The Chocolate Model focuses on innovation adoption and change related to an organization. In this case, the action steps toward driving the adoption of the Mixed Reality Lab need to somewhat align with the culture and customs of departments before any movement toward adoption can be achieved.
The person implementing the change controls the direction and outcome of the campaign. Early Adopters These are thought leaders and people who usually have a pretty high level of respect from many others.
The LoU and IC refer to innovation characteristics. This led to the conclusion that advertising was best targeted, if possible, on those next in line to adopt, and not on those not yet reached by the chain of influence. Due to the variety of literature admitted to the review, we did not use a standard form of extracting information e.
We will now discuss how revisions in the basic model might be made to deal with each of the six observed processes. Individualized rewards tend to increase idea generation and radical innovations, whereas group rewards tend to increase incremental innovations and their implementation Angle, Thus, although extensive errors were detected in the Minnesota innovation studies, very few were corrected, and they snowballed to crisis proportions before they were addressed.
Rogers states that this area needs further research because of the biased positive attitude that is associated with innovation. Ironically, this habit-bound perception is particularly prevalent where the people are most competent.
In recent innovation studies in Minnesota Van de Ven, Angle, and Poole, the typical initial response to setbacks was to adjust resources and schedules, which provided a grace period for innovation development. Perhaps Louis Pasteur's adage that Chance favors the prepared mind best captures the process that sets the stage for innovation.