Innovation Diffusion Process Concept
Introduction
The communication project Full-Time Faculty in University exposes the supposed plight of both the part-time non-tenured professors and the university students. It states that what was needed was a plan of innovations in the sector to stem the worsening situation. The project made use of Everett Roger’s Innovation Diffusion Process Concept as the basis for designing its communication schemes that emphasized on the identification of change agents, diffusion and communication networks, and the consequences of the identified innovations. This paper is a continuance of the communication program’s evaluation document prepared by my team and uses the aspect of Knowledge Use of Campbell’s Evaluation Theory as the basis for the evaluation. The paper will review the program with the intent of finding ways that will help the results of the assessment get absorbed faster in the project implementation. It will also answer the question of why it is desirable to accelerate this adoption.
Discussion
Everett Roger’s Innovation Diffusion Process theory is instrumental in explaining why, how, and at what rate the innovation was capable of spreading through the academic circles. In the program, it was consequential in aiding the design of the communication channel that was poised to transgress cultural and institutional barriers in spreading the innovations identified as solutions. In some way, the paper appeared to favor the use of full-time professors over part-time non-tenured teachers. That is, it emboldened institutions with more than 75% of full-time tenure faculties as the early innovators leading the way. Even so, despite mentioning the innovations concerning NTTFs at Vancouver Community College, City University of New York, and the University of Michigan, it does little to emphasize the adoption of these tactics. Also, a closer scrutiny of the science behind the spear-headed reforms shows significant shortcomings that might either slow down the process of adoption or where adopted, might make long-term success almost impossible. This paper provides the inclusions that are necessary to fast track the approval of the project by proposing for slight adjustments and a more wholistic approach.
Analysis of Potential Barriers to Rapid Adoption of the Program
False Positives
There are some questionable assumptions. For instance, there was the hypothesis that the use of the most prestigious category of public schools as the epitome of change in spearheading the adoption of the solutions would accelerate the adoption by other public institutions. The presumption overlooked the fact that the public schools fell in entirely different categories with different forces affecting their operations. That is, each public university was being run and administered under varied strategic and cultural inclinations. The designers overlooked the possibility of there being sharp divisions between mechanistic and unresponsive institutes, and the organistic and responsive types (Campbell, 1998). The very competitive ones would prefer labor costs reductions via business re-engineering processes. The everyday use of full-time tenured professors has its set of challenges that also increase inefficiencies including the fact …
