THE HUMAN SIDE OF TECHNOLOGY TRANSFER A VIEWPOINT

Abstract

It is argued that, despite evidence that technology transfer may not happen or may happen in unforeseen ways, exponents behave as if innovation will automancally occur and proceed without much further involvement by them with potential adopters. However, innovation implies change, which is not usually easy. Diffusion studies show that innovative products or ideas have to compete with what already exists and that there is a diversity of attitudes towards them. Consideration of failures often shows that the attitudes of people who are expected to change have been inadequately considered. The A VICTORY mnemonic provides a much better framework for understanding decisions people make. Apart from their perceptions often being different from those of the experts, people often work in an organisation or system which prevents knowledge being utilised or change being implemented. To improve the success rate of technology transfer, a well planned psychological operation is needed, based on studies of what persuades people of their need to change, and involving them at all stages of development of the new product or idea.

Keywords:

• technology transfer
• knowledge utilisation
• change
• perception
• psychological operation