ADOPTING SOCIAL INNOVATION: IMPERATIVE ON DIFFUSING INNOVATION INTO COMMUNITY DEVELOPMENT WITH LEADERSHIP DECISION PROCESS IN NIGERIA By Alice Essien Rapid innovation, flexible deployment options, and easy consumption models do create favorable conditions for the proliferation of disruptive information technology. In fact, convergence in the five pillars of enterprise disruption (i.e. social, mobile, cloud, big data, and unified communications), has led to new innovations and opportunities to apply disruptive technologies to new business models. New business models abound at the intersection of cloud and big data, social and mobile, social and unified communications, and cloud and mobile. Lillian Iwu CIO Brainstorm Leadership Academy, Nigeria unveiled this fact and adds that despite hundreds of billions Naira wasted on failed research and development projects in Nigeria, yet most market influencers would agree that enterprise software vendors have produced a dearth of innovation over the past decade. Vendors often cite major functionality additions, integration of acquisitions, technology re-platforms, and weak attempts at faking cloud computing as innovations. In fact, let’s call it what it is. Only a handful of enterprise software vendors have truly innovated. Many enterprise software vendors are fast followers. Most are innovation laggards living off fat maintenance revenue streams. Ask any product strategist where they gain their inspiration and they will all cite advancements in consumer technology; and not peers enterprise competitors. Therefore, adopting an innovation requires a decision to be made, an action to be taken since innovation diffusion is usually considered to occur through a five step process. The five stages (steps) in the adoption process first exposed individual to an innovation techniques but lack information about the innovation secondly give the individual an interest in the innovation and actively seek information and more details about the innovation. Thirdly, the individual takes the concept of the innovation and weighs the advantages and disadvantages of using the innovation — and then decides whether to adopt or reject the innovation. Fourthly, the individual determines the usefulness of the innovation and may search for further information about it. And finally, the individual finalises their decision to continue using the innovation and may use the innovation to its fullest potential. Therefore, as Brainstorm Associates revamp Leadership in Community Development Project 2014; incorporates the conditions prior to the knowledge stage that influence the knowledge stage. These conditions are previous practices of Brainstorm Associates and the need to be fulfilled or the problem to be solved, innovativeness of the decision-making unit of government commission, public/private organizations and their leadership norms of the social systems in Nigeria prompt Brainstorm Associates to assume that the adoption process is a continuous process; since innovative decision process is to adopt or reject an innovation that could be change in the future if more knowledge and persuasion become available to the decision-making unit. It also could change due to the realities faced during the implementation process. Henceforth, Leadership in Community Development Project 2014 is to be use as innovative models of adopting innovation into the study of Information Technology Research Development and Adoption across all government commissions, agencies and ministries for effective leadership development in Nigeria communities. Though Brainstorm Associates has already been using many decision process models to find out majors factors affecting implementing democratic governance polices through IT research adoption (innovative diffusion) in general in Nigeria and why computer technology adoption in less developed countries in African Continent need to be promoted and through the adoption of new computing architectures and web service standards in our jet age. Mr. Sunday Reuben Jnr. CEO/Principal Consultant-Brainstorm Leadership Academy, Nigeria said this yesterday in a join stakeholders meeting with Brainstorm Associates Professional Teams at Abuja which agenda was on the following issues: • Diffusion of Innovations in Nigeria • Reviewing the Data Content of Innovation-Decision Process as a Case Study Applications Activity of Brainstorm Associates • Adoption of Innovation – through Decision Process Stages: Knowledge, Persuasion, Decision, Implementation and Confirmation • Previous practice of social innovation in community development: its Prior conditions, and Innovativeness • Felt needs/problems with Innovation-Decision Process Norms through effective social system Communication • He adds that Brainstorm Associates report had review Mobile devices which reflect the shift to ubiquitous computing. Users want anytime, anywhere access. Smart phones are providing the key gateway for consumer users to enter the enterprise. Most of the enterprise adoption trends that comes from consumer driven demand; for example, Apple iPhone applications hit 1 billion downloads in the first 9 months and a significant number of enterprises have adopted the iPhone in addition to Blackberry. Google Android adoption is projected to grow 51.2% from 2010 to 2014 despite the fact that most enterprises have no plans yet to support this platform. In the next 12 to 18 months, users expect mobile access to enterprise information on their terms, not the enterprises. In 18 to 24 months, the convergence of location based services and mobility will move from consumer tech to the enterprise. These augmented reality scenarios will power enterprise proactive field service and new digital and social marketing advancements. Once again, consumer preferences will drive enterprise usage. Also the adopting innovative culture has shifted. Consumers no longer trust the organizations they work with to provide accurate and timely information. As social networks replace companies as the first source and most trusted source of information, users