Solutions before our eyes What enables people to find these solutions? Findings are accessible to all
Work well in settings where problems are completely knowable – simple.
Stories can hold the tensions and paradoxes we have to navigate daily. They are a way of sharing ideas and insights but also a way of helping people own and share their own exepriences.
Leaders guide the process, remove barriers Allocation of scarce resources Facilitate/allow the discovery to take place
LR: Reference collections of small behaviours often collectively make a difference – may not be one or more people but what they do
Vast Majority of the work happens at the frontline or with community residents – you may need to set up ways to meet and make sense of what is happening. Experts are the people themselves.
Six D’s – See Handbook
Similar to viral marketing Let group come up with solution on their own Define: The problem, its perceived causes and related current practices; what a successful outcomes look like Determine: if there are individuals or entities in the community who ALREADY exhibit desired behaviour Discover: Uncommon practices/behaviours enable the “deviants” to outperform the community Design: Design and implement intervention enabling others to access and PRACTICE new behaviours
Don’t answer questions nobody has asked yet-work only on those that people have asked and want to find solutions for.
New Approach to Controlling Superbugs Virtual Learning Session 1 Discovering Positive Deviance Michael Gardam Leah Gitterman
No matter how seemingly intractable a problem, in every community there are individuals whose uncommon practices/behaviours enable them to find better solutions to problems than their neighbours who have access to the same resources.
100% 4% 9% 74% Problems known to top managers Problems known to middle managers Problems known to supervisors Problems known to front line managers The “Awareness” Iceberg This internationally acclaimed study conducted by Sidney Yoshida, was initially presented at the International Quality Symposium, Mexico city, 1989. It indicated how management's failure to understand its processes and practices from the perspective of its customers, suppressed the company's profits by as much as 40%.
Learn from the people Plan with the people Begin with what they have Build on what they know. Of the best leaders When the task is accomplished The people all remark We have done it ourselves Lao-Tzu’s Tao Te Ching (6 th Century BCE)