There is at least 70 years of research that considers the adoption of innovations within the primary production sector in Australia (Montes de Oca Munguia et al., 2021). However, despite this abundance of academic consideration, there is “a lack of convergence in the way adoption is defined, explained, and measured, causing [primary production] extension and policy to rely on a body of literature that is often not able to offer clear recommendations on the variables or mechanisms that can be used to design interventions” (Montes de Oca Munguia et al., 2021). However, the realisation that our approach to adoption is flawed is not new; Kaine (2004) has noted “in the absence of information on the population of likely adopters of an innovation, researchers, policy makers and extension staff do not have a sound basis for making judgements about rates of adoption. Similarly, they lack a sound basis for making judgments about the relative success of extension programs and the causes of any apparent success of extension programs”.
With the confusion around what is adoption, and how to achieve it, a large emphasis is placed on extending the findings of research projects as the primary pathway. While this approach can help drive the awareness and interest of new practices and technologies, it is only part of the adoption journey. Unfortunately, the prevalence of this approach has resulted in an ‘activity mindset’, where a disproportionate amount of extension focuses on engagement activities (fact sheets, workshops, webinars, demonstration-sites etc) that promote the feasibility of a research finding about the innovation. Critically, this activity focussed approach fails to consider the suite of changes/innovations that might be useful for an area of management (system approach), and the different perceptions among the farming population of the relative advantage of these changes/innovations (population dynamics).
I recall vividly they day when I first realised that I was approaching my work with an activity mindset. I was mid-presentation on a suite of research findings to a crowd of ~100 industry practitioners when it was clear I had lost the audience; the vacant looks and awkward shuffling are always a giveaway. Knowing that and the fact that I still had another 45 minutes of material to get through was somewhat uncomfortable to say the least. On reflection I realised my emphasis had been on the results of the research, I had not sought to understand nor articulate the value that the research outcomes might have from the practitioner’s perspective and how it would fit within their management system. I took two key things from this experience: 1) recognising what the taste of “Kool-Aid” is and 2). a commitment to redefining my approach to extension and adoption so as to not ever waste an audience’s time again.
The reason many of us have experienced these moments of feeling lost and ineffective is because there is no well-defined methodology or process with which to approach adoption. Therefore, trying to get our heads around particular industries and the associated science, technology, people and value-chain, while influencing practice and behaviour change, is a challenging situation. While the quote “if you don’t know where you’re going any road will take you there” is a lighter way of describing the situation we as change agents and extension practitioners find ourselves in, especially those just starting out, the reality is that working in the adoption space can be a daunting and isolating experience. A different approach is required.
To address this lack of direction within the research, development & extension (RD&E) system it is critical that an adoption mindset is developed and nurtured in extension practitioners. An adoption mindset is rooted in taking an evidence-based approach to understanding the practices and the people within primary production industries. It involves the collection of data and then using this data to support extension planning and delivery. Only when the practices, and drivers and challenges of these practices, are known, and producer perceptions about the relative advantage of any new practices understood, can change agents effectively influence positive change within the primary production sector. Similarly, quantifying practice, as part of an adoption mindset, is the only way to determine if change has occurred.
Next steps: No matter who you are, early-career, mid-career or experienced change agents, we suggest you begin your journey to develop and improve your approach to adoption by starting at the ‘Self Awareness’ stage (click on icon below).
For further information
Understanding the Adoption of Innovations in Agriculture: A Review of Selected Conceptual Models, Agronomy 2021, 11, 139 – O. Montes de Oca Munguia, D. Pannell and R. Llewellyn
Consumer behaviour as a Theory of Innovation Adoption in Agriculture, Social Research Working Paper 01/04, 2004 – G. Kaine
