Positive Deviance
(Pascale Sternin)

Knowledge Center



Summary, forum, best practices, expert tips and information sources.


Summary

What is the Positive Deviance model? Description

According to Richard Tanner Pascale and Jerry Sternin, there are always positive exceptions to rules concerning business problems. Somehow, a few isolated groups or individuals, operating with the same constraints and resources as everyone else, are functioning better. In the HBR of May 2005, they describe their Positive Deviance method. This holds that managers must actively look for those extraordinarily successful groups and individuals, and bring the isolated success strategies of these "positive deviants" into the mainstream. Best practice Change Management methods are not good at realizing this. That's why Pascale and Sternin suggest to ensure the participation of the members of the community which you want to change in the process of discovery. In this way you can make them the evangelists of their own conversion experience. Also they describe a six-step positive deviance model.
 

Origin of the Positive Deviance approach. History

Pascale and Sternin do not mention Cooperrider in their article. Nor do they explicitly mention Appreciative Inquiry. However it is clear that their approach is based on similar ideas about organizational change. Pascale and Sternin make the following comparison of the Traditional Approach to Change vs. the Positive Deviance Approach to Change:


Traditional Approach to Change

Positive Deviance Approach to Change

Leadership as Path Breaker

Outside-in

Deficit-based

Logic-driven

Vulnerable to Transplant Rejection

Flows from Problem Solving towards Solution Identification

Focused on the Protagonists

Leadership as Inquiry

Inside-out

Asset-based

Learning-driven

Open to Self-Replication

Flows from Solution Identification towards Problem Solving

Focused on Enlarging the Network


Usage of Positive Deviance. Applications

  • See below under strengths and limitations

Six Steps in Positive Deviance. Process

  1. Make the group the guru. Champions and Change Leaders are important, but too often, these individuals generate unconstructive dependence from their teams.
  2. Reframe through facts. Problems must be restated. Rather than starting with an inside-the-box definition. The attention can shift to fertile new grounds and minds are opened to new possibilities.
  3. Make it safe to learn. The positive deviants, the authority figures and the others in the group may all may feel that journeying into terra incognita is a dangerous thing to do. A safe environment must be created that supports innovative ideas.
  4. Make the problem concrete. Otherwise, signal distortion between senders and receivers can quickly cause unwanted effects.
  5. Leverage social proof. The old adage: "Seeing is believing" has special potency when you are dealing with change. Find and communicate examples of solutions that have worked in similar situations.
  6. Confound the immune defense response. Prevent avoidance, resistance and exceptionalism and let the change feel natural. Don't use excessive authority.

Strengths of the Positive Deviance approach. Benefits

  • The method works best for situations where behavioral and attitudinal changes are called for. Where there is no apparent off-the-shelf remedy, and successful coping strategies remain isolated and concealed.
  • Facilitates a role reversal in which experts become learners, teachers become students, and leaders become followers.

Limitations of the Positive Deviance model. Disadvantages

  • Not suited for change initiatives around proven remedies to technical problems. The authors mention Supply Chain Management practices, hardware and software solutions.
  • Not suited for problems that rely on brainpower but that don't require major behavioral adjustments. The authors mention portfolio rebalancing.
  • Requires a role reversal in which experts become learners, teachers become students, and leaders become followers.
  • Creating a safe environment that supports innovative ideas may sometimes not be simple.

Assumptions of the Positive Deviance method. Conditions

  • There are always positive exceptions to rules concerning business problems. Somehow, a few isolated groups or individuals, operating with the same constraints and resources as everyone else, function better.
  • Best practice Change Management methods are not good at bringing successes to the mainstream.
  • If you ensure the participation of people, their avoidance, resistance and exceptionalism will decrease.
  • Time is not the issue.
  • Leaders want to step back and facilitate the process.
  • Positive deviants are willing to share.

Special Interest Group

Join

Positive Deviance Special Interest Group.



Special Interest Group (23 members)

Forum

New Topic

Forum about Positive Deviance.


