Astia was founded in Silicon Valley in 1999 as a non-profit organization dedicated to identifying and promoting best-in-class women high-growth entrepreneurs. It is transforming the way businesses are funded in the here and now, providing capital, connections, and guidance that fuel the growth of highly innovative, women-led ventures around the globe. They have recently had a number of investment successes and want to build on them to further their charitable objectives and build the number of successful women entrepreneurs. Continue reading
Here is a link to our latest news and updates – examples of changing mindsets, developing better relationships and solving problems! http://mailchi.mp/2514b71aded6/hijanuary18newsletter
If you’d like a free taster session, you can reach us here.
Professor Gareth Morgan was the key note speaker at the celebration of 15 years of the Consulting and Coaching for Change progamme, jointly run by Said Business School, University of Oxford, and HEC Paris. Now part of the faculty of the programme, his book, Images of Organization, was required reading for all cohorts. I was part of cohort 2!
Gareth picked up the topic of achieving sustainability through large scale change, which followed on from work done in the morning. He reminded us of the 15% principle – how to tackle the 15% of things that are most important to strategy and which can be done – not the 85% of ideas that can’t be carried through. We discussed key themes from complexity science and “Field” theory. His point was that there is no such thing as a discrete, autonomous actor, entity or organisation. If we are to tackle big issues such as the changing climate, stakeholders with their “fields” of experience and relationships need to be brought together at a local level to solve problems that underlie the big environmental issues. They will be able to impact their local system. Continue reading
I’m writing this as a patient, parent, potential service user and change professional. I wonder anxiously what impact the latest round of NHS and social care reform will deliver, against the current political background.
My biggest anxiety is, will I and my friends and family be understood and actually helped, when we interact with the health and social care system? Can professionals change their behaviour, and win time with patients, to understand and help them help themselves? Continue reading
Awareness of the term “positive deviance” is rising, as a way of solving tough problems by finding what already works. It’s been the topic of seminars for health leaders. It’s been frequently mentioned by Helen Bevan, Chief Transformation Officer, NHS England, as part of a repertoire of approaches to front-line change, and by Jo Bibby in her Health Foundation Blog. It is the subject of a slide show by Bob Sutton, and gets a brief mention as a possible new option in a recent article about the limitations of quality improvement projects in the NHS by Prof Mary Dixon Woods and Graham P Martin.
There is, however, no available comparison of the various interpretations and applications of “positive deviance,” and some authors mix up the various conceptual frameworks. This article aims to put this right, and offer tips to leaders for implementation. Continue reading
Many change models, Hidden Insights included, stress the need for engaging people in change early on. To do this, we need their active co-operation, and involvement, often in focus groups, large-scale events such as Open Space or World Cafe or just in conversations. But you’ve got to get them to turn up in a positive frame of mind, ideally ready to volunteer to get involved….
Here’s a checklist, based on experience of implementing successful employee and community projects. Its parent comes from the successful MRSA reduction project in the USA, recorded in the book, Inviting Everyone, Healing Healthcare Through Positive Deviance, by Arvind Singhal, Prucia Bruscell and Curt Lindberg. We’ve added some learning of our own. Continue reading
Peer pressure is really powerful. The trouble is, it can be used for good or bad. We aim to create positive peer pressure to achieve change, but it’s not always easy. Continue reading
Everyday heroes in a hostile world
There has been a lively twitter conversation about a fascinating interview with Philip Zimbardo, Stanford professor emeritus and author of “the Lucifer Effect“. He explains that society may condition good people to do bad things, such as join gangs and participate in violence. This has been demonstrated in his “prison” experiment, and in the famous “electric shock” experiments of Stanley Milgram. If you put good people in a bad environment, they will do bad things. Philip helps people learn to be ordinary heroes.
Heroes as positive deviants?
Jane Lewis and Dr Joanna Wilde ran a very successful workshop for the British Psychological Society in June. This introduced positive deviance (PD) to a wider audience of accredited occupational and organisational psychologists.
We highlighted the benefits of working in this way at a time when workplaces can feel increasingly pressured and toxic. True to the principles of positive deviance, it was an interactive session where participants worked on their own cases, mainly linked to staff (and volunteer) engagement, leadership and culture change. Jane acted as the “expert non-expert” and Joanna commented on the links between our experience and current thinking and theory. Her review helps to explain why positive deviance does work, and why it is particularly appropriate in the current climate. Continue reading
Not business as usual
I read Jane Bozarth’s excellent article on positive deviance (PD) in Learning Solutions Magazine with interest. She succinctly highlights how PD uncovers hidden solutions and delivers sustainable results. She points up the differences between PD and business as usual. She sets out the usual scenario for solving problems:
“Organization has a problem. Organization brings in “experts” to study the problem, devise a solution, run a pilot (which may mean a training program) and then leave. Organisation members quickly revert back to old behaviors”.
Jane highlights the possibilities opened up by looking for what works. A specific tool is the all-important “flip” or “somersault” question:
- Not “why are staph infections so high across the hospital?” but “why are staph infections lower on the third floor?”
- Not “why are sales down in regions 6 and 9, but “why are sales up in region 4?”
This helpful introduction highlights how simple the PD concept is, and how there are almost always hidden solutions. On the face of it, it’s hard to understand why amplifying positive deviance, as practised by the Sternins, isn’t as common as many other improvement initiatives. It’s about doing more with less, empowering and engaging people. It spreads behaviours and practices that are already proven to be working, so the only resource needed is the time to find them. It’s evidence based, teaches a lot about leadership and is fun to do. What’s not to like? Continue reading