Leveraging the right “kind” of positive deviance?

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

Positive deviants and heroes – two versions of the same thing?

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?

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Engagement and culture change in Cambridgeshire

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

Ownership not buy-in – Hidden Insight of the season

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

Behaviour change around troubled families – building relationships and resilience

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

Unusual suspects do extraordinary things – presentation at the Social Policing Unconference

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.

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Haringey extends Hidden Insights work to build community resilience

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.

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