will expect advancements such as collaboration, social networking, community platforms, and activity streams to enter the enterprise. In fact, activity streams as popularized by Facebook now permeate every enterprise software vendor’s road maps as a key user experience paradigm. Cloud computing plays a key role in the transformation across the stack for consumption, creation, orchestration, and infrastructure. Mega consumer sites such as Amazon, Baidu, eBay, Facebook, Google, NexTag, Priceline, Shopping, Shopzilla, Target, Walmart, and Yahoo! have already proven the advantages of cloud computing. Consumer tech innovations already include game theory based on scenario planning; showing that Game mechanics are rule based systems that facilitate and encourage a user to explore and learn the properties of their possibility space through the use of feedback mechanisms. Facebook creates recognition and rewards for users to add people to the network. Yelp, Foursquare, and Gowalla incentivize users with discounts, promotions, and recognition to add and review locations. Digg creates contests to drive the latest and freshest content. Organizations can expect these gaming mechanics to drive employee behavior to promote knowledge transfer, sales programs, and collaboration. Buyers of organizations can expect these systems to improve revenue and stakeholder collaboration. These systems will require a strong analytical foundation to build algorithms around prediction, trending, and suggestion. However, these innovations often need to be built to enterprise class standards. Many organizations will continue to build on their own until packaged alternatives become available and enterprise ready….he process through which an individual (or template other decision-making unit) passes from first knowledge of an innovation, to forming an attitude toward the innovation, to a decision to adopt or reject, to implementation of the new idea, and to confirmation of this decision indicate that Innovation Decision process in Nigeria will aid for knowledge engineering when an individual learns of the innovation’s existence and gains some understanding of how it functions using intellectual skills which its activity is mainly cognitive and using social media channels as means to generalized socioeconomic status, Personality Variables and Communication behaviors with the democratic governance system and is indices with leadership in community development programmes most when Nigeria individual forms a favorable or unfavorable attitude toward the innovation. It attributes of the innovation affecting its rate of diffusion: relative advantage, compatibility and so on therefore engaging the individual in innovative decision process activities that will lead to a choice to adopt or reject the innovation since adoption: make use of an innovation as the best course of action available. Rejection: not to adopt an innovation. Active rejection: considering and trying the innovation out on a limited basis, then deciding not to adopt. Passive rejection (non-adoption): consists of never really considering the use of the innovation. Mr. Lawson Daniel form Rockwood Station, India said in the meeting that Brainstorm Associates Research Teams has been very welcoming and providing Rockwood with a lot of support as I learn the ropes. I have had the pleasure of having one on one chats with our field coordinators and business mentors who have amazed me with their passion and commitment in their work. They truly believe that they are making a positive impact on the lives of the very poor with online learning. I recently attended a disbursement meeting of business owners who were very excited about starting their businesses. I am enjoying the experience and I am still pinching myself that I am working for such a great organization. As Others Researchers across the globe have studied the relationship between the level of internet adoption and competitive advantage, general Information Technology diffusion patterns, and the role of change agents in IT adoption shows that BLA, Nigeria research learning in ICT adoption uses by Brainstorm Associates to find factors influencing the whole adoption process within a particular context or to explain the role of a particular factor in a particular adoption process in Nigeria. Leadership in Community Development Project 2014 will now assumes that every innovation is desirable and therefore rejection of innovation would be considered as resistance to change yet, the reality is that not every innovation is embraced by the community, as Brainstorm Associates Research Professional Teams will point out in the Persuasion stage of Leadership in Community Development Project 2014. Therefore the innovation characteristics of relative advantage, compatibility, triability, and observability would influence the opinions of the decision-making unit toward the innovation diffusion since innovation diffusion uses an approach in which the decision to adopt new technology is mainly based on perceptions of the technology within the decision-making unit and to ensure stability and security in a family environment for children who may not be raised in their family of origin across Nigerian Communities. Here Brainstorm Associates suggests that data must become information leading in the creation of knowledge. What happens in a community is mirrored in an individual. The pioneering work of Online Research learning and consulting of Brainstorm Leadership Academy, Nigeria had identified a positive decision process that Nigerians individuals can continue to progress through as they make a decision to adopt an effective innovation IT leadership in Nigeria Community. Each of these steps had requires Brainstorm Associates their time to research and have a conversion of tacit or explicit information, as detailed in Associates blogs. This information either comes through external influences from outside the community or through influential members of the community. Therefore Nigerians considering individuals progress through