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Challenges and Opportunities for Innovation in the Public Works ...

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<strong>in</strong>novative new technologies without significant support. This support can take <strong>the</strong> <strong>for</strong>m of<br />

local bus<strong>in</strong>esses will<strong>in</strong>g to take <strong>the</strong> risk of <strong>in</strong>vest<strong>in</strong>g <strong>in</strong> technologies or services not currently<br />

be<strong>in</strong>g used <strong>in</strong> <strong>the</strong>ir market areas, o<strong>the</strong>r <strong>in</strong>dividuals us<strong>in</strong>g new technologies who are will<strong>in</strong>g<br />

to share both successes <strong>and</strong> failures, <strong>and</strong> a <strong>in</strong><strong>for</strong>mation <strong>and</strong> assistance network capable of<br />

answer<strong>in</strong>g <strong>in</strong>dividual questions. The lack of any one of <strong>the</strong>se could be <strong>the</strong> obstacle that<br />

creates a situation where a <strong>in</strong>dividual is unable to adopt.<br />

Build <strong>the</strong> capacity of local assistance networks to meet local dem<strong>and</strong>s. Target<br />

<strong>the</strong> development of local assistance networks <strong>in</strong> <strong>the</strong> areas need<strong>in</strong>g <strong>the</strong>m <strong>the</strong> most.<br />

Develop methods to sell new technologies on <strong>the</strong> basis of need, not ability to pay<br />

or ease of sales.<br />

8. Inadequate managerial skills. One dimension of diversity among target audiences is<br />

managerial skill. Too often new technologies are only designed <strong>for</strong> <strong>the</strong> above-average<br />

manager. This can create a situation where <strong>in</strong>dividuals with less-than-average management<br />

capabilities receive little or no assistance to build <strong>the</strong>se skills. These <strong>in</strong>dividuals will <strong>the</strong>n<br />

make <strong>the</strong> correct decision <strong>in</strong> reject<strong>in</strong>g <strong>the</strong> new technology due to a lack of requisite<br />

managerial skills or <strong>the</strong> opportunity to develop <strong>the</strong>m.<br />

Focus assistance <strong>and</strong> management enhanc<strong>in</strong>g opportunities on those <strong>in</strong>dividuals<br />

need<strong>in</strong>g it <strong>the</strong> most, not just <strong>the</strong> most receptive.<br />

9. Little or no control over <strong>the</strong> adoption decision. It is common to view a particular<br />

decision maker as some <strong>in</strong>dependent be<strong>in</strong>g who "calls all <strong>the</strong> shots" with<strong>in</strong> a public or<br />

private sector organization. This <strong>in</strong>dividual, <strong>the</strong>re<strong>for</strong>e, becomes <strong>the</strong> focal po<strong>in</strong>t of most<br />

ef<strong>for</strong>ts to promote new technologies. In many situations, however, a decision cannot be<br />

made without <strong>the</strong> approval of a executive board, partner, sources of f<strong>in</strong>ancial credit, or even<br />

a public referendum. If <strong>the</strong>se o<strong>the</strong>r <strong>in</strong>terests are not conv<strong>in</strong>ced of <strong>the</strong> merits of <strong>the</strong> new<br />

technology, <strong>the</strong>n <strong>the</strong> <strong>in</strong>dividual will be unable to adopt.<br />

Determ<strong>in</strong>e who or <strong>the</strong> process associated with mak<strong>in</strong>g <strong>the</strong> adoption decision, <strong>and</strong><br />

<strong>the</strong>n focus ef<strong>for</strong>ts on those persons or organizations.<br />

Be<strong>in</strong>g Unwill<strong>in</strong>g to Adopt<br />

A <strong>in</strong>dividual may also be unwill<strong>in</strong>g to adopt a new technology. This implies that <strong>the</strong><br />

<strong>in</strong>dividual has not been persuaded that <strong>the</strong> new technology will work or is appropriate <strong>for</strong><br />

<strong>in</strong>tended sett<strong>in</strong>g. There are seven reasons <strong>for</strong> be<strong>in</strong>g unwill<strong>in</strong>g to adopt.<br />

1. In<strong>for</strong>mation conflicts or <strong>in</strong>consistency. A <strong>in</strong>dividual may be unwill<strong>in</strong>g to adopt a new<br />

technology because of <strong>in</strong>consistency or even outright conflicts <strong>in</strong> <strong>the</strong> <strong>in</strong><strong>for</strong>mation about <strong>the</strong><br />

technology. For example, an <strong>in</strong>dividual may hear that a new technology always requires<br />

more ma<strong>in</strong>tenance, may require more ma<strong>in</strong>tenance, or hears about <strong>the</strong> experiences of<br />

ano<strong>the</strong>r local organization where <strong>the</strong> claim is that <strong>the</strong> technology requires less ma<strong>in</strong>tenance.<br />

This <strong>in</strong>dividual will often rema<strong>in</strong> unwill<strong>in</strong>g to adopt until <strong>the</strong>se divergent messages become<br />

more consistent.<br />

Work to develop a consistent <strong>in</strong><strong>for</strong>mation base. Where legitimate differences<br />

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