Table
7.
Individuals
domain
constructs,
themes,
and
supporting
evidence
Construct
Themes
Feedback
High-level Leaders
Individual
Buy-In
High-level
leaders
support
it
(e.g.,
they’ve
all
seen
it
and
are
on
board).
Not
much
corporate
support
(e.g.,
this
is
the
biggest
barrier).*
Expectations
High-level
leaders
need
to
check
their
expectations
(e.g.,
Need
to
have
vision
and
mutual
understanding).
It’s
overwhelming
for
everyone
that
they
are
trying
to
do
everything
at
once.
Lack
of
Action
The
organization
has
been
talking
about
it
for
a
while,
but
there’s
always
been
something
[else].
Need
a
high-level
champion
to
get
money
and
people
to
make
it
happen.
Maintenance
will
be
a
problem
management
will
drop
the
ball.
Mid-level Leaders
Individual
Buy-In
Mid-level
leaders
say
they
bought
in,
but
they
don’t
support
it.
Lack
of
Action
Maintenance
(i.e.,
upkeep)
could
just
disappear
without
support
from
mid-level
leaders.
Implementation
Leads
Champion
Many
interviewees
suggested
that
other
individuals
(i.e.,
not
themselves)
at
other
levels
need
to
be
champions.
Individual
team
trainers
will
champion
the
effort
but
are
concerned
about
corporate
push-back/trade-offs.*
Innovation Deliverers
Individual
Buy-In
Mixed
support
(e.g.,
it’s
a
great
tool
for
mine
rescue
and
mining,
in
general,
but
we
have
other
things
to
do).
Need
to
convince
the
trainers
of
VR-MRT’s
usefulness
(e.g.,
maybe
50%
of
our
instructors
are
into
it).
It’s
important
to
keep
the
trainers
involved
in
implementation
and
seek
recommendations
from
them.
Already
low
morale
and
burnout
trainers
will
resist
unless
there
is
some
reward.
Pressure
comes
from
outside,
not
from
instructors
(i.e.,
no
self-motivation).
Technology
Aversion
Resistance
to
the
technology
(e.g.,
trainers
want
to
be
technology
hands-off,
fear
of
breaking
the
technology).
Resistance
to
change.
(e.g.,
concerns
about
being
replaced
by
technology).
There
is/was
resistance
to
other
VR
trainings.
Many,
but
not
all,
eventually
bought
in.
Implementation
Team
Members
Individual
Buy-In
Need
key
people
to
be
bought-in
across
the
board.
The
team
needs
to
be
enthusiastic
about
the
product
and
process.
Everyone
is
overwhelmed,
and
they
need
an
incentive
to
adopt.
Building
the
Team
Need
to
get
the
right
people
involved
and
have
an
understanding
of
it.
Need
to
shift
roles
and
responsibilities
across
the
organization.
Need
development
group
(e.g.,
needs
to
be
a
team
effort,
need
time
for
group
relationship
building).
Innovation Recipients
Individual
Buy-In
Trainees
aren’t
going
to
do
it
unless
there
is
a
reward.
Technology
Aversion
Need
time
to
get
accustomed
to
technology
(e.g.,
it’s
different).
Trainees
might
accept
it
(e.g.,
they
resisted
Visio,
but
liked
it
when
they
saw
it).
*
Mine
Rescue
trainer
comment
20