Innovator communities or organizations are described as adventurous and often serve as role models for other places. They are attracted by high-reward policies, bylaws or initiatives and have a greater tendency to take risks. Innovators have the ability to cope with elevated levels of uncertainty about the policy they are adopting. They are typically willing to tolerate initial problems that may accompany new policies and are able to identify solutions for these problems.

Strategies to use with ‘Innovators’

Innovators tend to be passionate and forward thinking. When working with Innovators, remember that they take pride in being viewed as leaders. Be mindful of the vision that they have for their community or organization and their desire to leave a legacy for the future. Strategies should appeal to their adventurous side and generate excitement about the actions ahead.

  1. Emphasize the positive outcomes that will result from policy adoption. Be as specific as possible.
    • For example, outline how policy adoption might lead to improvements in health outcomes, increases in consumer demand or economic gain.
  2. Outline the pros and cons of adopting the policy.
  3. Illustrate how the benefits outweigh the risks.
    • One possible way to do this is through a cost/benefit analysis.
  4. Less concrete evidence is usually required to make a case for the policy as Innovators tend to be more accepting of risks and unknowns.
    • Give examples of others who have undergone similar policy changes and illustrate how and why they have been successful.
    • Provide instances of others who are considering the adoption of a similar policy.
    • Present evidence by using experts in the field.

  1. Position the issue to align it with the vision and mission of the community or organization.
    • This can be accomplished by referring to the issue using language similar to that used in the community or organization’s other actions (e.g., see official documents), especially in cases where it has demonstrated leadership.
    • Another option is to link proposed policy actions to strategic documents and mission statements developed by the community or organization.
  2. Present information in a way that enhances the community or organization’s credibility or reputation as an Innovator (or leader).
    • For example, emphasize how their actions will set the stage for others or how they will be among the first in the province or country to adopt the policy.
  3. Reference others who are exploring similar ideas and, if possible, link Innovators with other Innovators.
  4. Frame the message in terms of what can be gained from adopting the policy.
    • Framing involves carefully defining your advocacy goals and strategically tailoring your message to your target audience.1
    • While there may not be a great deal of evidence available, try to piece together what is available to illustrate the positive outcomes (e.g., improved health) that may result from policy adoption.
    • To locate sources of evidence that are relevant to the policy, be sure to explore a variety of sources; talk to people working on this issue in other places, local or provincial not-for-profit groups interested in similar issues, or research experts.
  5. Position the issue in a population health perspective.
    • A population health perspective involves moving beyond an individual health focus. Instead, it focuses on how a range of individual, behavioral and environmental determinants interact with each other to affect the health of populations.2
    • Innovators tend to be thoughtful and interested in the big picture view. Ensure that the community or organization understands how the proposed policy relates to broader issues that impact their population (e.g., increased quality of life and poverty reduction) and to the determinants of health (e.g., income and social status, education, and the physical and social environments).

  1. Harness the support of individuals who are receptive to policy change.
  2. Identify and work with champions and key stakeholders to generate support for an issue.
  3. A champion is typically an individual who is respected by the community and who is willing to passionately advocate for change.
  4. Build relationships and foster dialogue with champions in a community or organization. Different issues may have different champions.
    • To build relationships with potential champions, provide them with evidence, help them understand the process of policy change and offer them continued support.
  5. Work with people who have an in-depth knowledge of the community.
    • This can make it easier to develop meaningful relationships and leverage support from existing organizations, coalitions and programs within the community.
  6. Develop relationships with individuals who understand barriers to policy adoption and best practices for encouraging policy change within the community or organization.

  1. Work with different levels of the community or organization to create group support among those interested in the issue.
    • Innovators may be held back by the Majority and Late Adopters, so it is important to demonstrate the widespread support that exists for the proposed policy.
  2. Find out who may pose a barrier to policy adoption and work with them to understand the issue from different points of view.
  3. Invite key decision-makers to participate in a meaningful, high-energy discussion about the proposed policy. Use the outcomes of this dialogue to further develop your advocacy plans.
    • The goal is to create a sense of excitement for the proposed policy and to encourage decision-makers to feel personally invested in its adoption and implementation.
  4. Engage decision-makers in a one-on-one fashion.
    • Request a meeting with elected officials. This will provide an opportunity for a more in-depth conversation with each decision-maker. It will also create a powerful opportunity to start building a working relationship for future initiatives or actions.

  1. Prior to launching an information or education campaign about a policy issue, make an effort to understand the needs and characteristics of the community that you are working with.
    • This important step will help you determine how knowledgeable community members are about an issue.
    • It may be beneficial to conduct a situational assessment to understand the needs and characteristics of the community.
      • A situational assessment involves the examination of factors such as the political and economic environment, key stakeholders, literature and previous evaluations, and the community’s overall vision.3
      • Completing a situational assessment requires a great deal of time and energy and may not be suitable or necessary in every situation.
  2. Educate community members on the proposed policy based on the existing level of community knowledge.
    • Education and awareness can help shift readiness for policy change. For example, some may be encouraged to move beyond simply recognizing a problem and considering the need to take action, to taking personal steps to reduce resistance to change within their community (e.g., contacting their municipal representative, writing letters to the editors of local newspapers, etc.).
    • In Innovator-type community or organization, staff and community members tend to be knowledgeable about the issue in question. For this reason, it is likely that they will not need to be educated about the proposed policy to the same degree as Majority and Late Adopter community or organizations.
  3. Use innovative forms of communication to educate the community, connect with its members and raise awareness.
    • Employ media advocacy.
      • Media advocacy is the strategic use of the mass media, coupled with other advocacy strategies, to influence public debate and encourage policy change.4
    • Develop a social media strategy and make use of networking sites such as Twitter and Facebook.

 
In addition to the key strategies identified for working with Innovators, click here to view critical policy change strategies (and resources) that apply to all three adopter categories.

REFERENCES

  1. Center for Disease Control and Prevention. (n.d.). Chapter Nine: Media Advocacy. In Designing and Implementing an Effective Tobacco Counter-Marketing Campaign. Retrieved from http://www.cdc.gov/tobacco/stateandcommunity/counter_marketing/manual/pdfs/chapter9.pdf.
  2. Frankish, J., Veenstra, G., and Moulton, G. (1995). Population Health in Canada: Issues and Challenges for Policy, Practice and Research. Canadian Journal of Public Health, 90, S71-S75.
  3. Public Health Ontario. (2012). Planning health promotion programs. Retrieved from http://www.publichealthontario.ca/en/eRepository/Planning_health_promotion_programs_2012.pdf
  4. Wallack, L. and Dorfman, L. (1996). Media Advocacy: A Strategy for Advancing Policy and Promoting Health. Health Education Quarterly, 23 (3), 293-317.

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