Information Technology Reference
In-Depth Information
not get transferred simply because potential users do not know about the
new program or practice.
In this study Backer also provides “strategies” for the above challenges to util-
ization. They are as follows:
1.
Interpersonal contact. To get an innovation used in a new setting, there
needs to be direct, personal contact between staff members of the potential
adopting organization and those with direct knowledge about the innova-
tion.
2.
Planning and conceptual foresight. A carefully thought-out plan for how
the innovation will be adopted in a new setting is essential to meet the chal-
lenges indicated earlier.
3.
Outside consultation on the change process. Such consultation provides
help in designing the change effort efficiently and offers some useful ob-
jectivity about what needs to be done.
4.
User-oriented transformation of information. What is known about an in-
novation must be translated into language that potential users can under-
stand readily, abbreviated so that attention spans are not exceeded, and
made to concentrate on the key issues of “Does it work?” and “How can I
replicate it in my organization?”
5.
Individual and organizational championship. An innovation's chances for
successful adoption are much greater if influential staff members and or-
ganizational leaders express enthusiasm for its adoption.
6.
Potential user involvement. Everyone who will have to live with the results
of an organizational change must be involved in planning for innovation ad-
option, both to get a range of suggestions for how to undertake the adop-
tion effectively and to facilitate “felt ownership” of the new program (thus
decreasing resistance to change).
7.
Partnership, knowledge and understanding of the innovation, careful plan-
ning, champions for the impending change, and ownership are critical suc-
cess factors.
In summary, utilization is not an all-or-nothing process; it is complex and re-
quires a careful assessment of the environmental context and the personnel en-
gaged in the utilization. Knowledge utilization is integral to change in an organ-
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