The Serendipity of Innovation

Written by Sam Larson

The Serendipity of Innovation: Project ECHO

Innovations often arrive in organizations through unexpected moments of discovery. An organization may adopt a groundbreaking initiatives not because the organization actively looked for it, but because someone learned of something new and compelling. This serendipitous awareness generates curiosity and a perceived need that wasn’t explicitly identified beforehand. As diffusion of innovations theory suggests, sometimes needs emerge after awareness, not before.

For example, leaders in various academic medical centers learned about Project ECHO not by searching for a telementoring solution but through casual interactions—a colleague’s recommendation, a conference conversation, or a journal article. This pattern of chance encounters leading to significant institutional change is a common thread in the adoption of new ideas.

From Awareness to Persuasion

Once individuals become aware of an innovation, the next stage is persuasion—where initial interest transforms into a commitment to explore further. A pivotal moment often occurs when potential adopters engage directly with the innovation and its early pioneers. In the case of Project ECHO, leaders who visited the ECHO Institute at the University of New Mexico found themselves deeply moved by seeing the model in action. Observing the tangible impact and speaking with those already implementing it helped shift their perspective from curiosity to conviction.

This stage is critical in any adoption process. It highlights the importance of exposure to and engagement with early adopters who can share their experiences. Organizations looking to introduce new initiatives should consider facilitating direct interactions with those already benefiting from the innovation.

Organizational Fit: Mission, Expertise, and Funding

Even after deciding to adopt an innovation, organizations may face the challenge of determining where the innovation best fits within their structure. This placement is influenced by several factors, including:

1. Expertise of the Adopter – The individual championing the initiative often determines where it first takes root. If a leader specializes in pediatrics, ECHO may begin in a Family Medicine department; if they focus on continuing professional development, ECHO might align with a department of continuing medical education.

2. Alignment with Mission – Innovations thrive when they support an organization’s mission. Whether improving community health, advancing education, or driving technological integration, successful adoption of ECHO, and other innovations, depends on a clear connection between the innovation and the organization’s goals.

3. Funding Realities – Pragmatism may dictate placement. Organizations may need to shift initiatives over time to align with sustainable funding sources. What starts in one department may move to another as financial landscapes evolve.

Lessons for Organizations Adopting New Innovations

The adoption of new models and frameworks is rarely a linear process. Instead, it may unfold through a combination of chance, strategic persuasion, and practical considerations. Organizations seeking to introduce innovation should:

• Encourage curiosity and openness to unexpected discoveries.

• Facilitate hands-on experiences and engagement with early adopters.

• Assess placement based on expertise, mission alignment, and funding sustainability.

By recognizing that adoption is both an organic and strategic process, organizations can create environments where innovation not only takes root but thrives.