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
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?
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
Audrey Asamoah and Jane Lewis’s TEDx-style presentation at the Greater Manchester Police and Fire Services’ Social Policing Unconference showed how Hidden Insights® community facilitation delivers big behaviour change in unlikely places – most recently in a deprived part of North London. We shared some of stories and techniques – which enable both community members and professionals to move past “baggage” and suspicion and share hope, skills, leadership and aspiration in a very different relationship, learning life and work skills in the process.
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.
For the first time, representatives of nearly all the UK users of positive deviance met together in Westminster for a round-table debate on the value of positive deviance, and learning points from the exercises so far to carry forward into future projects.
Attended another great meeting of the Change Leaders, the alumni group of the Coaching and Consulting for Change programme of Oxford University and HEC Paris. The group is growing, cohort by cohort, and we are getting world-leading speakers. In this case, we had the privilege of Margaret Wheatley‘s presence for a whole day, in which she updated us on her latest thinking about complexity.