What could we try that has never been done before? |
Assessing degree of support required for mainstream adopters |
||||
Support to adopt the innovation |
What is one small change that would make the biggest difference in supporting you to implement this innovation? |
What types of support could we mix and match to provide the best combination to meet your needs? |
What would be ideal to support you to implement this innovative practice? |
What totally new way could you be supported? |
4.5 Useful resources
Tools
- Implementation plan - based on Rogers' five phases in the adoption process (Case Study 3: Digital Storytelling PART C).
- Innovation attributes heuristic (Adams 2003).
- Top 10 tips for successfully embedding an innovative practice, and organisational enablers (Case Study 1: GippsTAFE).
- Organisational enablers (Case Study 1: GippsTAFE).
- Rogers' five innovation attributes template (Case Study 3: Digital Storytelling PART B).
- RIPPLES: VET community synthesis of enablers for fostering innovative e learning.
- Research wiki: Models and strategies for embedding innovation across the VET sector.
- Innovations Styles® profile or equivalent to provide a team innovation profile.