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
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
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
- “A really good day”
- “Bang on the brief”
- “A great chance to mix and have my say”
We were delighted to be asked by Accent Group, the housing association, to facilitate their Eastern Region staff awayday. We are already working with them, as part of a group of organisations in Cambridgeshire, which is using Hidden Insights as a means of improving relationships with, and building resilience in tenants. This project has also been a great way of starting collaborative projects across organisations – Accent and Fenland District Council are sharing resources in Wisbech. Using Hidden Insights thinking has attracted more than four times the usual attendance at resident events, again conducted in collaboration with the Ferry Project, Cambridgeshire County Council and Making Money Count. 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
Thanks to NHS Elect and South East Employers for spreading the word about Hidden Insights.
NHS Elect, which is itself part of the NHS, supports more than 50 trusts across the county to improve their services and develop their people. We are speaking and running a workshop at their annual members’ conference at the Central Hall, Westminster, on 13th November. This is to show how Hidden Insights gives a new lens for change leaders, offering a different way to get patients taking responsibility for their own health, and to create collaborative relationships, engagement and behaviour change across organisational silos and between patients and professionals. Continue reading