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
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
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
We’re delighted to be sharing a platform with Dr Joanna Wilde on 3rd June at the British Psychological Society’s training centre in London. We are running a CPD-accredited workshop for practitioners, to demonstrate a practical, evidence-based approach to human management and leadership. 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
At the moment the pressure is on for HR and OD professionals to create flexible and responsive organisations, making the most of the trends and technologies available. In the current economic climate, with productivity only just starting to improve, people have limited time for change projects and organisations are getting flatter, putting a greater load on managers. So how can this be achieved? Continue reading