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Blackboard is available at Concordia
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An early adopter.
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Early Adopter
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Concordia University Chicago and Concordia University Wisconsin Joint Leadership Masters Program
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Getting a new idea adopted...is difficult. Many innovations require a lengthy period of many years from the time when they became available to the time when they are widely adopted. Therefore a common problem...is how to speed up the rate of diffusion of an innovation (Rogers, 2003, p. 1). Systems thinking is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static "snapshots" (Senge,1990, p. 68).
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Few, if any, strategies can be purely deliberative, and few can be purely emergent. One suggests no learning, the other, no control. Mintzberg (1994, p.25) from fullen,2007, p107
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External pressure to change/ commitment to change
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Howard Gardner (2004) suggested that the most important thing to do in seeking to change someone’s mind is to connect to the person’s reality as the point of departure for change. Nothing undermines openness more surely than certainty. Once we feel as if we have “the answer,” all motivation to question our thinking disappears (Senge, 1990, p.281) "The foundation of any learning experience resides in the nature of the instructor and learner relationships" (Wlodkowski, 2008, p.104)
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The purpose of a mind-changing encounter is not to articulate you own point of view but rather to engage the psyche of the person (p.163) as found in Fullen 2007. Diffusion is a process where an innovation is communicated through certain channels over time...to reach a mutual understanding (Rogers, 2003, p.1).
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What must underlie successful epidemics, in the end, is a bedrock belief that change is possible (Gladwell, 2000, p.258).…there are no hard and fast rules, but rather a set of suggestions or implications that give the contingencies specific to local situations (Fullen, 2007, p.64).
