The problem that Martin and Knowlton experienced with this innovation was how to eliminate the use of a computer mouse and making the board an interactive touch screen. The innovation of the SMART Board was intended for businesses and education.
The innovation of the SMART Board was introduced to the world of technology in 1991. Today corporations and school systems around the world are using the SMART Board to assist in visually displaying information.
1987 - Knowledge Stage 1990- Persuasion Stage 1991- Decision-Implementation Stage 2000 - Confirmation Stage For more information visit http://www.smarttech.com/Home%20Page/About%20SMART/ About%20SMART/Innovation/20%20years%20of%20touch
The innovators and early adopters of the SMART Board were educators. Educators were the first to recognize the potential of the interactive whiteboard in regards to distance education. The idea of having the capability to conduct workshops and lectures at a distance was very persuasive in the adoption process.
Educators who are not technological savvy would be considered as laggers. Especially the educators who are set in their ways and are not susceptible to change. To assist these educators in moving forward with a newly adopted innovation would be to provide them with the necessary training that would help them understand how valuable this innovation could be to their students.
Trialability would be an attribute that would play a major role in the adoption process of a new innovation. Observability would also provide the reluctant users an opportunity to visually understand the value of the product.
Rogers (2003) states that decentralized diffusion systems are diffused by a group of professionals who have the power to make decisions regarding adoption (p. 401).
Rogers states that the role of “The change agent can enhance relationships with clients by being perceived as credible, competent, and trustworthy, and by empathizing with the clients’ needs and problems” (Rogers, 2004, p. 369).
Identify a need for change. State the intent of change. Provide a solution for change. Provide the users an opportunity to explore the innovation. Translate intentions into actions innovation. Stabilize adoption. Goal is achieved.
According to Rogers (2003), “Critical mass occurs at the point at which enough individuals in a system have adopted an innovation so that the innovation’s further rate of adoption becomes self-sustaining” (pg. 363)
Champion leaders understand the need to make classrooms more interactive through the use of technology. At this point, the necessary steps are taken to put the plan of adoption into action.
Matching the innovation to the needs of the organization is the only way that the innovation can be adopted. The change agents have made sure that all questions and concerns have been addressed and there are not any doubts about adopting the innovation.
Bell. M (n.d). Anecdotal accounts of how electronic whiteboards have improved teaching and learning. Retrieved from: http://www.waukeshaschools.com/WIT/smartBoard/benefits.htm Bell. M (n.d). Why use an interactive whiteboard? Retrieved from: http://teachers.net/gazette/JAN02/mabell.html Rogers, E. M. (2003). Diffusion of innovations (5th ed.). New York, NY: Free Press Smart Exchange (2011). Resources. Retrieved from: http://exchange.smarttech.com/index.html#tab=0 Smart Technologies (2011). Our Evolution. Retrieved from: http://www.smarttech.com/Home%20Page/About%20SMART/About%20SMART/Innov ation/20%20years%20of%20touch You Tube (2007) Beginning SmartBoard. Retrieved from: http://www.youtube.com/watch?v=Ah8GwO6EqRs You Tube (2008). SMART Board on WTOC News. Retrieved from: http://www.youtube.com/watch?v=_Erc3A_DBiQ