🔥 NEW Positive Deviance is True but Useless
You allude to it, but I think you should make a more explicit reference to the concept of TBU (True but useless) as it a (...)
3
 
0 comments
Great exercise (at least annually)
Leaders learning, teachers becoming students - the humility and genuine interest displayed in new ways of thinking, from (...)
3
 
0 comments
Positive Deviance and Horizontal Violence
Has anyone used this method to address horizontal violence / workplace bullying? (...)
-2
 
0 comments
Best Practices

Sign up

The top-rated topics about Positive Deviance. Here you will find the most valuable ideas and practical suggestions.


Expert Tips

Sign up

Advanced insights about Positive Deviance. Here you will find professional advices by experts.


What Change Agents Should I Use?

Change Management, Organizational Change, Turnaround Management
When choosing between internal or external change agents, organizations should consider following advantages and disadva (...)

Understanding Why Employee Appreciation is Important

Acknowledging the Power of Employees
The concept of bases of social power is very important for organizations in the context of change initiatives. The sour (...)

Addressing Concerns Against Change and their Remedies

Change Management, Organizational Change, Turnaround Management
According to Ken Blanchard in the article “Mastering the Art of Change” (Training Journal, January 2010), it is importan (...)

Personal Networks of Successful Change Agents

Leading Major and Minor Change Initiatives
Organizational change is often difficult to achieve because it disturbs the hierarchical structures and the way to accom (...)

Innovating Bottom-up or Top-down

Corporate Innovation Approaches
I just read an interesting article by professor Deschamps on encouraging innovation within large organizations. Deschamp (...)

I'll never use the term 'Resistance to Change' again

Resistance to Change is a Defensive Attitude...
I am working as a change manager in a German IT company. Somebody advised me the other day to read an article about resi (...)

Key Success Factors when you're Designing your Change Management Program

Best Practices, Change Management, Organizational Change
In their article "Making Change Happen, and Making It Stick" (published in the online edition of strategy+business, Dece (...)

The Need to Communicate the REASONS for Change

Change Management
1072 survey contributors commented on how improve their chances of thriving, by communicating in ways that build trust a (...)

Assessing the Risks of Change and the Organization’s Capacity for Change

Leading Change
In their book "Transforming Public and Nonprofit Organization – Stewardship for Leading Change", James Edwin Kee and Kat (...)

Critical Leadership Skills

Tackling the Six Stages of Concern
In order to tackle all six stages of concern mentioned by Ken Blanchard in the article “Mastering the Art of Change” (Tr (...)

Six Crucial Mind Shifts for Strategy Execution / Implementation

Change Management, Strategic Change, Resistance to CHange, Strategy Implementation
Speculand (2009) suggests six mind shifts that people should consider when they're implementing new strategies in organi (...)

Strategic Change: Why, What, When, Who and How

Preparing Strategic Change
If we need to change strategically, we need to think about why, what, when, who and how: - Why do we want to change? - (...)
Information Sources

Sign up

Various sources of information regarding Positive Deviance. Here you will find powerpoints, videos, news, etc. to use in your own lectures and workshops.



Research Links

Sign up

Automatically jump to further useful sources regarding Positive Deviance.


News Videos Presentations Books More

News

Videos

Presentations

Books

More


Compare with the Positive Deviance Approach: Appreciative Inquiry  |  Change Management Iceberg  |  Forget Borrow Learn  |  Kaizen  |  Business Process Reengineering  |  Change Model Beckhard  |  DICE Framework  |  Changing Organization Cultures  |  Action Learning  |  Change Phases  |  Force Field Analysis  |  Core Group Theory  |  MSP  |  Bases of Social Power  |  Planned Behavior  |  Metaplan  |  Team Management Profile


Return to Management Hub: Change & Organization  |  Communication & Skills  |  Leadership  |  Program & Project Management


More Management Methods, Models and Theory

Special Interest Group

Are you interested in Positive Deviance? Sign up for free

Notify your students

Copy this into your study materials:

and add a hyperlink to:

Link to this knowledge center

Copy this HTML code to your web site:

 


About 12manage | Advertising | Link to us / Cite us | Privacy | Suggestions | Terms of Service
© 2021 12manage - The Executive Fast Track. V15.8 - Last updated: 26-2-2021. All names ™ of their owners.