Closely related to this second cluster are those women and men who actively promote the innovation. These promoters neither had the money (funders) nor the formal institution position of authority (sponsors) to bring about early adoption of faculty development. However, they were like Johnny Appleseed—moving across the land planting seeds. A third cluster of people who help move innovations to early adoption are those who bring order to the innovation and identify how best to administer these innovations. These are the early managers who take over from the often-disorganized innovators. Seymour Sarason (1972) identified the critical role played by these managers when describing the creation of new settings. The founders, first managers and early board members of the International Coaching Federation (ICF) come to mind.

Early Majority/Settlers

Members of the Early Majority are much more selective than the Early Adopters. They want some proof before making a commitment. How do I know that this product will work? Can you assure me that this service will be effective and of value to me? Do we have any evidence that this product or service is worth the money we will have to spend in order to bring it to market? In populating the American West, these are the settlers who wait until they know that there is something to settle into. They wait for reports from the pioneers and check to see if these reports are accurate. They look to the Lewis and Clarks to provide credible accounts of the “true” West.  This is where evidence-based coaching finds it’s “sweet spot.”

What are the ingredients that make an innovation “respectable”? What evidence is credible? Four ingredients stand out: (1) building a base of research evidence and interdisciplinary scholarship that is diverse and broad-based, (2) constructing solid administrative support, (3) building upon newly-emerging institutional norms and values and (4) establishing a profession to guide the further development of the field. I will briefly comment on each of these ingredients. First, as Rodgers has noted, there has to be some compelling evidence of both a qualitative and quantitative nature that is based on reputable research. This research must to be complimented by solid scholarship that is based in several disciplines. This scholarship must, in turn, be both theoretically-sound and practical.

Second, an innovation is much more likely to be embraced by the Early Majority and is more likely to be sustained if it is well-managed. There is another element that is just as important: the program should be carefully and systematically crafted so that services are being provided in response to a diverse set of concerns and needs. Third, the acceptance of a new product or service is often predicated in part on the interplay of this innovation with newly-emerging norms and values in the organization. In the case of coaching, this might mean linking these initiatives to norms of sustainability, empowerment or entrepreneurship.