Innovation Configuration Map Paper

The Innovation Configuration Map is powerful tool for effective change. Now more than ever, educators realize the importance of evidence-based research outcomes. Change for the sake of change is frivolous. When changes need to be implemented at any level, a lot of research, thought, and collaboration have already taken place. For that very reason, it is imperative that the leaders behind the change also have a carefully crafted plan for introducing and implementing the change. The concerns-based adoption model (CBAM) with its innovation configuration (IC) map provides a researched and reliable method for effectively implementing an innovative program or change process. According to Dr. Jill Abel, a trained CBAM consultant and educator, the

Empathising with the participants and letting them know that they will be engaging in a new experience, one that will certainly improve their success with future innovations, is an important first step. Each stakeholder will be at a different place of acceptance at this point. As this is a system that requires buy-in and one that allows for all levels of readiness, it should be explained upfront that this is quite a bit of work, but that in the end it will provided a future framework for improvement and success. Change is inevitable, and most stakeholders in the education process understand this. The IC map, when it is understood and fully utilized, makes implementing and understanding the changes that seem to unending more manageable. The IC map allows educators to visualize what a ‘best practice’ implementation looks like. It allows them to compare their practice with others in a non-threatening way. An IC map allows participants to precisely and clearly understand what is expected of them. According to Shirley Hord and James Roussin, pioneers of this method, this is not meant to be an evaluation tool. It is meant to encourage growth and should be seen as a learning instrument and tool to help discover how much support each individual needs (Hord & Roussin, 2013). Reassurance and patience, will be particularly important for all stakeholders, especially those who are historically resistant to