How about a fresh perspective on the parable of the Sower and the Seeds? In 1962, a Professor of Communications, Everett Rogers, published a book, The Diffusion of Innovation. In this book, he shared his research about why and how there is such uneven and often slow receptivity for people to acknowledge, let alone accept or practice new ideas or habits. In other words, when some novelty is introduced, there is a predictable pattern describing what proportion of the audience will immediately take to the idea, and then who and how many will follow in successive stages.
In Rogers’ research findings, he begins with his description of the tiny segment of the population who think outside of the box and who introduce new ideas, serving as courageous and creative “Innovators” who challenge conventions (and often upset the status quo): this group is typically only 2.5 % of the general population. He then named the relatively small number of people who were most curious and open to the risk of trying out new ideas and testing them as the “Early Adopters.” These open-minded and curious “influencers” constitute 13.5 % of the audience/population. They are the “first followers” behind the Innovators, and serve as bridges and connectors to the next segment of the population. The next segment, “The Early Majority,” are the pragmatic, slightly more risk-averse group, the 34% who take a rational approach to assessing whether the new idea, habit, or product is worth their attention. Next comes the “Later Majority,” another 34% of the population who are more resistant to change, and only gradually and perhaps even grudgingly accept it due to social pressures or necessity. Finally, there are the “Laggards,” the 16% of the general population who resist change for all kinds of reasons, and don’t accept it until there’s no other option, if they accept it at all.
If we believe that there is at least some truth to this “bell curve” shaped, sociological research known as the “law of the diffusion of innovation,” what light might it shed on the well-known parable of the Sower and the Seed? And how might this research help us as leaders understand the challenge of introducing innovation and change in our organisations?
When Jesus uses parables instead of speaking plainly, he enlists the listener in personally reflecting on the meaning of his words, in this case, describing a somewhat casual “sower” who generously, and some would say, indiscriminately, casts the precious seeds widely across the land. We understand that the sower is sowing the seeds of the “Good News,” a novel vision for how Jesus’ people could come to know and relate to his Father. But Jesus also understands the human heart, and knows well the diversity, the spectrum of our dispositions toward novelty, innovation, and change. He describes this spectrum in terms of the distinct types of soil.
Jesus knows that there are those of us who are always on the lookout for new ideas, new fashions, new fads, and that our appetite for change is sometimes matched by superficiality, or a limited capacity to appropriate more profoundly and sustainably the changes that we adopt.
Jesus also understands well that many of us have hesitations, anxieties, and even strong resistances toward new ideas, innovation, and change. He once described this as the “older is better” attitude. This isn’t necessarily bad or good, except when we cling to the familiar or traditional at the expense of changes that will benefit us in important ways, leading to a more abundant life for ourselves and others.
Jesus accepted that not everyone would be ready at the same time or in the same ways to his Word.
When Jesus met people, often poor, uneducated people who were hungry and thirsty for his Good News, he gave thanks to his Father. When we met wise and learned scholars or priests who were also free from arrogance and presumption, he rejoiced even more, given that they were generally the exception to the rule. And when he met with resistance and rejection, Jesus had the freedom to wipe the dust from his feet, and look for “better soil” elsewhere. He did not waste his time where he was unwanted, where his Word would not take root and bear fruit.
What lessons might we draw from this “law of the diffusion of innovation,” and from Jesus’ way of communicating? As leaders, communication is one of our most important functions. We often are not only responsible for sharing information, but also for communicating visions for the future, clarifying where and how we’re falling short in the common labors toward our goals, and calling for change. In crafting our messaging and the medium of communication, it is wise to keep the “law of the diffusion of innovation” in mind. There will always be segments of our audiences who will be eagerly open, as well as those who will likely want to resist change until it’s the last resort, and everyone else in between. We need to gauge where and with whom it makes sense to spend our resources, with openness to all, yet realism in our expectations of where we will find fruitfulness.
Jesus understood that he couldn’t bring everyone along in the same way or at the same time and that some would never come along. But he also knew that if he could bring along a small, deeply committed group, a critical mass of disciples, including those least likely to embrace “the new,” he would have the team needed to create “tipping points.” This small, committed and passionate group who understood the risks, but whose conviction carried them beyond their fears and resistances, this was the team who would go on to catalyze the social movement that becomes the early Church. These “Early Adopters,” and the “Early Majority” who followed them, model the way that deep change begins.
As we consider how the seed of the Gospel lands in us and takes root, how do we foster the conditions for “tipping points” on behalf of the Kingdom of God? How might we discern when, why, and how we move on when necessary, to look for new fields in which to share our Good News?
With you as siblings on the road,
