Successful adoption of SoccerNet will very much depend on end-users, which in a community as large as grassroots football is a diverse population. Useful for representing this diverse community is Roger’s Diffusion of Innovation theory. For Rogers, ‘diffusion is the process through which an innovation, defined as an idea perceived as new, spreads via certain communication channels over time among the members of a social system’. In a 1976 paper, he places the origin of this research in German-Austrian and British schools of diffusionism as well as with the French Sociologist Gabriel Tarde who proposed the S-Shaped diffusion curve and the role of opinion leaders in processes of imitation. Based on his PhD research of innovation diffusion in the farming communities of Iowa, in 1962, Rogers adopted this curve to create the Diffusion of Innovation model seen in figure 1. This model has since become a defining model for innovation research.
Figure 1. Adopter categories on the basis of innovativeness, p278
In describing each of the personas within figure nine, Rogers’ fifth edition of ‘Diffusion of Innovation Theory‘ book will be used with page number references. Additionally, a number of archetypal personas will be used to animate each category.
Innovators (page 282)
Rogers describes Innovators as Venturesome, with interests in new ideas which lead them out of a local circle of peer networks and into more cosmopolite social relationship. Critically for Rogers, the innovator must be able to cope with a high degree of uncertainty about an innovation at the time they adopt. Consequent to their appetite for risk, they often provide a gateway role in the flow of new ideas into a system. An archetype for innovators are people who queue for hours outside an Apple store just to be the first to get a new device.
As many people in the grassroots community are likely to already be users of social networks, the role of innovators is unlikely to be with the players. As the application will provide new community services, innovators are most likely to be in this cohort. Finding people to adopt SoccerNet as a gateway, therefore, will focus on local community development teams.
Early Adopters (p283)
Rogers suggests Early Adopters have the highest degree of opinion leadership in most social systems with potential adopters looking for advice and information about the innovation. The early adopter knows that to continue earning the esteem of their colleagues and to maintain a central position of leadership among their peers, they must make judicious innovation-decision. An archetype for an Early Adopter is ‘the go-to person’ for anything.
There are many positions of leadership with the footballing community who have the potential to be early adopters. Having a position of leadership means they additionally have a degree of authority for promoting its adoption. Nonetheless, there is a risk here. Early adoption for SoccerNet depends upon sufficient knowledge of the application and an assumption of digital literacy for its use. Not knowing how to use SoccerNet may be a form of embarrassment for people in positions of leadership who may not be old enough to say, ‘I don’t need this fangdangled nonsense’. There is the potential to generate resistance to adoption should this take place. This assumption will likely be tested in the diffusion of SoccerNet, and the risk must be managed with digital literacy in the FAs professional development courses, which are mandated for people in leadership positions.
Early Majority (p283)
The early majority adopt new ideas just before the average number of a system. While they may not be held in as high regard as Early Adopters, the size of this population and position in the model make them an important link in the diffusion of innovation. They typically follow a mantra of, ‘Be not the first by which the new idea is tried, nor the last to law the old aside’. They follow with a deliberate willingness in adopting innovations but seldom lead.
This is an important cohort for SoccerNet and will most likely be the players who are the largest cohort of the grassroots community. Their regular interconnectedness with other team members is likely to hasten SoccerNet’s diffusion, especially when their use of SoccerNet promotes a strong team spirit.
Late Majority (p284)
The late majority are likely to adopt new ideas just after the average member of a social system under what might be an economic necessity or increasing peer pressure. A sceptical bunch, their relatively scarce resources mean that most of the uncertainty about a new idea must be removed before the late majority feel it is safe to adopt.
SoccerNet’s late majority is likely to be people for whom active participation in the community is not a priority. Their decision to adopt is more out of necessity to keep up, rather than a conscious decision to engage and participate. People most likely in this category are parents who have an indirect role in the games.
Laggards (p284)
Laggards are last of a social system to adopt and possess almost no opinion leadership, their point of reference is more often the past. They tend to be suspicious of innovation and might be heard saying, ‘why change? This is how we’ve always done things’. Probably of an older generation who command respect for reasons other than their opinion on innovation, they have the potential to be very disruptive to diffusing an innovation.
This group are of particular interest to promoting adoption of SoccerNet as they are likely to be in positions of authority. Laggards are most likely of an older demographic and be either club or league chairpersons as a consequence. In promoting both innovation and change, this will be an important cohort to manage.
The Tipping Point
In addition to the personas offered by Rogers, from his 2001 book, ‘The Tipping Point‘, Malcolm Gladwell offers three social roles within the social system. These roles are ‘Connector’, ‘Maven’ and ‘Salesperson’.
Connectors (social glue) (page 49)
Connectors enjoy high centrality within their social system, which means they can introduce you to everyone you should know to succeed. Gladwell describes them as the central node of a computer hub, but they are the social butterfly at a party who can connect people from diverse areas.
For SoccerNet, the connectors are most likely to be community leaders who would be enthused by its Social Value. They would be the people to target for the organisation of sponsored community events as they just know who to talk with to make things happen.
Mavens (information brokers) (page 69)
Gladwell describes the Mavens as people with specialist knowledge who accumulate knowledge about the marketplace and spread it to others. The archetype is someone who is ‘pathologically helpful’.
For SoccerNet, the connectors are most likely people with specialist knowledge of the innovation and seek to use it to assist others.
Salespeople (evangelists)
Salespeople to Gladwell are highly charismatic and have powerful negotiation skills, they simply know how to promote ideas. They perhaps don’t need specialist knowledge, but a desire to emulate them is very likely.
For SoccerNet, salespeople are most likely members of the professional game.