by
Charles Lamson
What elements influence others to buy into an idea or product? Researchers and practitioners ask that question each time they want to sell an idea or product (an innovation). There are three factors that usually come into consideration.
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First, the product should have some intuitive appeal to the consumer. For example, new and improved hand calculators had instant appeal to almost all users. It just seemed like a good idea to have something you could put into your pocket that would perform all the mathematical operations a normal person would have any need for. Second, the product or idea must be attainable and affordable. For example, most of us can afford $10 (or less) for a pocket calculator. However, most of us could not afford a Ferrari, no matter how good an idea it might be. Third, the idea or product must give the results it promises. For example, if a company buys a campaign to sell a product, sales are expected. If we buy the calculator, we expect it will compute accurately.
The process of decision-making with regard to accepting something new involves five stages.
Stages of the Adoption Process
The adoption process involves stages one goes through, from the point at which you first gain basic knowledge of an innovation, to the point where you know you are going to maintain the innovation into the future. This process can be followed by individuals (or by entire organizations) when deciding whether to accept (or reject) a new idea. Various persons within the system may go through the process at different rates and some persons may even skip a stage in the process. Regardless of the rate at which an organization or individual goes through the adoption process, the fact remains that all persons eventually go through some type of decision-making process when evaluating a new idea, reducing uncertainty about the new idea, and making a decision about the acceptance or rejection of the new idea.
The first phase of the process, the knowledge stage, involves obtaining basic exposure to the innovation's existence, and some understanding of how it functions. This initial stage is when someone in the organization (a manager or an employee) becomes aware of, or gains interest in, a new idea that might help the organization. or there might be a need in the organization to create or find an innovation to satisfy the need. Regardless of how the innovation is developed, whether it be by people outside the organization, or by people within the organization, people must first have some knowledge or interest or awareness of the innovation in order to consider adoption in the knowledge stage the organization or individual usually learns about the innovation, either through mass media channels, or from other individuals. For example, in this country much of our information is generated through some form of the media (television, radio, newspapers, computer bulletin boards, and so on). Hence, the initial awareness can come from seeing something on television, or reading about a new idea in some printed material. For example, many people see or learn about a new car that they might like to purchase from some media ad. Let us say we heard about the 500LX we might want; now what do we do?
The persuasion stage involves forming a favorable or unfavorable attitude toward the innovation. In the knowledge stage the thinking was more on a cognitive level. The main type of thinking at the persuasion stage is on the affective or feeling level. We begin to develop a positive or negative feeling toward the new idea. We investigate the innovation more thoroughly by actively seeking information about the new idea, and by asking ourselves a series of questions about the new idea. We will often ask, "What are the advantages and disadvantages of this new idea? How will this help me in my work? Will this be harmful to my work? Will I be pleased with this idea? How will my boss react to this idea?" What we really are doing is mentally applying the new idea to our situation and determining whether it is something we should try. We are evaluating the potential effects of the idea without really being able to use the idea on a permanent basis and see the real effects. For example, with the 500LX we think we might want, we might talk to friends who have a 500LX, and get their opinions about the car. At this point, we would think about potential problems or benefits, and we probably would form some feeling for the car.
The decision stage involves choosing to adopt (or reject) the innovation. In this stage, we have two choices: adopt or reject. If we adopt, we are accepting the innovation. If we reject, we are refusing the innovation. Much of our decision to adopt or reject is influenced by peers, who either volunteer advice on the new idea, or respond to our request for information about the new idea. At this stage, peer influence is quite high, and usually plays a significant role. If people we respect and like have accepted the idea, then we are more likely to accept the idea. For example, the 500LX we want is being driven by two close, respected friends, and they spoke favorably about the car in the persuasion stage. When we get to the decision stage we might be influenced to buy the car. Some friends of the authors of this book, Organizational Communication for Survival, bought their teenage son a red car as a surprise. Someone asked them, "Why a red car"? They replied, "All his friends drive red cars, and we doubt he'd like any other color." They were right. He wanted a red car. Any other color would not have made the car as appealing. Hence, the parents were influenced by their son's friends, knowing that he liked what his friends had, and would want a similar car that was red.
The implementation stage involves putting an innovation into use. Until this stage, the decision-making process has been "strictly a mental process." But this stage involves actual behavior. This stage will usually present more problems for an organization than for an individual. After all, an organization is a collection of individuals, all of whom may (or may not) want to implement the new idea. This is why change, sometimes, can be very slow. Trying to get an entire organization to implement a change can take years. Much time has to be spent in the persuasion stage, giving personnel favorable attitudes about the new ideas, and then much time has to be spent polling personnel to determine how many will actually adopt the new idea. Both of these stages must be completed before successful implementation can take place.
The final stage, the confirmation stage, involves seeking reinforcement for our decision. We may still reverse the decision, if exposed to conflicting information, such as if the car does not run.
In conclusion, the stages an individual or an organization go through when deciding whether to accept or reject an innovation are critical to the successful implementation of a change. Although some stages may receive less time than others (because some people need little persuasion on some ideas), it is clear that people go through stages. These stages can effect an organization for years to come. It is always wise to thoroughly investigate any potential change for problems, and review the possible consequences of the change. Although we know that people go through the various stages at various times and paces, we need to know what attributes or characteristics of an innovation might prompt one to consider adopting an innovation.
*SOURCE: ORGANIZATIONAL COMMUNICATION FOR SURVIVAL, 3RD ED., VIRGINIA P. RICHMOND, JAMES C. MCCROSKY, AND LINDA L. MCCROSKEY, 2005, PGS. 166-169*
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