E-learning Curve Blog at Edublogs

Reflecting upon the growing adoption of Web 2.0 technologies in enterprises and organizations, I wrote a post called Shiny new technologies used by dusty old professions.

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The tender shoots of non-formal learning will inevitably be destroyed by the weeds of empire building.

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Learning professionals need to begin working with lines of business outside of the HR / Training orbit to provide learning opportunities for employees.

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Looking at workplace learning, Michael Eraut makes a clear distinction between his view of the term ‘nonformal learning’ and what others call ‘informal learning’

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Previously, I looked at rates of adoption for

Innovators
Early Adopters
The Early Majority

In this last post in this series, I will describe the final categories of adopters of diffused ideas.
The Majority
As a group, the Majority can be characterized as having less education and are older than the Early Majority. While they participate [...]

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In this, the penultimate post in this series, I will describe some more categories of early adopters, before concluding the series tomorrow.
As discussed in yesterday’s post, there are there are five categories of adopters of diffused ideas:

Innovators
Early Adopters
Early Majority
Majority
Nonadopters

I covered the first category, Innovators previously.
Early Adopters
The second category of adopters [...]

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The diffusion curve (see Table 1) illustrates the typical slow initial rate of adoption, the a substantial acceleration of update, followed by leveling off of the adoption rate. Bohlen and Beal’s research shows “significant differences” (p.4) in the individual and social characteristics of people in alignment with the time they adopt an innovation.

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Those innovations which provide the greatest ROI in the shortest time are more likely to be adopted. For example, if, after an initial evaluation, followed by a pilot or trial, an e-learning initiative is deemed to have enabled the upskilling of a greater number of workers than the equivalent ILT course, or the costs associated with training (time out of production for workers, learning resources, time and expense associated with travel etc), then it is highly likely that this innovation will be implemented more widely across an organization.

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Individuals or organizations will typically go through these processes at varying speeds, depending on factors ranging from the cost, time, and effort required to implement the diffused concept, the return on the investment, how well it aligns with their previous experience with similar concepts, as well as the complexity of the idea or technology under consideration.

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Innovation and change – new ideas, processes, technologies, and work practices are a common part of the workplace environment. Sometimes these emerge spontaneously, and are disseminated organically, but more typically, new or different approaches are implemented as part of a strategic plan, or imposed upon workers under an operational or performance enhancement program.

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