awareness that the individual is simply aware the innovation exists. Details are lacking and it is a very passive stage. This awareness is usually driven by sources outside the community and tacit sources of information, interest that the individual wants more information. They begin to wonder if the innovation can help them. They may actively seek out new information, both explicit and tacit. Their quest is informed by sources both outside and inside the community, evaluation the individual mentally examines the innovation using the information gathered, trying to determine whether it will really impact their work and how it will make their effort easier or better. This is a critical stage and the first one where the voices of the community (i.e. coworkers, friends or neighbors) are often the largest influence on an individual, rather than outside contacts, Trial that the individual actually tests the innovation to see if reality matches expectations, usually with small-scale, experimental efforts. Often at this stage, any source of information that is determined to be helpful will be used, although close community ties are still the most important. Individuals are looking for specific help for their specific need and adoption that the individual likes the innovation and adopts it wholeheartedly. It is applied to all areas of relevant use and the individual often becomes a strong advocate for the innovation in the community. Community voices are very important at this stage; these steps at different rates, often resulting in their differentiation into separate groups defined by their rate of adoption. Obviously Adoption of Change in a Community development leadership project will describes how these different rates of adoption affect the ability of an organization to make a decision and accept an innovation. FOOT NOTE: Innovation is a time bound phenomenon, and change is always constrained by sociocultural factors, individuals’ psychological profiles, and the attributes that potential adopters perceive a given innovation to posses. Curricular innovation is a managed process of development whose principal products are teaching (and/or testing) materials, methodological skills, and pedagogical values that are perceived as new by potential adopters Changes in teaching (and/or testing) materials, methodological skills, and pedagogical values constitute the core dimensions of teaching and learning. Thus, one of the biggest triggers for adoption is when leadership clearly communicates how they’d like workers to participate in social business. While setting a personal example through participation is best, all it takes is direct, regular, and public involvement by several well-respected executives. Social media policies have come a long way from the 7 page fine print of years gone by to simple and clear directives. Specifically, the lessons learned over the years have distilled to focus on explaining exactly what employees can and can’t do in the most understandable terms. Bonus points for providing effective suggestions on when they should use social business solutions; the Nigerians facility of community management is one of the only real assets you have to drive social business transformation and adoption. Brainstorm Associates and a world authority on community management, notes that “community building is a critical element of social business success and typically organizations cannot get there by deploying social technologies alone. There are a variety of contextual factors that can increase or decrease the ease of building a community but there are also some common best practices“. This seems obvious stated this way, but many look at social business approaches as a horizontal or general purpose communications method more akin to e-mail to IM than a way to improve a specific business activity. Sometimes this is true of course, but the best results often seem to come from those that aimed their social business design at a specific business opportunity The five stages (steps) in the adoption process are: knowledge, persuasion, decision, implementation and confirmation. • Knowledge. The decision-making unit is exposed to the existence of innovation. In this case the innovation could be new hardware, software, methodology, or tools. The main activity in this stage is cognitive (knowing). The knowledge about innovation might come through different communication channels. It could be in the form of advertising, word of mouth, formal education or training. The knowledge-finding activity would be initiated when the need for innovation exists. • Persuasion. The decision-making unit forms an opinion toward the innovation. This opinion could be favourable or unfavourable. The main activity in this stage is affective (feeling). The decision-making unit would actively seek information about the innovation of concern before developing an opinion. • Decision. The decision-making unit decides either to reject (rejection) or accept (adoption) the innovation. Usually, the decision to adopt or reject would be made based on a trial period. The result would determine either to adopt or reject the innovation. External parties might be involved by providing an opportunity to demonstrate the innovation. • Implementation. The decision-making unit actually uses the innovation. This is where the activities shift from strictly mental to real action. It would involve behaviour change due to the implementation. In this stage, the decision-making unit would discover whether the initial knowledge and perception of innovation were true or not. The implementation stage would end when innovation becomes an integrated part of the adopter’s life or the innovation perceived as useless. • Confirmation. The decision-making unit confirms or reverses the decision to reject or adopt the innovation made in the previous stage. The reason for this change is that information received about innovation may have conflicted with the previous beliefs.
Posted on: Sat, 04 Jan 2014 21:56:15 +0000
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