Change leaders know that to succeed, they have to enable people to let go of what has been. This feels scary, and to do this, we sometimes turn to alternative role models. This can in turn feel really risky for leaders.
In positive deviance, change is created by finding what already works and spreading it. Harvard Business School professor Francesca Gino thinks of “positive deviants” as successful non-conformists. Her “aha” moment came when she saw a recipe book that challenged the rules of Italian cooking and asked – “why is it that we always cook that dish in this way?” The book contained recipes such as “the crunchy part of lasagne” that made more of the best bits! 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
We are delighted with the feedback from the learning-by-doing we did over the last year in Cambridgeshire. People have taken the Hidden Insights concepts of “don’t decide about me, without me” and “acting their way into a new way of thinking” to heart. They have grown in confidence and created amazing engagement and community action.
You can read more about the Grub Hub in Huntingdon here. Continue reading
People will take personal responsibility for solving a problem, completing an action and performing better if they own the solution – a key Hidden Insights principle is “ownership not buy-in”.
Hidden Insights® achieves this through its group coaching approach. Coaching works with anyone, in organisations, families, or communities. Coaching is reported by the 2015 CIPD employer survey to be the second most effective learning after learning on the job (which is also a part of Hidden Insights). Continue reading
We’ve just had a pilot project extended. Initial funding from the Cambridgeshire Together for Families programme has brought eleven organisations into a learning programme, to use the Hidden Insights approach to reduce “revolving door” tenancies. The early stages have created a lot of enthusiasm and support has been extended into the autumn.
Projects are now running in Cambridge City and in Wisbech, bringing together a range of housing associations and charities, including Accent, City Homes Cambridge, Making Money Count (Circle Roddans), Luminus, JobCentre Plus, Abbey People and the YMCA. Continue reading
The Department of Communities and Local Government’s Troubled Families Initiative (TFI) was set up to reduce the significant costs to the taxpayer of a minority of deeply complex families. The DCLG has calculated that one family can cost between £40,000 to £400,000 a year in reactive interventions. There have been some great achievements in turning families round. The Initiative is now being extended into phase 2. Continue reading
We’ve seen Positive Deviance, the approach that Hidden Insights® stems from, achieve some incredible results. For example, from creating cultural change in the world’s largest Investment Bank, to helping sales performance in a pharmaceutical, to generating a 73 per cent reduction in the transmission of MRSA in over 250 hospitals in a period of months (Pascale Sternin & Sternin 2010).
Ordinary Afghans are far more powerful than British citizens, because at least they feel they can have a role in one of the country’s 20,000 villages. “But in our situation we’re all powerless”’.
This is an excerpt from a recent interview in The Guardian with MP Rory Stewart. Following a fruitful career in foreign intervention, he returned home when he realised that ‘even the least-educated Afghan housewife in a mountain village knew more about the country than he did.’ His conclusion was that: “In the end, the basic problem is very, very simple. Why don’t these interventions work? Because we are foreigners. If things are going wrong in a country, it’s not usually that we don’t have enough foreigners. It’s usually that we have too many.”
Woodward Lewis have been training Haringey Council and partnership agency staff in using Hidden Insights to tackle problems and to build better, more collaborative relationships, within existing resources. The contract has just been extended into three new areas:
- Helping the community to collaborate to address anti-social behaviour in Northumberland Park, N17
- Helping vulnerable families to adjust to being more self-sufficient when leaving intensive support in N15 and
- Helping young people leaving care to take responsibility and adapt to being more independent, with the support of personal advisers.