Cora Blades

EDUC 8841

In the mid 1980's, Nancy Knowlton and David Martin brainstormed ideas that could make presentations, meetings and classroom activities more engaging by eliminating flipcharts, chalkboards and whiteboard.

Martin and Knowlton developed the solution in regards to the needs of the SMART Board. They identified the three primary components for getting the SMART Board to work. The three components consisted of a SMART Board, a computer networking system, and a projector that projected computer images or information on the board for all learners.

Martin and Knowlton were the lead thinkers for the innovation of the SMART Board. INTEL provided the initial financial funding for this innovation.

The innovation of the SMART Board was introduced to the world of technology in 1991. Today co-operations and school systems around the worldare using the SMART Board to assist in visually displaying information.

The problem that Martin and Knowlton experienced with the this innovation was how to eliminate the use of a computer mouse and making the board an interactive touch screen.

The innovation of the SMART Board was intended for businesses and education.

• http://www.xtimeline.com/timeline/SMART-Board-Inventors

S Curve for SMART Board

The innovators and early adopters of the SMART Board were educators . Educators were the first to

recognize the potential of the interactive whiteboard in regards to distance education.

The idea of having the capability to conduct workshops and lectures at a distance was very persuasive in the

adoption process.

Educators who are not technological savvy would be considered as laggers. Especially the educators who are set in their ways

and are not susceptible to change.

To assist these educators in moving forward with a newly adopted innovation would be to provide them with the

necessary training that would help them understand how valuable this innovation could be to theirs students.

Trialability would be an attribute that would play a major role in the adoption

process of a new innovation. Observability would also provide the

reluctant users an opportunity to visually understand the value of the product.

Rogers states that (2003) decentralized diffusion systems are diffused by a group of professionals who have the power to

make decisions regarding adoption (pg. 401).

• Educational Technologist• Educators• Media Specialist• Instructional Leaders • Curriculum Specialist

Rogers states that the role of “The change agent can enhance relationships with clients by being perceived as credible, competent,

and trustworthy, and by empathizing with the clients’ needs and problems”

(Rogers, 2004, p. 369).

• Identify a need for change.• State the intent of change. • Provide a solution for change.• Provide the users an opportunity to explore the

innovation.• Convince leaders to buy in to the innovation.• Present the need for adoption.

According to Rogers (2003), “Critical mass occurs at the point at which enough

individuals in a system have adopted an innovation so that the innovation’s further

rate of adoption becomes self-sustaining” (pg. 363)

• Once the change agents have received feedback from colleagues they can proceed with the diffusion of the innovation. Champion leaders understand the needs and assist with getting the innovation adopted. At this point, the necessary steps are taken to put the plan of adoption into action.

• Matching the innovation to the needs of the organization is the only way that the innovation can be adopted. The change agents have made sure that all questions and concerns have been addressed and there are not any doubts about adopting the innovation.

http://teachers.net/gazette/JAN02/mabell.html

http://www.waukeshaschools.com/WIT/smartBoard/benefits.htm