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Innovation U N L E A S H E D with Positive Deviance. Keith McCandless, Social Invention Group January 2007. Key Themes. Drawing out innovations that has gone unnoticed in your organization or community;

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innovation u n l e a s h e d with positive deviance

Innovation U N L E A S H E Dwith Positive Deviance

Keith McCandless, Social Invention Group

January 2007

key themes
Key Themes
  • Drawing out innovations that has gone unnoticed in your organization or community;
  • Improvising with the materials and imagination at hand - bricolage (not trying for perfection);
  • Supporting communities-of-practice that sustain innovation; and,
  • Recognizing that innovation is a social process that spreads peer-to-peer
what is innovation

What Is Innovation?

Innovation is the act that endows resources with a new capacity to create value (Drucker)

Getting a valuable new idea or technology or advance-in-practice adopted (Rogers)

Innovations are non-linear shifts that change the rules and transform common practices (McCandless)

innovation not improvement changing the rules in the high jump
Innovation, Not ImprovementChanging the Rules in the High Jump

Innovation

Improvement

…Meters…

continuum of theories
Continuum of Theories

Let It Happen <<< Help It Happen >>> Make It Happen

premise of positive deviance
Premise of Positive Deviance

In every community there are certain individuals whose uncommon practices/ behaviors enable them to find better solutions to problems than their neighbors who have access to the same resources.

the vietnam story
The Vietnam Story

The future is already here…

but it is not at all well distributed.

positive deviance process
Positive Deviance Process
  • Define
    • the problem and what desired outcome would look like
  • Discover
    • if there are individuals/units who already exhibit the desired behavior/outcome
  • Determine
    • the uncommon, but demonstrably successful behaviors/strategies enabling the “positive deviants” to find an innovative solution to the problem
  • Design
    • an intervention/program enabling others in the “community” to practice the new behaviors/strategies. (Note: focus on practice rather than knowledge!) Adapted from Jerry Sternin
first steps define
First Steps -- DEFINE
  • Define the problem and desired outcome or innovation
  • Determine data required to identify Positive Deviants (those already exhibiting desired status/behavior) if they exist
  • Identify those to be involved in the inquiry… beyond the usual suspects
  • Frame the inquiry in a way that the benefit is clear to those involved
contrasting approaches i
TRADITIONAL

Externally Fueled (by “experts” or internal authority)

Top-down, Outside-in

Deficit Based “What’s wrong here?”

Begins with analysis of underlying causes of PROBLEM

Solution Space limited by perceivedproblem parameters

Triggers Immune System “defense response”

POSITIVE DEVIANCE

Internally Fueled (by “people like us”, same culture and resources)

Down-up, Inside-out

Asset Based “What’s right here?”

Begins with analysis of demonstrably successful SOLUTIONS

Solution Space enlarged through discovery of actual parameters

Bypasses Immune System (solution shares same “DNA” as host)

CONTRASTING APPROACHES I

Adapted from Jerry Sternin

acting your way into new thinking not thinking or designing your way into new acting
Acting Your Way Into New Thinking… not thinking or designing your way into new acting

BEHAVIOR

CHANGE

KNOWLEDGE

Social Proof

Opportunity for practice

Perceived

Advantage

slide12
S P R E A D OF INNOVATIONSThe tyranny of averages always conceals sparkling exceptions to the rule. JS

Diffusion Attributes

Relative advantage

Compatibility

Complexity

Trial-ability

Observability

PD Behaviors

identified as “advantageous” by peers

created within cultural context

requires no special resources

opportunity to practice

through PD participants and personal experience

awareness to integration development efforts focusing on adoption integration in communities
Awareness-to-Integration Development EffortsFocusing on Adoption & Integration in Communities

Transformative

thinking &

innovating

2. However, adoption occurs in communities-of-practice with interpersonal “peer” influence at play

Integration

Innovation is a

routine part of

behavior

Adoption

Clinician tries out

the innovation

OBJECTIVE OR AIM

Skill &

competency

building

1. Traditional change efforts focus on generating awareness & agreement with evidence or data

Agreement

Clinician evaluates

relative value of

the innovation

Awareness

Clinician hears

about innovation

for the first time

Information

transfer

Expert

Centered

Individual or

Patient Centered

Community & Group

Relationship Centered

© 2004, Keith McCandless

DELIVERY APPROACH

slide14
Non-Linear, Bottom-up Fringe-In Learning Process Focusing on Self-Discovery and Social Proof Within the Community

Integration

Innovation is a

routine-but-unseen

part of behavior

3. Further, PD unleashes creativity adaptability and collective mindfulness among working groups, moving from explicit- to implicit- to tacit- know-how spontaneously

Transformative

thinking &

innovating

Awareness

People whose behavior

needs to change

discover PDs

Agreement

People see peers

solving the problem

with the same

resources

OBJECTIVE OR AIM

Skill &

competency

building

2. However, adoption occurs in communities-of-practice with interpersonal “peer” influence at play

Adoption

People practice &

co-evolve behavior in their

local context

1. Traditional change efforts focus on generating awareness & agreement with evidence or data

Information

transfer

Expert

Centered

Individual or

Patient Centered

Community & Group

Relationship Centered

© 2004, Keith McCandless

DELIVERY APPROACH

sources of knowledge learning talent
Sources of Knowledge, Learning & Talent

Telling

++

+++++

Adapted from Alan Duncan, MD (Mayo Clinic)