{"id":4902,"date":"2014-09-19T22:11:33","date_gmt":"2014-09-19T22:11:33","guid":{"rendered":"https:\/\/policyreadinesstool.com\/staging\/1509\/?page_id=4902"},"modified":"2026-01-20T21:26:23","modified_gmt":"2026-01-20T21:26:23","slug":"getting-started","status":"publish","type":"page","link":"https:\/\/policyreadinesstool.com\/staging\/1509\/the-tool\/getting-started\/","title":{"rendered":"Getting Started"},"content":{"rendered":"

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Getting Started with the Policy Readiness Tool<\/h2>\n

The Policy Readiness Tool is divided into four key sections. It is important to review each section in the order presented to receive the full benefit of the Policy Readiness Tool.<\/p>\n

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  1. Introduction to Rogers\u2019 Diffusion of Innovation Theory
    \n<\/b>This section will introduce you to Rogers\u2019 Diffusion of Innovation Theory and explain key concepts underlying the Policy Readiness Tool.<\/li>\n
  2. A Note on Policy Change
    \n<\/b>Review this section for recommendations on how best to apply the Policy Readiness Tool.<\/li>\n
  3. Assessing Readiness for Policy Change
    \n<\/b>This section includes a questionnaire that you can use to identify a community or organization\u2019s level of readiness for policy change (i.e., Innovator, Majority or Late Adopter).<\/li>\n
  4. Key Strategies for Policy Change
    \n<\/b>This section includes key strategies for encouraging policy change. The strategies are tailored to different levels of policy readiness. A list of recommended resources is also provided in this section.<\/li>\n<\/ol>\n

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    Introduction to Rogers\u2019 Diffusion of Innovation Theory<\/h2>\n

    [\/vc_column_text][vc_accordion typography=”advanced” sign=”plus” gutter_simple=”0″ titles_size=”custom” titles_weight=”600″ uncode_shortcode_id=”214031″ active_tab=”20″ heading_custom_size=”16″][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”What is the Diffusion of Innovations Theory?” tab_id=”1765837504-1-28″][vc_column_text uncode_shortcode_id=”868582″]Diffusion of Innovations Theory is used by individuals and organizations to better understand the process of change for innovations. The concepts of innovativeness and adopter categories are central to Diffusion of Innovations Theory.1<\/sup>[\/vc_column_text][\/vc_accordion_tab][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”What is an innovation?” tab_id=”1765837504-2-55″][vc_column_text uncode_shortcode_id=”868582″]An innovation can refer to a wide variety of things, such as a new idea, practice or product, as long as the item in question is considered new by the unit (e.g., individual, organization or municipality) considering its adoption.1<\/sup>\u00a0For the Policy Readiness Tool, the innovation is represented by the policy that the community or organization is being encouraged to adopt.<\/p>\n

    A unit\u2019s level of innovation is influenced by \u201cthe degree to which an individual or other unit of adoption is relatively earlier in adopting new ideas than the other members of a system\u201d (p. 22).1<\/sup>\u00a0For example, a community\u2019s level of innovation is determined by whether it adopts a new policy before or after other communities in the same province or country.[\/vc_column_text][\/vc_accordion_tab][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”What are the adopter categories?” tab_id=”1765837586762-2-7″][vc_column_text uncode_shortcode_id=”868582″]Rogers\u2019 adopter categories classify potential adopters (of the innovation) based on their level of innovativeness.1<\/sup>\u00a0To enhance use of the Policy Readiness Tool, we have collapsed Rogers\u2019 five original adopter types into three categories: (1) Innovators, (2) Majority and (3) Late Adopters. To read more about Rogers\u2019 five adopter categories, refer to the Appendix.[\/vc_column_text][\/vc_accordion_tab][vc_accordion_tab gutter_size=”2″ column_padding=”2″ title=”Policy Readiness Tool Adopter Categories Defined” tab_id=”1765837594690-3-10″][vc_column_text uncode_shortcode_id=”123202″]Innovators\u00a0<\/b>are described as \u201cadventurous\u201d and often serve as role models within their social networks.\u00a0 They are attracted by high-reward initiatives (e.g., policy or bylaws) and have a greater tendency to take risks. Innovators have the ability to cope with elevated levels of uncertainty associated with the innovation. They are typically willing to cope with initial problems that may accompany innovations and are able to identify solutions to these problems.<\/p>\n

    The Majority<\/b>\u00a0are described as \u201cdeliberate\u201d because they require time to determine whether to adopt a new initiative. This group seldom leads the pack when it comes to adopting a new initiative and is of the philosophy that it is better to change as a group than to be one of the first to change.\u00a0 Considering this, the Majority tend to adopt innovations at about the same time as the average adopter.<\/p>\n

    Late Adopters<\/b>\u00a0are described as \u201ctraditional\u201d, and are often skeptical of new ideas and eager to maintain the status quo. They usually wait until the majority of others have adopted an innovation before implementing it themselves. Late Adopters may need to be pressured into adoption. They may also never adopt the innovation unless required to.[\/vc_column_text][\/vc_accordion_tab][\/vc_accordion][vc_column_text uncode_shortcode_id=”632151″]<\/p>\n

    A Note on Policy Change<\/h4>\n

    \u201cPolicy work is a long road, which requires a sustained effort. It\u2019s often about small, incremental changes and successes. But when it all comes together, the positive impact for the population as a whole is well-worth the effort.\u201d \u2013 APCCP Policy Analyst<\/i><\/p>\n

    Prior to undertaking any type of policy advocacy, it is important to recognize the complex nature of the policy change process. Policy work often involves countless actors (community members, advocates, decision-makers, municipal administrative staff, etc.), organizations and competing interests, and can take a great deal of time and energy before policy outcomes are realized.2<\/sup><\/p>\n

    The Policy Readiness Tool was designed to help those interested in encouraging policy change to target their involvement in the often-complex policy process. Yet, it is important to remember that Rogers\u2019 Diffusion of Innovation Theory is a static model being used to describe a dynamic process. For this reason, you must remain cautious when applying the Policy Readiness Tool. Always remember to leave room to act on unexpected opportunities and to alter your strategies to respond to changes in the political, economic and moral economy.<\/p>\n

    For more information on the policy change process, refer to the\u00a0resources<\/a>\u00a0section.[\/vc_column_text][vc_button border_width=”0″ uncode_shortcode_id=”616252″ link=”url:https%3A%2F%2Fpolicyreadinesstool.com%2Fstaging%2F1509%2Fthe-tool%2Fassessing-readiness%2F|title:Assessing%20Readiness” icon=”fa fa-chevron-right2″]Next: Assessing Readiness For Policy Change[\/vc_button][vc_button border_width=”0″ uncode_shortcode_id=”309485″ link=”url:https%3A%2F%2Fpolicyreadinesstool.com%2Fstaging%2F1509%2Fthe-tool%2F|title:The%20Tool” icon=”fa fa-chevron-left2″]Back: The Tool[\/vc_button][vc_column_text text_lead=”small” uncode_shortcode_id=”146953″]REFERENCES<\/p>\n